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HomeMy WebLinkAbout02-13-2024 Worksession PacketCity of Oak Park Heights Worksession Date: Tuesday, February 13, 2023 Time: 5:00 pm* *This Worksession will begin at 5: 00 p.m., and will he recessed at 6:00 p.m. for the City Council meeting. The Worksession may reconvene following adjournment of the City Council meeting. 1. Call to Order 2. Fire Services Study 3. Public Safety Funding 4. Utility Extension Policy 5. Washington County 58th Street Extension Project 6. Speed Limit Change/Signage 7. Interim Financial Services 8. Adjournment City of Oak Park Heights To: Mayor and City Councilmembers From: Jacob Rife, City Administrator Date: February 9, 2024 Re: Council Workshop For February 13, 2024 The following items are to be discussed during our Work Session on February 13, 2024: Fire Department Services/Fire Study As the City Council is aware, the City contracts fire services through the Bayport Fire Department. City records indicate that a service agreement has been in place with Bayport and the members dating back to at least 1989. In 2015, Bayport built a new fire station to accommodate the increased call volume and equipment needs of the growing area. At this time, a 15 -year service agreement with the member communities was agreed to. In 2021, a meeting with the member communities was held to discuss concerns expressed by the City of Bayport. These concerns were financial related (expenses were exceeding revenues) and long-term staffing. Due to these concerns, Bayport proposed an amendment to the existing contract to increase member contributions. Per a February 14, 2023 letter from Bayport, the increased member contributions would be used "...to cover existing funding shortfalls and establish dedicated capital improvement/future staffing allocations." In response to the letter, the City of Oak Park Heights thought it was prudent to analyze current and future fire service needs. Subsequently, Oak Park Heights took the lead to issue a request for proposals (RFP) seeking to find a consultant to provide guidance as to the best short and long-term fire service options for the member communities. With the support of the member communities, the City of Oak Park Heights entered into an agreement with Matrix Consulting Group on August 28. The project was designed to be completed in two steps. Matrix Consulting completed step 1 of the assessment. Step 1 involved the completion of the following tasks: A. Project Initiation B. Internal SWOT C. External Interviews D. Final Report The agreement with Matrix Consulting did not provide a project scope for step 2 or a cost for step 2. At this time, staff does not recommend spending additional funds on step 2. Terry Lewis from Matrix Consulting will be present (virtually) during our work session to review the findings of the Fire Study (attached). This report will be provided to the contract member agencies for their review. Items for future Council consideration and discussion: 1. What should the next steps be? a. Wait for Bayport to call a meeting of all the member communities? b. Encourage the member communities to restart the advisory commission? c. Start evaluating our options for where we want to be in 2030? d. Other? Public Safety Funding The City of Oak Park Heights received Public Safety Aid monies in the amount of $211,362 on December 26, 2023. Chief Hansen will review the following list of possible uses of the funding. 1. Additional Officer to be hired in June/July of 2024 to assist with staffing/retention/community outreach programs that might involve but not limited to an embedded social worker program liaison. Current budget allows for funding through 2024. Aid money would then be phased in over the next two years 2025/2026 to offset salary. Total allocation: $100,000 2. Explore the idea of turning a large storage room downstairs into a workout/gym facility for police staff. This obviously relates to officer wellness, retention and recruitment concepts. Total allocation: $50,000 3. Fire study has recently wrapped up and funds were already dedicated. Total allocation: $18,000 4. Lexipol policy development for a complete overhaul of the department's police/procedure which is outdated from 2011. Total allocation: $15,000 5. UAV/Drone program for search/rescue operations. This would consist of two UAV's, one for interior flight and one for outside with night vision capabilities. Along with training up to 4 pilots. Total allocation: $8,000-$10,000 6. Reserve money for future projects/overage/community outreach/training/education opportunity. Total leftover approx. $19,362 City Utility Extension Policy Councilmember Runk asked to have a discussion regarding the City's utility extension policy. Councilmember Runk wanted to bring this discussion forward given the recent newspaper article referencing Baytown Township considering incorporation as a City. Additionally, within Bayport's comprehensive plan, they reference partnering with surrounding municipalities to share utility services. It is our policy to not extend utilities beyond our municipal boundary except for certain exchanged service area with Stillwater. There are no recommended changes to our City utility policy. Washington County's 58th Street Extension Project Councilmember Runk asked to have a discussion on Washington County's 58th Street Extension Project. Staff continues to the attend the Washington County Project Management Team meetings. Councilmember Runk wanted to discuss if staff should continue to the attend these meetings. Additionally, Councilmember Runk inquired about the status of the traffic study to obtain the current traffic counts prior to the project construction. Stantec is prepared to start gathering the traffic counts, but was planning to wait until spring to start gathering data. Given the unique weather conditions this winter, Stantec may have the opportunity to start gathering traffic counts earlier than anticipated. Citywide Residential Speed Limit Review At the September 26, 2023 City Council meeting, the Council requested that staff look into the cost and the process to reduce the residential speed limit to 25MPH citywide. Staff has analyzed the change and offers the following comments: 1. It appears that the City Ordinance would need to be amended allowing for the reduction from 30MPH to 25MPH 2. The total cost for signage would be approximately $6,500. 3. The signs would need to be ordered with the understanding that Public Works staff would need about 2 weeks to replace the signs. Replacement could start in the spring. 4. The attached map illustrates the proposed sign locations. Staff is seeking direction regarding proceeding with the above steps. If so, staff will prepare an ordinance for future Council consideration. Interim Financial Services As you are aware, Director Caruso will be retiring on April 30, 2024 with the understanding that during March and April she will be exclusively working on the City's financial audit. Staff is cautiously optimistic that we will have a new full-time Finance Director onboard by early summer. Given that Director Caruso's final day serving as full-time Finance Director will be February 29, staff has researched interim financial service options to assist the City on a part-time basis until a full-time Finance Director is named. Staff identified several individuals and financial firms who have the ability to provide interim services: 1. David Mol - Former Redpath & Company CFO. $125/hr. 2. Joseph Huss - Former Blaine Finance Director. $125/hr. 3. GovTemps USA - Multiple Individual Options (remote only). $133/hr. 4. Abdo Financial - $180-$480/hr. 5. Ehlers Financial. $245/hr. Staff met with all of the above individuals and financial firms to discuss their proposal. Staff recommends entering into an agreement with Mr. David Mol for interim financial services. Given that Mr. Mol served as the City's auditor while at Redpath & Company, Mr. Mol is familiar with our operations. We envision that Mr. Mol would work approximately 8-16 hours per week until a Finance Director is named. If the Council is supportive of this arrangement, we will work with the City Labor Attorney to draft an independent contractor agreement with Mr. Mol for consideration at the February 27 City Council meeting. Future Workshop Items 1. Technology Upgrade Quotes for Council Chambers and Conference Rooms 2. King Plant - Road Map 3. Finance Director Compensation (for when a finalist is identified) 4. Fire Department Services? Desired Fire and EMS Services and Partnership Opportunities BAYPORT, OAK PARK HEIGHTS, BAYTOWN TOWNSHIP, AND WEST LAKELAND TOWNSHIP, MINNESOTA FINAL February 5, 2024 matrix consulting group Table of Contents Introduction and Executive Summary 1 Scope of Work 1 Approaches Utilized in the Study 1 Executive Summary 1 Bayport Fire Department Organization 4 Fire Department Overview 4 Physical Resources 5 Historical Workload 7 Financial Resources 7 Findings and Observations 13 General Findings 13 Observations and Options 14 Fire / EMS Services and Partnership Opportunities Oak Park Heights, MN Introduction and Executive Summary The cities of Oak Park Heights and Bayport, West Lakeland Township, and Baytown Township (Agencies) engaged the Matrix Consulting Group to facilitate a review of opportunities for sharing and improving fire services to the Agencies. Phase One of this project evaluates the fire protection system's strengths and weaknesses, including opportunities and threats to the delivery system. scope or worK Phase One of this study assessed the current fire protection system environment using a SWOT analysis format. This format is a strategic planning tool used to identify and evaluate the strengths, weaknesses, opportunities, and threats involved in an organization to help understand the internal and external environments. This phase focused on the emergency services system environment. The approaches used in this study were comprehensive, as described below. Approaches Utilized in Phase One The project team assessed the fire protection system to understand and evaluate issues facing the Agencies. The principal approaches utilized by the project team in this study included, but were not limited to, the following: • Internal Interviews — project team members interviewed numerous executives, management, and supervisory staff of the Agencies and the fire department. • External Interviews — project team members interviewed three neighboring fire departments and the emergency medical services provider identified by the Agencies. Executive Summary The agreement for fire protection services among the agencies was signed in 2015 with a 15 -year term. It was designed to coincide with the construction of a new fire station and the resulting bond to pay for the facility. The agreement includes a provision related to the operational costs of the fire department that was based on the budget for 2014. According to this provision, the increase in the fire department operating expenses is limited to 3% annually. Each Agency may have a higher increase based on the share fair calculation. Matrix Consulting Group 1 Fire / EMS Services and Partnership Opportunities Oak Park Heights, MN There is an opportunity for the Agencies to create a robust fire protection system to provide services to the community. Creating and maintaining this system will require cooperation and building the trust of all the Agencies. The following points highlight the key points from the SWOT sessions held with the agencies. Strengths • The Fire Department is well respected with a dedicated volunteer staff and has operated since 1888. • The individuals interviewed for this phase did not have any issues with the fire department's level of service. Weaknesses • Within the Agencies, a general lack of administrative transparency will need to be established. • The agreement signed in 2015 was based on a budget from 2014. It also limited the increase in operational costs to 3%, not allowing for increased expenses. • There is no provision for the Agencies to be included in the budget process, and there is a general lack of communication among the Agencies. • The agreement included an advisory commission to meet quarterly to act in an advisory role for the fire department's operations. This commission did not meet as designed, creating communication failure among the Agencies. Opportunities • There is no formal mechanism to share a strategic plan for the fire department with the signatories to the agreement. The fire department has developed a strategic plan, but it has not been presented to the Agencies. • There is no formal mechanism to share an apparatus replacement schedule for the fire department with the signatories to the agreement. The fire department has an apparatus replacement plan, but it has not been presented to the Agencies. Challenges • The Andersen Corporation is no longer funding the capital expenditures for the Fire Department as their priorities are changing. • The Fire Chief has announced his retirement, and no current volunteer members are willing to step up. Matrix Consulting Group 2 Fire / EMS Services and Partnership Opportunities Oak Park Heights, MN • Volunteer staffing demographics have changed. In the past, numerous members worked at the Andersen Corporation and were permitted to leave if a call for service was received. Today, the number of employees has dwindled to five. • An electric generating plant in Oak Park Heights represents approximately 1/3 of the tax base and is scheduled to close in 2028. The reduced assessed value will impact the fair share calculation. • In the coming years, little to no development is projected in the service area. Alternatives for Consideration In any of the following alternatives, the reason for the initial agreement must be maintained: repayment of the bond for the fire station all Agencies initially agreed to pay. • Status Quo — This allows the current agreement to play out, and with its conclusion, each Agency would need to consider any options available to provide fire suppression services. • Renegotiate the Agreement — This would require the Agencies to develop a level of trust with each other. Options include a renegotiated fair share cost formula and establishing parameters for managing the fire department. • Establish a Fire District — This would take the longest to achieve and would require the vote of the residents to establish the fire district. Other issues include funding a new relief fund and physical resources, including apparatus. • Establish a Joint Powers Agreement — This alternative would require the agencies to develop trust but would be achievable faster than establishing a fire district. These alternatives will be evaluated later in this project. Matrix Consulting Group 3 Fire / EMS Services and Partnership Opportunities Oak Park Heights, MN Bayport Fire Department Organization This chapter provides an overview of the existing fire service model and the service area related to delivering fire protection services. Frere ueparUllent Overview The Bayport Fire Department (BFD) was initially formed in 1888 as a part of the Village of South Stillwater. As the communities in the area changed and changed their names, the fire department name changed to the present-day Bayport Fire Department. The department is a paid on-call organization with 24 members and is believed to be one of the oldest all -volunteer fire departments in continuous existence in the State of Minnesota. Through a fire protection services agreement among four governmental agencies, the BFD provides fire protection services to the City of Bayport and the City of Oak Park Heights, Baytown Township, and West Lakeland Township. The following map illustrates the response district for the BFD. Bayport Fire Department Oak Park Heights i Baytown West Lakeland J Bayport+ t 94 Matrix Consulting Group 4 Fire / EMS Services and Partnership Opportunities Oak Park Heights, MN Physical Resources Service to the fire district is provided from a single fire station in the City of Bayport. The table that follows illustrates the apparatus available to the fire department. Fire Station 1 1012 Fifth Avenue North, Bayport, MN Apparatus Space Five bay drive through Unit ID Year Description Engine 1 2007 Pierce Enforcer Engine 2 2014 Rosenbauer Ladder 1 2001 Pierce Dash Tender 1 2000 Pierce Kenworth Assigned Rescue 1 2019 Rosenbauer Apparatus Rescue 2 2009 Chevrolet Brush 1 2004 GMC Command 1 2021 Chevrolet Tahoe Command 2 2019 Chevrolet Tahoe Fire Boat 1 2019 Lake Assault Apparatus Assessment Type Type 1 Engine Type 1 Engine Aerial Ladder Water Tender Heavy Rescue Light Rescue Type 6 Engine Command Command Water Rescue One of the more difficult tasks facing a community is the replacement of fire apparatus due in large part to available funding, the timing of when to replace, and the cost associated with apparatus replacement. As the apparatus ages, maintenance becomes more challenging, fewer parts are available for replacement, and the pumps fail their annual testing. The fire department provided an apparatus replacement schedule prepared in February 2022 with several data points for consideration. The following table illustrates the apparatus's age, mileage, and engine hours. Matrix Consulting Group 5 Fire / EMS Services and Partnership Opportunities Oak Park Heights, MN Unit ID Age Mileage Hours Estimated Note that the odometer was replaced in 2014, is underpowered, the pump impeller Tender 1 is cracked (Repaired in 2023 for $10,000), is old technology, and does not have Replacement Year Tender 1 22 3,493 1,931 2025 Ladder 1 21 33,265 2,060 2039 Brush 1 18 27,942 3,215 2033 Engine 1 15 19,910 1,652 2027 Rescue 2 13 55,185 2024 Engine 2 8 7,114 520 2034 Brush 2 5 2049 Rescue 1 3 3,527 240 2045 Command 2 3 N/A N/A 2024 Fire Boat 1 3 N/A N/A 2035 Command 1 1 2,895 100 2027 Ladder 1 is shown as 21 years old; however, this apparatus was recently refurbished and will now be viable in the future. The following table illustrates the fire department's concerns and issues for the apparatus. Unit ID Issues/Comments Have issues with the engine shutting down due to emission system design, the Engine 1 back springs are getting bad, and the light tower is having problems. The vehicle has the most downtime in our fleet due to the engine/emissions changes in 2007 and lacks current NFPA safety features. Engine 2 Normal Maintenance Ladder 1 Recently refurbished. Note that the odometer was replaced in 2014, is underpowered, the pump impeller Tender 1 is cracked (Repaired in 2023 for $10,000), is old technology, and does not have current NFPA Safety features. Rescue 1 Normal Maintenance The box is rusted badly, the most used vehicle at the station, back/box is not Rescue 2 configured for our operations. Update to a custom box that can be moved from vehicle to vehicle. Brush 1 Normal Maintenance Command 1 Normal Maintenance Command 2 Normal Maintenance Matrix Consulting Group 6 Fire / EMS Services and Partnership Opportunities Fire Boat 1 Normal Maintenance Oak Park Heights, MN The most important function of fire apparatus is the safe movement of personnel and equipment to and from an emergency scene. Investing in fire apparatus is a significant endeavor for any community. Changes in the standards by which they are built and the performance standards by which they are tested continue to evolve and have resulted in rapidly increasing costs for fire apparatus. There are two additional items to consider with the potential replacement of the apparatus. First, increases in the cost of materials such as steel drive the price higher. One manufacturer anticipates a 20% to 25% increase in the next six months. The second factor is the timing. Most manufacturers are quoting 30 to 36 months to deliver a Type 1 Engine. If the 2007 Pierce Type 1 Engine replacement were ordered in 2022, the truck would be 18 years old before its replacement arrived. During the site visit, a visual inspection of the apparatus did not reveal anything that would be against any of the issues or concerns already mentioned. Given the age and noted concerns, the replacement schedule as presented seems reasonable. Historical Workload The following table provides the call volume for each community for the past six years. Community 2017 2018 2019 2020 2021 2022 City of Bayport 250 216 238 216 240 271 City of Oak Park Heights 824 743 740 481 464 545 Baytown Township 79 71 35 58 70 95 West Lakeland 164 180 197 171 163 211 Township Total Calls 1,317 1,210 1,210 926 937 1,122 During the pandemic in 2020, many fire departments across the country had a significant drop in calls for service. The same issue is noted in the call statistics illustrated in the previous table. Financial Resources As noted, the BFD provides fire protection services to the City of Bayport and through a Fire Protection Services Agreement to the City of Oak Park Heights, Baytown Township, and West Lakeland Township. Matrix Consulting Group 7 Fire / EMS Services and Partnership Opportunities Operating Expenditures Oak Park Heights, MN The following table illustrates the operating expenditures for the fire department. Matrix Consulting Group N L N aL X W CN C cu aL N N L LL U) a) 7 L O Q Q 0 Q L V) L L CL (B V) a) U L a) U) ) c C W m M M M O O M LO 00 w O O O O O O O O O O O O O O O O O O O O m N 0 N r– CO Ln CO 1- O Ln O 0 0 Ln O O Ln O 0 0 0 Ln Ln O O O Ln Ln O M S N O CO LO LO r– CO Ln r- r– O Ln 00 CO Ln Ln CO N O LO 00 O N Q. Np 0 N L N L N 00 i_ N N 00 f f O M In M r- N O _ � 1- LO — N V9. 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These associations manage funds used to pay out benefits to firefighters when they retire or become disabled in the line of duty. The State of Minnesota provides aid to volunteer firefighter relief associations through the Fire Safety Account, funded by a surcharge on homeowner and auto insurance policies. Relief associations invest their funds to grow the assets available to pay out benefits. The State Auditor's Office provides oversight and guidelines to ensure these investments are made prudently. Cities and townships typically contribute to the relief associations to support their volunteer firefighters. The contribution amount can vary based on the jurisdiction's size and budget. Line Item Relief Funds (partial amount post - 2018) Additional Relief Association State Aid Total Relief Funds Relief Fund Contributions 2019 2020 2021 2022 2023 Actual Actual Actual Adopted Adopted $50,000 $40,000 $35,000 $35,000 $35,000 $54,670 $71,324 $64,900 $80,989 $84,000 $104,670 $111,324 $99,900 $115,989 $119,000 State aid, as illustrated, is a pass-through from the City of Bayport to the Bayport Fire Department Relief Fund. The line item noted as post -2018 is a carry-over from the original budget and are funds from the state and not any additional funding from the City of Bayport. Capital Improvement The fair share formula is based on the budget prepared by the City of Bayport. There is a contribution to the equipment replacement fund contained in the budget. The following table illustrates additional capital funding provided by the City of Bayport. Capital Improvement Funds Line Item 2019 2020 2021 2022 2023 Actual Actual ActualAdo ted Ado ted ��,., Additional Capital Equipment Funding $80,000 $92,500 $118,500 $263,000 $180,750 These funds are not included in the fair share expenses. Expenditures for these items are contained in a different fund and are not shown in the operating expenditures of the fire department. Matrix Consulting Group 11 U) N O Q Q 0 Q L U) L L LL (B U) N U L U) U) 2 W N LL (II E E r/M v) V) N W 0- x X W U N N O) �M W cu 0- (D N 0 U - (D L O U O U cII U cu cu N 0) N L cu cu 0) O ^O' W r Y U N c aL X LU N E cQ Q N LL cQ O N N cB m M 00 1l- N O O O O N 0 0 0 O O O U N d O N N � O O O O O OO tfa tfa 60-tfa tfa 6% (B Q. O M O M i O M O O I- 1z O O O O 1` 0 P- C O 00 U y N `f- 76 O O CD N O M M 00 O O Q -r- O M Efi O Efi Efi ti CO) c N U O cu N S? cu c 0 70 "' U 00 O O CD M O O O O M 0 0 0 O O O U r N N M M O O O O M tfa tfa t!? 603,603, tJ? 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OEfa LO Efi OEfa M c _ cu CA p N N U 70 L o 4- (n O O -0 L N N 70 O�_ to i 4- cu LL w Q- i Q X rCO u�~/ VI (B �i p 70 U_ ca 0 76 E y E y W a, O LL CU V) E U Q LL = L s= �. � �_ N Q m Q O' _ C 4) 70 � 0 w O Q w E N "- = Q p CD'� d W Q W N a- Y m (B � CD 'a N Z31 U cB Q c cu U O Q m Q OO j CL O N Q (� LL " W LL r0�+ TLt Y O �� CD U- N m (B O 7 C p Q. 0 U % O O 0O LL 0- O O 'ra iv CL m OcS- CU- O 0 a) a) w Q H 0 U\ U\ H � cuOu) O 70 Q N Fire / EMS Services and Partnership Opportunities Oak Park Heights, MN Findings and Observations Phase One for this engagement is to conduct an onsite assessment of the current fire services environment, including positive and negative attributes, opportunities to improve, and the challenges of the fire protection system and the Agencies involved. General rinaings The agreement for fire protection services was signed in 2015 with a 15 -year term. It was designed to coincide with the construction of a new fire station and the resulting bond to pay for the facility. A provision in the agreement is related to the operational costs of the fire department that was based on the budget for 2014. According to the agreement, the increase in operating expenses would be limited to 3% annually for each Agency. Several issues were not addressed in the agreement. • The Andersen Corporation supported the fire department by providing capital funding for fire apparatus and equipment. • Senior living facilities in Oak Park Heights had increased the call volume for emergency services. • Increasing costs have outpaced the 3% increases built into the agreement. Positive Attributes The fire department has operated since 1888 and continues to operate as an all -volunteer organization. • The fire department is well respected in the communities they serve. • The volunteer personnel are dedicated to providing service to the communities. NlAgative Attributes The leading negative attribute related to the fire protection system is trust among the agencies. In particular, the trust between the City of Bayport and the City of Oak Park Heights. In discussions with the Agencies, the following points are noted. • Budget documents do not appear to include all the expenses, and they do not appear to be consistent. • Oak Park Heights reduced the type of medical calls the fire department responded to as the medic units loaded the patient before their arrival. Additionally, statements from Bayport indicated the fire department was being overtasked. Matrix Consulting Group 13 Fire / EMS Services and Partnership Opportunities Oak Park Heights, MN There are other feelings the change was made to reduce the contributions to the fire department, as the calls for service are a part of the cost-sharing formula. • Some agencies are looking for alternative fire protection services to the point that other departments have been contacted. • There are no opportunities for the Agencies to participate in the budget preparation process or the overall management of the fire protection system. • There is a lack of communication among the Agencies as the Advisory Commission established by the agreement did not meet as designed. Opportunities for Improvement • The fire department has developed a strategic plan, there is no formal mechanism to share a strategic plan for the fire department with the signatories to the agreement. • The fire department has an apparatus replacement plan, there is no formal mechanism to share an apparatus replacement schedule for the fire department with the signatories to the agreement. Challenges for the Fire Protection System • The Andersen Corporation is no longer funding the capital expenditures for the fire department as their priorities are changing. • The Fire Chief has announced his retirement, and no current volunteer members are willing to step up. • Volunteer staffing demographics have changed. In the past, numerous members worked at Andersen Window and were permitted to leave if a call for service was received. Today, the number of employees has dwindled to five. • There is an electric generating power plant in Oak Park Heights. This plant represents approximately 1/3 of the tax base and is scheduled to close in 2028. The reduced assessed value will impact the fair share calculation. Observations and Options Management and funding are the leading challenges for the fire protection system and its organizations. The agreement, signed seven years ago, did not consider apparatus replacement as the Andersen Corporation funded these purchases. Their priorities have changed, and local governments are now responsible for funding these purchases. Equipment replacement costs are typically built into the price paid for services such as road repaving or excavation work. For example, the City of Stillwater contracts to provide fire protection services to two townships, and both contracts have equipment replacement Matrix Consulting Group 14 Fire / EMS Services and Partnership Opportunities Oak Park Heights, MN costs built into them. Another issue with the apparatus is the increased cost and delivery time. In 2005, the cost of a new pumper was $300,000 to $450,000. In 2023, that same truck costs $700,000 to $900,000, and the delivery time is currently 30 to 36 months from when the order is placed. The agreement provided for a 3% increase each year in the operating costs for the fire department and is based on the base budget set in 2014. Since the agreement was signed, the country has experienced a pandemic and has experienced supply chain problems that have driven up the cost of materials and supplies. Also, the inflation rate for the past two years has increased significantly. The following options could be explored in this project: Status Quo The current agreement is set to conclude on December 31, 2029. At the end of this agreement, all parties are free to move in the direction they desire to provide fire protection services to their respective communities. The following points for this solution are as follows: • Given the cost of establishing and maintaining a fire department, none of the organizations are financially able to establish their own department. • Should this agreement be left to conclude with no changes, the current fire department may not be adequately funded or have the appropriate equipment to provide services should the City of Bayport be unable to provide funding. Renegotiate the Current Agreement Renegotiating the current agreement would require revisiting the operational funding formula and the fire department management to be included. There are some critical points in this process as follows: • Agencies will need to build upon a transparent administrative structure. • Future funding of the Fire Department is critical as changes in the tax base are on the horizon, and the Andersen Windows benevolent organization is changing its strategies. • Changes to the funding formula may mean increased costs for some agencies. Fire District One avenue to provide fire protection services is establishing a fire protection district. Through this method, once established, the fire district becomes its own political subdivision, allowing it to set property tax rates, collect funds, establish budgets, and Matrix Consulting Group 15 Fire / EMS Services and Partnership Opportunities Oak Park Heights, MN manage fire protection services. This removes control from the city councils and township boards and places the authority with the fire district board the residents typically elect. There are several points to be considered as follows: • The existing Relief Fund must be paid in full to the members, and a new Relief Fund must be established. • The City of Bayport owns the current apparatus. The City of Bayport would need to be compensated for the apparatus if it were to be provided to the fire district. • The electorate would need to vote in favor of the fire district. Joint Povvc,nye ccs i �c� i A Joint Powers Agreement (JPA) is a legal document that establishes a partnership between two or more government entities, agencies, or jurisdictions to work collaboratively on a common project or goal. This agreement allows the participating entities to pool their resources, share responsibilities, and coordinate efforts to achieve objectives that may be difficult to accomplish independently. Key components include: • Governance and Decision -Making: Establish a governance structure to oversee the partnership, including any boards, committees, or working groups. It also outlines the decision-making process and how disputes will be resolved. • Financial Arrangements: Specifies the financial contributions of each party, how funds will be managed, and the procedures for handling financial transactions. • Resource Sharing: Details how resources, such as personnel, equipment, and facilities, will be shared among the parties. • Duration and Termination: The JPA specifies the duration of the agreement and the conditions under which it can be terminated or renewed. • Dispute Resolution: Provisions for resolving disputes that may arise among the parties during the agreement term. Matrix Consulting Group 16 0 CITY OF OAK PARK HEIGHTS ANNEXATION/DETACHMENT/UTILITY EXTENSION POLICY Background: The policy and position statements that follow are intended to be general in scope and are meant to serve as guiding principles for the City in addressing certain annexation issues. The City Council, however, in approving such policies expressly recognizes that annexation law may change over time and annexation issues tend to arise in the context of unique and fact -specific circumstances. The City Council therefore will, and reserves the right in the future to, analyze all annexation matters on a case-by-case basis. Nothing herein should be construed or interpreted as limiting the City Council's discretion with respect to considering specific annexation matters or to take a position that is not contained herein or is contrary to a position contained herein, should unforeseen circumstances warrant in a particular case or should such position be deemed in the best interests of the City as determined by the City Council based on the circumstances at the time. General Annexation Policies and Principles: Annexation will be guided based on the principle of opportunity primarily in response to a request from a property owner or others where the requested annexation would be expected to meet one, or more, of the following factors: 1. Assist in the implementation of and be generally consistent with the Comprehensive Plan; 2. Advance the potential to protect or enhance an environmental resource or abate an existing or potential environmental problem; 3. Enhance the efficient and cost-effective extension of infrastructure, municipal services, and transportation systems; 4. Result in a significant economic development, tax base, or job creation potential; 5. Accomplish another identified policy, goal, or strategy of the City Council. In addition to achieving one or more of the foregoing factors, the City regards annexations with the following context, although subject to specific circumstances: • Annexation fundamentally involves a change in the governmental jurisdiction of a piece of property from the township to the City or from city to city consistent with State law. • Annexation should be evaluated from both a regional context and City perspective and a decision to annex will involve the consideration of the effects of annexation on the applicable city, township, or other government jurisdictions. This may include joint meetings with neighboring jurisdictions as the direction of the City Council. • The City's preference is for annexation to be initiated by property owner petition and supported by the current jurisdiction. • The City will strive to accomplish annexations under the orderly annexation procedures established in state statute whenever possible. • The City will strive to accomplish annexations in areas contiguous to City corporate limits, unless there is a compelling reason to consider a non-contiguous annexation. • Annexation decisions will be additionally guided by an analysis of infrastructure capacity, ease of infrastructure extension, and cost effectiveness of extending infrastructure. • Annexation should consider the impact of annexation on economic and environmental resources and the impact of potential transportation improvements on economic and environmental resources. • Annexation analyses should include, where applicable, such matters as an accurate projection of tax base expansion, housing units created, job creation, and salary and wage creation. Responsibilities of Requesting Party Seeking Annexation: In the event an annexation is requested on the part of a property owner(s), the property owner(s) must initiate such request in writing, provide detailed maps and legal descriptions of parcels to be annexed and shall additionally submit a $10,000 cash deposit. Upon the receipt of such request and deposit, the City will initiate a review process for such annexation consistent with State Statute and the policies stated herein. The requesting party shall be responsible for all City costs associated with the annexation request, whether or not the request is granted by the City or successful. Inclusive of the above, a fiscal impact study shall be required to be completed by the City (utilizing a qualified consultant) that addresses the budgetary, economic, utility and transportation impacts of a proposal. Such study shall be the sole expense of the Applicant. In the event the request is contested annexation, the property owner shall provide an additional cash deposit to the City in an amount necessary as deemed by the City Council to cover all related costs and expenses of the City should the City desire to proceed with the proposal. Zoning of Lands to be Annexed: All lands annexed to the City shall enter the City as with a zoning classification of "0" Open Space. Should land become annexed into the City, the property owner may subsequently seek a rezoning of their lands subject to the processes as established by the City. Circumstances in the Event of Detachment Request from the City: In the event there is a request for a detachment from the City, the City will seek a joint meeting with the property owners seeking such detachment and the jurisdiction to which the lands are proposed to be annexed to. Such meeting shall be held so as to gain meaningful information on the nature of the proposal, reason for the detachment request and to ensure all statutory provisions are followed. In the event the City does not satisfactorily agree to continue services outside of its jurisdictional boundaries as proposed under a detachment of City lands to another jurisdiction the City shall terminate all utility services within 30 days of the effective date of detachment. Extension of Provision of City Utility Services — Outside of Jurisdictional Boundaries: It is the formal policy of the City not to extend its utilities beyond its municipal boundaries. The singular exception to this policy has been in exchanged service areas with the City of Stillwater where both communities have agreed to serve properties in areas where the other cannot lying north of STH 36 and east of Osgood Ave. Policy Amended by the City Council on 01/23/2018 Baytown Township considers incorporation to protect rural way of life A survey of township residents about incorporation is taking place this week By MARY DIVINE I mdivine@pioneerpress.com I Pioneer Press PUBLISHED: January 3, 2024 at 7:13 p.m. I UPDATED: January 3, 2024 at 7:18 p.m. Officials in Baytown Township have grown increasingly concerned about the threat of annexation from neighboring cities and are asking residents to weigh in on whether they think the township should become a city. Baytown Township, population 2,200, borders Oak Park Heights, Lake Elmo and Bayport. A survey of township residents about incorporation is taking place this week; the survey deadline is midnight Friday. "We would like to hear your feedback on the possibility of becoming a city while maintaining our low tax base," township officials wrote in a note sent out to township residents. "We want to keep our 2.5 -acre minimum lot size and our quality of life as a rural township or city." The town board will discuss the survey results at its meeting on Monday night. If enough residents express interest in incorporating, the town board plans to have the township residents vote on the matter during the township's annual meeting in March, said John Hall, town board chairman. "Becoming a city doesn't necessarily stop 100 percent (the threat) of annexation, but it does give Baytown the opportunity to stay Baytown," Hall said. "That is the whole premise of this push for incorporation — that we can continue with our way of life in Baytown Township or the city of Baytown, whatever it turns out to be. We're still a community that looks out for our neighbor." Townships, which generally are 6 miles by 6 miles, are the governing bodies for those parts of the state, mostly rural, that aren't governed by cities. More than 922,000 people in Minnesota live in townships, according to the Minnesota Association of Townships, which represents Minnesota's 1,780 townships. As development pressure increases, particularly in the metro area, many townships have opted to incorporate in order to stave off annexations from neighboring cities and protect their rural character. New Scandia Township, for example, became the city of Scandia on Jan. 1, 2007; Empire Township, in Dakota County, became a city on Feb. 28, 2023. "Some are becoming cities for self-preservation — not because it is the preferred choice for their community," said Steve Fenske, general counsel for the Minnesota Association of Townships. "They're making the best of a bad situation." Grass-roots democracy Townships represent the very essence of grass-roots democracy, according to Fenske. They are the only form of government that is left where the citizens can set the spending level for those in the decision-making authority, he said. "Voters set the levy themselves," he said. "It's not the city council doing it. A hallmark of townships is lower taxes." According to a financial analysis prepared for the township by Augsburg MBA students, all of the cities that border Baytown Township have higher tax costs. The owner of a $400,000 house in Oak Park Heights, for example, pays about $4,400 in annual taxes; the owner of a house of the same value in the township pays only about $2,900, according to the analysis. If Baytown Township, which was organized in 1858, does not incorporate into a city, it runs the risk of annexation from Bayport, Oak Park Heights and Lake Elmo, higher taxes in those areas and less control over land usage, development, etc., the MBA students found. As a city, Baytown would "have broad taxing and regulatory powers; receive additional state aid as a city, and cities provide greater certainty by establishing its borders and have control of costs," the students found. If township residents decide to transition from a township to a city, the incorporation process is expected to take about six months, officials said. "We do not have a definitive answer as to whether the filing would prevent any adjacent city from annexing us during that process," township officials wrote in a note to residents. "There is nothing a township can do to stop the annexation from a neighboring city. State laws favor cities over townships. As long as 60 percent of a township border is adjacent to a city such as Lake Elmo, Oak Park Heights, or Bayport; and that city wants to annex 40 acres or less, they are allowed to serve notice of intent to annex and there is nothing the township can do to stop the annexation. "Conversely, if we become a city, they would not be allowed to annex part or all of Baytown Township." Town Board member Rick Weyrauch said Wednesday that he is interested in seeing the results of the survey. "I am in a neutral position," he said. "If 65 percent of people said they wanted to do it, well, I wouldn't fight it, but I'm also not interested in leading the charge." Weyrauch said he loves the township's rural character — and that he and others want that to stay the same. "I just had to scare three deer from my bird feeder this morning," he said. "I'm a stone's throw away from Oak Park Heights, which has basically everything you could want or need, and I live here as if I'm in the middle of Koochiching County. It's the ultimate American life here in Baytown Township and anybody who says differently, they're not paying attention." Becoming a city, ironically, may be the answer to saving the township's rural way of life. Last year, a Stillwater development company announced that it wanted to build 46 single-family houses on a horse farm in Baytown Township, and it wanted the land annexed into Bayport; the development did not move forward after the state revoked the contractor's license. "That's how annexation works — it's a chunk here and it's a chunk there," said Fenske, of the Minnesota Association of Townships. "If they have a mind to incorporate, sooner then becomes better." 4. Joint Powers Agreements for Water Service Baytown Township, in 2003, entered into a Joint Powers Agreement with the City of Bayport to provide public water service to several subdivisions in the Township. These subdivisions receive water service from the City and pay water bills to the City. A storage tank that serves these subdivisions and part of the Inspiration Development in the City is located on a hill in the Township. The addition of the water services for the St. Croix Preparatory Academy amended the existing Joint Powers Agreement in March 2008. (Copies of the JPA's are included in the Appendices.) The Township encourages new development proposals to amend existing Joint Powers Agreements or to evaluate new agreements to extend water services from community water supplies where it is feasible. The City of Bayport and Baytown Township have had a successful and cooperative relationship to extend water services to Township residents. Baytown Township has discussed a community water supply system as a method of addressing the groundwater issues within the Township. The discussions concluded that the rural character of the Township with large lot residential development does not provide a fiscally feasible rationale for the development of a community water supply system by the Township. Given the proximity of Bayport and the existing relationship with that municipality, the Township Note encourages the evaluation of extending municipal water supply services to new developments other through a joint powers agreement. The Township also encourages the evaluation of joint powersmunicipalities agreements with other municipalities in the area with a community water supply. The Township's efforts and policies are consistent with an MDH Public Health Assessment of the Baytown Township Groundwater Contamination Site that states that "A comprehensive plan for long-term water supply options for the entire site that minimizes thenumber of new private wells should be developed. Alternate water supply systems such as community wells or connection to a municipal or other community water supply systems should be considered." Baytown Township Page 57 2040 Comprehensive Plan 'i CD Ab �"771 PRO" CD co 00 qa LL— cm 47a CD 0 e. lilt Y'.Mo Nqgpmv )V4 fu CL 'i CD Ab �"771 PRO" CD co 00 qa LL— cm 47a CD 0 e. lilt Y'.Mo Nqgpmv )V4 fu CL ESTIMATE BILL TO: Stantec 1800 Pioneer Creek Center Maple Plain,MN 55359 (763) 479-5102 CLIENT PROJECT # : ESTIMATE DATE :11/27/2023 ORDER DATE: 11/27/2023 PC MSP:MN ORDER No PROJECT NAME PAYMENTTERMS ORDER BY 164149 58th St & Memorial - Oak Park Heights PWP Edward Terhaar QTY DESCRIPTION RATE 101 AL 5 Bi -Directional 1-3 Lanes -Volume $310.00 $1,550.00 5 Location(s) for time period(s): 2 Days (Volume) -58th St N east of Memorial Ave N, Oak Park Heights, MN -Memorial Ave N south of 58th St N, Oak Park Heights, MN -Memorial Ave N btwn Shopping Center Dwys, Oak Park Heights, MN -Memorial Ave N north of 55th St N, Oak Park Heights, MN -55th St N btwn Memorial Ave N and Stillwater Blvd, Oak Park Heights, MN 3 Bi -Directional 4+ Lanes -Volume $430.00 $1,290.00 3 Location(s) for time period(s): 2 Days (Volume) -58th St N west of Stillwater Blvd, Oak Park Heights, MN -58th St N east of Stillwater Blvd, Oak Park Heights, MN -58th St N east of Stillwater Area High School Dwy, Oak Park Heights, MN TOTAL $2,840.00 Balances unpaid by end of Payment term (listed above) will be charged 1.5% interest per month Quality Counts, LLC 15615 SW 74th Ave #100 Tigard, OR 97224 (877)580-2212 qualitycounts.net Generated oR2702023 10:53 AM Page 1 of 1 li II Ali zy I „N a ) �v p o StN � aC7 ti -Dl jun l�id � / NIS 419 i 0l" ISlIS w 4t UyOt Z 2 NIS VIL m51 Y W / ry NIS 41810 _ Z i / OtPi st If _ NIC.1, o W _ c G w W® J Nantl Iallad El Ira. 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November 1979 - September 2022 Staff Auditor: 1979 - 1990 o Performed audits of governmental entities and private businesses Audit Partner: 1991 - 2022 • Oversaw government audit practice including - o implementation of accounting and audit standards Review sales tax returns prepared by CPA firm o audit quality o staff training CFO: 2014-2022 • Oversaw Finance, Technology, and Facility functions of the firm. EDUCATION AUGSBURG COLLEGE Bachelor of Arts: Accounting CERTIFIED PUBLIC ACCOUNTANT Passed CPA Exam: May 1981 COMPUTER SKILLS Microsoft Office Suite, CCH Prosystems fx„ Deltek ERP system PERSONAL • Married for 45 years • Outdoor enthusiast • Treasurer for Champlin Youth Hockey Association for eight years • Treasurer for local church for six years Graduated May 1979 CHRISTINA SMITH 504 SW 10th Place Cape Coral, FL 33991 (630) 200-2316 Rcsmith2607@yahoo.com EMPLOYMENT: Consultant- remote 12/01/2022 -On going • Assisted with software implementation- Clear Gov Capital Improvement module • Prepared budget- Assisted with analysis and document presentation • Provided analysis for a water rate study and Lake Michigan water permit • Tax Levy- Prepared paperwork and created ordinances VILLAGE OF LEMONT; LEMONT, IL 08/27/2013-08/12/2022 FINANCE DIRECTOR • Planned, organized, and directed the management and administration of fiscal records in compliance with federal and state statutes and Village ordinance • Project Coordinator for various high-level projects included but not limited to: Lake Michigan Permit application, implementation of: o a new Interactive CIP using Envisio; o Strategic Plan document using Envisio; o transparency application using ClearGov; o Digital Budget Book using ClearGov;, 0 online Check book using ClearGov;, o currently assisting with the implementation of a permit software using OpenGov, etc. o Enhanced the Village's ERP system by creating on online Purchase Order System, E-Misc Billing, ACFR software, etc. • Coordinated the preparation for the annual audit; prepares all necessary journal entries, audit schedules, and statistical schedules; prepares a variety of financial reports. Implemented a Tyler software that creates the entire Comprehensive Annual Financial Report. • Served as the Village Lemont's liaison in matters pertaining to the Finance Department. • Supervised, trained, directed, and evaluated department personnel, and monitors all activities and operations of the department; sets goals and objectives, and establishes guidelines for performance. • Coordinated grant applications for Rebuild Illinois Projects • Submitted on a quarterly basis grant reports • Developed systems, policies, and rules and regulations for transacting financial matters; directs general accounting activities and develops and maintains internal control systems. • Prepared long range financial plans, fiscal studies, income and expenditure estimates, and financial reports as requested by the Village Manger and required by law. CHRISTINA SMITH • Coordinated the various functions of the department with all other departments regarding budgetary or insurance matters. • Advised the Village, Trustees, and other officials on fiscal management; invests idle funds in accordance with Village policy; supervises deposits of all funds. • Prepared long range financial plans, fiscal studies, income and expenditure estimates, and financial reports as requested by the Village Administrator and required by law. CITY OF NAPERVILLE; NAPERVILLE, IL (3/96-08/2013- 4 different positions- see below) 01/31/04-08/26/2013 ASSISTANT FINANCE DIRECTOR (formerly Financial Reporting Team Leader) • Leader for the Financial Reporting Team and Billing/Collection Team of the Finance Department ■ Financial Reporting Team consists of Accounting, Budgeting, Accounts Payable, and Payroll ■ Directly and indirectly supervise 22 staff members, which includes exempt and non-exempt staff • Served as Director of Finance in the absence of the Director of Finance • Liaison for all risk management contracts. Assisted with the negotiation of the City's first Insurance Broker • Oversaw the Comprehensive Annual Financial Report, the Annual Operating Budget and Capital Improvements Program • Coordinated the setup of new Special Service Areas • Coordinated the Tax Levy Process • Assisted with Request for Proposals for Investment Advisor, Financial Advisor, Insurance Broker, and Cash and Treasury Management Services • Served on the Financial Advisory Board as a staff liaison • Implemented a new "user friendly" report that is sent to all residents called the Popular Annual Financial Report renamed to Citizen's Financial Report- on-line version and print version • Coordinated the bond presentation material and information for the Official Statement with the Director of Finance and the Financial Advisor • Project Manager of the cash management implementation team (bank conversion), Capital Improvements Software, on-line W -2s, on-line Accounts Payable invoices, on-line pay stubs, conversion of new collection services, etc. • Provided analysis for many projects- i.e. SSA buy in, debt schedules for capital borrowing, three-year financial plans, equalized assessed valuations, capital assets evaluation, cash flows for various funds, tax increment financing districts, etc. • Finance representative for financial presentations to the City Council, Citizen's Academy, Chinese Delegate, and Homeowner's Confederation (CIP projects) • Worked with legal on any issues regarding lien waivers, payments to vendors, subcontractors, rescinding ordinances, etc. CHRISTINA SMITH Reviewed all financial policies and suggest changes- i.e. travel, procurement card, debt management, investment policy, cash transfer policy, etc. Met with outside consultants/vendors regarding financial issues- Downtown Naperville Alliance, Naperville Development Partnerships, Naperville Park District, NCTV, Utility Auditors, etc. Served on many committees the most recent is the Smart Grid initiative and Commuter Parking Management 02/01-1/31/04 BUDGET AND CIP MANAGER • Manager for the Budget and Capital Improvements Division of the Finance Department • Assisted Director with annual Strategic Goals of the City of Naperville • Served on a committee that reviewed the City's proposed Paid Time off Plan • Coordinated the budget staff and the accounting staff to assist with budget and accounting projects • Served as Acting Finance Director in the absence of the Finance Director and Assistant Finance Director • Grant Coordinator- searched for grants, reviewed grant applications, monitored grant expenditures and assisted with financial reports 10/97-02/01 FINANCIAL ANALYST • Oversaw and monitored the operating budget and capital improvements budget for compliance with policies and procedures • Coordinated and prepared the yearly operating budget and five-year financial plan for the entire City to be submitted to Council for final approval • Prepared the yearly tax levy recommendations and ordinances to be submitted to Council • Assisted Director of Finance with special projects- SSA analysis, property tax forecasting, vacancy factor, debt analysis • Assisted Department of Transportation and Engineering with Capital Improvement Projects expenditures and revenue collection • Assisted with service comparison initiative 3/96-10/97 ADMINISTRATIVE ANALYST- DEPARTMENT OF COMMUNITY DEVELOPMENT • Provided administrative and technical support to the Department of Community Development • Compiled the department's yearly operating budget • Acted as a liaison for the department • Prepared the department's web pages • Served on city-wide committees (EAC, Dinner Dance, etc.) • Assisted Director of Community Development with special projects LINCOLN PROPERTY COMPANY; OAK BROOK, IL 10/94-3/96 CHRISTINA SMITH SR. PROJECT ACCOUNTANT MARQUETTE COMPANIES, INC; AURORA, IL 10/92-10/94 SR. PROPERTY ACCOUNTANT EDUCATION: VALPARAISO UNIVERSITY Bachelor of Science- Business Administration/Finance Concentration Minor in Economics and German SERVICE PROPOSAL FOR City of Oak Park Heights 14168 Oak Park Blvd. N, Oak Park Heights, Minnesota 55082 January 18, 2024 abdosolutions.com I Mankato, MN - Edina, MN - Scottsdale, AZ 1.,;"-I P -lo Financial Solutions Proposed by Jean McGann, CPA Partner I Abdo President I Abdo Financial Solutions jean.mcgann@abdofs.com I' 952.715.3069 r/� � � Financial % w.i Solutions Jacob Rife, City Administrator City of Oak Park Heights 14168 Oak Park Blvd. N Oak Park Heights, Minnesota 55082 January 18, 2024 Dear Jacob, Thank you for the opportunity to submit this proposal to the City of Oak Park Heights, Minnesota (the City) for accounting services. Based on our past experience with cities of comparable size and complexity, we believe our structured contract with defined outcomes offered through Abdo Financial Solutions (Abdo FS) would provide the City with excellent financial services. We believe our solution will result in the City receiving high-level information and continual improvement of processes. Our proposal is based on the needs of the City as discussed on November 9, 2023 and the experiences we have had working with other cities. This proposal outlines the scope of services we believe will address the needs of the City. The following are a few ways in which our Financial Solutions team can support the City: • The City is receiving a federal grant through the EDA Administration for the Well 3 project. Abdo Financial Solutions can provide the grant administration and reporting for this grant. There will also be a need to supplement the grant with a PFA loan and we can assist with the process of determining the size of the loan as well as the reporting. After many years of service, the City Finance Director is retiring which leaves a void in the finance area. Abdo Financial Solutions can provide services to ensure the City maintains a high level of compliance and accuracy within finance. The term of this contract shall be from February 1, 2024, through December 31, 2024. An Abdo FS representative will perform services remotely and be in the City offices as needed. The investment required for our services is indicated on the value page and this quote remains valid thirty (30) days. Abdo FS understands the City has retained an independent registered municipal advisor (IRMA) to advise in the evaluation of information and recommendations relating to the issuance of municipal securities and/or municipal financial products. The engaged IRMA is the recognized municipal advisor (MA) for the City. Abdo FS would like to thank the City for the opportunity to propose on these services. We look forward to exceeding your expectations and developing our long-term, mutually beneficial relationship. Sincerely, Abdo Financial Solutions Jean McGann, CPA Partner I Abdo President I Abdo Financial Solutions Your Team Based on our ability to provide the requested services, our shared core values, and an :-.ar unique needs, we have the resources, knowledge, people and services to light the path forward for your city. We have assembled a team with relevant experience who are committed to working with you to ensure success. Each team member is briefly profiled below, and full biographies can be found in Appendix C. JEAN MCGANN, CPA Partner and President jean.mcgann@abdofs.com P 952.715.3059 KARRITHORSTEN Manager karri.thorsten@abdofs.com P 952.939.3214 DEBI STAINBROOK Associate debi.stainbrook@abdofs.com P 952.715.3010 MACIE STEVERMER Associate macie.stevermer@abdofs.com P 507.304.6822 ,.RflIE MCMACKINS Senior Manager julie.mcmackins@abdofs.com P 952.715.3062 JESSISTURTZ Senior Associate jessi.sturtz@abdofs.com P 507.304.6888 IZZY WILFAHRT Associate izzy.wilfahrt@abdofs.com P 952.395.9334 Government Experience You can have confidence in our years of experience performing consulting services, the quality of the accounting services we offer and our understanding of the unique challenges our clients face in the government space. Since 1963, we've served cities just like yours. With an unwavering commitment to streamlining processes, training staff, and finding technology-based solutions, we proudly offer excellence in city consulting and auditing. Out of our 180 -strong, talented staff, over 40 team members are 100% focused on government clients, which include over 100 cities and other governmental entities. By serving cities across Minnesota, we have become experts in the nuances of how to best support your city. Our expertise affords you a consulting experience that is painless. We do this by communicating up front, coming fully prepared, and being available throughout the year to support you. PR0CE&,3, Our methods are centered around incorporating technology to deliver unparalleled solutions for government organizations. In addition to our consulting experience, our firm expertly performs outsourcing for governments giving us a wealth of experience in a consulting role. We don't believe in a one -size -fits -all mentality. So together, we'll focus on the needs that are relevant to your city and provide the right services to meet them with a customized methodology based on your needs. We're focused on developing creative, customized solutions to help your city mitigate costs and boost efficiency. FOCUS Through continuous training and growth opportunities, we've established an environment with a focus on serving government entities. We spend more than 100 hours training and onboarding to ensure success for our clients. We truly hope that you partner with us to light the path forward for your organization. OUR QUALIFICATIONS • GFOA and MnGFOA Association members Government operations training MSRB Municipal Advisor Qualified Representatives (Series 50 and Series 54) Consulting services for over 100 cities We've assisted many municipalities in preparing for the GFOA's Certificate of Achievement for Excellence awards in financial reporting Government Experience Continued OUR FINANCIAL MANAGEMENT AND CONSULTING SERVICES INCLUDE: Budget process development Internal control evaluation • Capital improvement planning Long-term strategic planning • Cash flow analysis Payroll processing • Cost containment processes Policy development Debt management plans Process flows and efficiencies ERP system consulting Project management • Federal and State relations/grant consulting Quarterly and monthly reporting to management • Finance Director services Reconciliations • Financial management plans Software implementation • Financial reporting and analysis Utility/fee analysis • Fleet: Operations and replacement rate analysis Year-end audit preparation and financial • Interim accounting and financial services statement preparation I Outsourced Finance Director Building relationships to become a valuable extension of your city is what our Financial Solutions team will be ardently focused on when we work with you. When you employ our team, you gain a fresh perspective on a broad range of topics — you'll have one point of contact but a whole team of people bringing you value. With that said, we've had the opportunity to partner with over 100 clients in the Midwest. Among the support we provide, Outsourced Finance Director Services are a primary focus of our team. We offer this service for a broad range of cities with populations ranging from 800 — 50,000 in size. Acting as outsourced finance directors and controllers requires a broad ranges of skills and experience. We bring a unique set of skills and experience as former government auditors, finance directors and controllers. Through this lens, we implement processes and procedures to improve your city's daily operations. Our experience translates to insights that streamline the audit and budget process and internal controls, consequently reducing audit findings and improving efficiencies. Ultimately, this will save your city time and money. PROCESS When you select our team, our process is made simple — for you and for your employees. First, we meet with your city administration to understand the challenges you face. We then analyze your financial statements, review budgets, and connect with your auditors to understand your financial position from their perspective. This gives us a holistic view to formulate a plan and propose how we can best support you. Once our proposal is accepted, we'll work with key stakeholders to understand cash flow, investments, and begin fulfilling proposal initiatives. Together, we'll identify priorities and begin implementation. QUALIFICATIONS Our people make the difference — we have three members on our team who have passed the Series 50 exam. These registered municipal advisors will manage your bonds, investments, and strategic planning initiatives. Out of 25 members in our Financial Solutions group, 60% of their work is focused on outsourced Finance Director services. The majority of our team members have worked in government organizations and public accounting, bringing you a fresh perspective backed by relevant experience. We're confident that Abdo FS has the right expertise, team support, and recommendations to help your city grow. We look forward to supporting you and your team SEE A SAMPLE REPORT See a sample of our quarterly financial reports. 5 Value We at Abdo FS help cities achieve their financial goals. Fees are based on the assumption and limitations outlined in the Scope of Services. Below are the fees for our services. February 1, 2024 - December 31, 2024 $6,000 The fixed monthly fee provides one day a week on-site. If additional services are requested, standard hourly rates are applied. Travel is invoiced at 1/2 the hourly rate and mileage at the standard IRS rate. This quote is valid for thirty (30) days. Initial invoice will be sent within 10 days of the execution of this agreement. Monthly installment fees will be invoiced throughout the remainder of this contract. In an effort to reduce environmental impact, you will receive printable, downloadable PDFs of your report. To receive one (1) paper report, you will be charged $150 for a set-up fee. Additional paper copies will be charged at the rate of $50 per report. 6 Scope of Services Cash and Investment Cash and Investment Monitoring Monthly Reconcile cash and investments Provide cash and investment statements Monthly Record electronic deposits or payments on the Provide backup documentation Monthly statement Prepare market to market analysis and allocated Provide investment statements Annually interest to all funds Verify bank has proper amount of collateral pledged Provide collateral statement Monthly to City's account Review cash flow to ensure proper amounts are Monthly available for operations Accounts Payable Review coding of invoices done by department heads Address questions as needed Bi -Weekly Payroll Review payroll and payroll reports Address questions as needed Bi -weekly Monthly/Quarterly Reporting Generate budget to actual reports for City Council and Monthly City Administrator to review Prepare and present financial reports; analyzing cash balances by fund and budget to actual comparison for Quarterly the general fund with explanations of significant variances for cash and budgeted amounts Annual Budget Preparation Preliminary meeting with City Council on budget objectives and strategy including review of audit June results and brief analysis of strengths, opportunities, and dangers facing the City for budgeting purposes Coordinate budget preparation process with Council June and staff Present summary and overview of budget to City Council with recommendations. Review legislative August activity most recent session, request Council input of budget priorities and define budget program, projects and priorities for budget inclusion Certify preliminary and final levy to County September and December Attend public input meeting to outline budget and December address questions Other Tasks Review revenue and expense coding Monthly Implement new Government Accounting Standards As needed Board (GASB) standards, as required Assist with grant reporting - primary grant is from the Address questions as needed As needed EDA Administration for Well 3 project 7 We believe technology should enhance our service offerings, making our work less intrusive, our time with you more productive and everyone's data more secure. The use of technology in our financial accounting services enables us to streamline our processes and helps to automate certain functions of our work so we are able to spend more time analyzing our results and working directly with you. Through the outbreak of COVID-19, our team has been able to seamlessly move to a completely remote work environment with no loss of productivity, cooperation, or communication. Since March 17, 2020, our staff has been successfully conducting remote financial services using the latest video conferencing and secure file sharing technology. Through Zoom, Microsoft Teams, or whatever technology your city may use, our team will continue to work through normal procedures, including regular meetings with you during the engagement to ensure effective collaboration with your team. We take the security of our client's data - and our own - very seriously. A number of systems are in place to ensure the safety of your city's data. We operate on a remote distributed infrastructure leveraging Microsoft's Cloud Platform Azure. This not only allows our staff to securely work from any computer, anywhere, any time, but also provides large- scale, cutting-edge technology and security for your data. Your data is housed in secure data centers that reside exclusively in the U.S. and not on laptops or local servers which could be stolen or misplaced. We also continually provide security awareness training to our staff members to ensure they are good digital stewards of your data. IT ALSO MEANS: a] All firm staff use dual authentication to ensure that every login to our remote environment is secure and authorized. All data is saved on redundant servers and data centers so if one server fails, another immediately takes over with no data lost. All data is backed up continually which means we always have an extra copy for safe -keeping. Our cloud platform, Azure, is globally trusted by companies and governments and has numerous security compliance standard they adhere to. Reports of these can be provided as requested. All incoming emails, attachments, and embedded links are scanned for viruses prior to landing in our inbox, which allows us to operate with more protection from phishing emails, malware attacks, and other digital threats. 8 CITY OF CRYSTAL Kim Therres Assistant City Manager P 763.531.1132 SERVICES PROVIDED Long-term Plan Outsourced Finance Director Process Evaluation (ProEval) Utility Rate Study Budgeting Audit Preparation Utility Billing Payroll Processing CITY OF WYOMING Robb Linwood City Administrator P 651.462.0575 SERVICES PROVIDED Outsourced Finance Director Budgeting Audit Preparation Long-term Plan CITY OF NEW HOPE Valerie Leone City Clerk/ Treasurer P 763.531.5117 SERVICES PROVIDED Outsourced Finance Director Audit Preparation Long-term Plan Budgeting CITY OF ST. PAUL PARK Kevin Walsh City Administrator P 651.459.9785 SERVICES PROVIDED Outsourced Finance Director Audit Preparation Budgeting 9 Value -Added Services When you partner with Abdo, you get access to our entire catalog of services. Below is a selection of the additional solutions that we believe could be of great value to your city. If you have need of these services, please reach out to us so we can help! Our additional service offerings can be found at www.abdosolutions.com. HR & PAYROLL SERVICES We help employers better support their most valuable resource... their people. Having clear and consistent HR practices that best suit the individuality of your city is key, even more so in today's tight employment environment. And because the right policies are just as important, we lend our HR expertise to help you strategically plan for your future. We help cities with Employee management and development Regulatory compliance Benefits analysis and administration, including the Affordable Care Act (ACA) and workers' compensation HR/Payroll software implementation and management Advisory services such as specialized labor cost analysis, compensation studies, and HR process development and implementation LONG TERM PLANNING How will you fund your city's Capital Improvement Plan? Part of establishing a capital improvement program is determining how to pay for it. Will you issue debt? Raise property taxes? Reorganize your capital budget? A long-term plan can help you answer these questions and more. Depending on your needs, our approach to long term planning may include: Preparing projections to gauge future revenue streams Conducting a debt management study Reviewing reserve and fund balance policies Implementing plans to achieve pay-as-you-go financing 10 M M OUR COMMITMENT TO DIVERSITY, EQUITY. L INCLUSION At Abd a, we recognize the need for continisr_rus improveme1 in divffsity, +equity and iniwiiarn Initialmn ffitoughout our firm and 1�fie accC]imlinl Ind us" .91 I-arge. We believe that when we u nderst and each oth er bel ter, vae g raw better log ether. OVer t'he pall year, we haVe increased our efforts to promote diversity, equity, and inclusaan within ouf firm and community through impliciltunconsciaus bias, anti-harassmeni. and miennew isaining Our Diversity, Equity, and fnclusinn Com.mattee continUes to implement new ideas., projects, and initiatives to move our Firm forward through learning, understanding, and improving an these issues. We cQnljnue to inirreese ouc number of women at the hig,hev Ieadership level. We strive fcy contrnued grOwrlh in our ability 1a, atiract aind telairt vv=err and people Of colof within our farm and we are working lawards greater equity and div6rsity for all within our industry. In order ru buil-d a more inclusive wrack environment, the Fi m has implemen red diversily and inclusivn education through partnering with expert speakers and ifainErr.. Please lei us know if yvu have any ideas an how we can improve di versity, eq uity, a nd inclu sim a t Abd as wo of aur empfayrees are Femaa e 51% of our r»nemen; revel empfoyees,ire fea 2 3 /0 of our anfvrnz rhis ydeaf were Peopre of ,,for 11 ABDO DEVERSE SCHOLARSHIP & INTERNSHIP PROGRAM Abdo was a proud ca- sponsor oN the A.IOPA POPS George Willie Ethn'ic.ally Diverse Student Scholars No & Interrishlp, which ,allows 10 eihnical� 6yerse accoun ti nq studenis the opporluftlty to be awarded interns hips with a dif m that has bet -n teli2cted by i.h-P AICPA. Upon ccnclu�;jon of this su Ccs sful par tnershrp, we weire inspired to tr6ate ou{ away DEl Sponsorship program, annually awarding a rising divers acmuntifiq sludent a schalarshm & internhq). AICPA DEHnitiatives . PARTNERSHIP WITH NASA Abdo is proud to sponscr the Minnesota State LfnEversisy, Mankato Chapsef of NAB.A (National Association of Blank A ccouant an ts)lnc NARA is caammitted to linoreasing the naimber of African Americans in the aocounling and Finan-dte professions and to promoting ihehr sucess. As a Firm, we are inwestedd in no; only increasing diwelsit'f within ogir organ izalion bail support dfver,�pfying the industr,y as a mole. We are cornmitted to prawidinq qui dance and mentorship alaxnq with financial support to this organization. oizsia�r. INCLUSON GREATER MANKATO GROWTH OEI COLLABORATIVE Abdo is a louoding sponsor and rnember of Grealer M8rrkato Growth's (the Mankato retflon's charnber of cd}mrnerce) DEl Callob-oraiewe. 'This collaborative was foamed to discuss what we could do as endfioduats, organizations. and the community to increase diversity .and make our communily a wwelcomFng one. Together, ,ire explored our mndividua1 biases, developed action prams to make a difference within our organizauan, and (pledged to coniwnue the work to make our community inctusive. CEO ACTION PLEDGE We ace proud signatories -of the 0 E Action Pledge. a pledge signed bir CEOs from different sectors, sizes, and geographiaRal area to support more `nclusive workplaces As part of this pledge, we work toward goats includfiN DEI+edfacalron and rckcru[iin g. We pro n-1Ise to hoe the difficult ,conwer5aiions and make our Firm. and i:his in-divstry—cane that bettfr rellect:5 the comrnunitiea we lkve and work. C10.AC1,!DNJ NOR COMMON$Ty INwIVOIILVEMENT YWCA We are commits ed I* th a Conti need supporl a nd aodvan-!;.amenl i;f women in ouT firm and in our cornrnunities One of the ways we do 1his is through a parinersFup with VWCA Manikaio, an omirganixation whose mission is d€dicated to eliromating f aasm, em powen ng women,. aftidd prornoti ng peace, Inst ice, freedom arLd dflgniiy for all. We are proud sponsors of the Eli zabeth Keam ey Women's L ead ere hip Program, Warn en's Leadership Conference. arwd WQmen of Distinction event, EA Every year, we carne tagleiher as a Firm to pWicipate in what we call a'Day of Action,'This gives us an oppcclkjnity 10 give bad tea organ4zatiQns wwmthin oor communities thaupport underserved[ pGplilatipm° You can catch us volunteering at a food shelf, building houses, or helpdN ai an Alter School Program in addhlron, the firm pledges 24 hours sof VTG (Vduinieer Time CM), for each ernploytee to volunteer at :he nonprorit of [heir choosing. lode truly behevre WE are batter, together. 12 Why Partner with Abdo LIGHTING THE PATH FORWARD In a world of ever-changing complexity, people need caring, empathetic and highly skilled professionals they can depend on to provide the right advice and solutions for them. Our clients seek growth and success, but also want security and confidence. For nearly 60 years, Abdo has provided insights for our clients to help them achieve their goals. That same innovative spirit is also what has earned us the title of being one of the top accounting firms in the Midwest. Abdo is a better firm today because of the efforts we made to support a culture driven by our core values of growth, relationships, and teamwork. With this foundation in place, we have successfully helped our clients identify and break through their own growth barriers. Every challenge they face is an opportunity for us to listen, understand and empower them with solutions and a plan to achieve their goals. It's fulfilling to serve as the catalyst that helps them overcome obstacles that block their progress. When it comes to our working relationships, we are partners. We're confidants. We're the catalyst that sparks true business growth, providing guidance through every challenge and opportunity along the way. ABOUT ABDO Abdo is a full-service accounting and consulting firm that delivers customized strategies and innovative solutions to help businesses, governments and nonprofits succeed. With more than 180 professionals and nearly six decades of experience, Abdo is ranked as one of the top accounting firms in the Midwest. It is a licensed CPA firm with offices located in Minneapolis and Mankato, Minnesota, and Scottsdale, AZ. Abdo's commitment to its clients is to gain in- depth knowledge of their unique challenges, opportunities, and needs. Through this consultative approach, Abdo partners with organization leaders to light the path forward to confidently reach their goals. "Listening to our clients' needs, understanding their challenges, and adjusting how we work together is key to our partnership with the people we serve" -- Steve McDonald, CPA I Managing Partner 13 Appendix A AGREEMENT FOR FINANCIAL SERVICES Agreement for Financial Services THIS AGREEMENT, is made and entered into on January 18, 2024 by and between the City of Oak Park Heights, Minnesota (hereinafter referred to as the "Client"), and Abdo Financial Solutions (hereinafter referred to as the "Contractor'). Articles of Agreement & Recitals WHEREAS, the Client is authorized and empowered to secure from time to time certain professional services through contracts with qualified consultants; and WHEREAS, the Contractor understands and agrees that: 1. The Contractor will act as an Independent Contractor in the performance of all duties under this Agreement. Accordingly, the Contractor shall be responsible for payment of all taxes, including federal, state and local taxes and professional/business license fees arising out of the Contractor's activities; 2. The Contractor shall have no authority to bind the Client for the performance of any services or to obligate the Client. The Contractor is not an agent, servant, or employee of the Client and shall not make any such representations or hold himself/herself out as such; 3. The Contractor shall be the exclusive outsourced accounting service provider for the Client during the term of this Agreement; 4. The Contractor shall perform all professional services in a competent and professional manner, acting in the best interests of the Client at all times. 5. The Contractor shall not accrue any continuing contract rights for the services performed under this Agreement. NOW THEREFORE, in consideration of the mutual covenants and promises contained herein, it is agreed as follows: ARTICLE I INCORPORATION OF RECITALS The recitals and agreement set forth above are hereby incorporated into this Agreement. ARTICLE II LIABILITY INSURANCE Section 1 Liability Insurance: The Contractor shall obtain professional liability insurance, at their expense with liability insurance coverage minimums in the amount of $2,000,000, which Contractor must secure and maintain during the term of this Agreement. Contractor will provide Client with proof of liability insurance coverage under this Agreement in writing upon request by the Client. 15 ARTICLE III DURATION OF THE AGREEMENT Agreement for Financial Services Continued Section 1 Duration: This Agreement shall commence upon date of execution by all parties and will remain in effect until December 31, 2024 unless earlier terminated as provided in Sections 2 and 3. Section 2 Client's Termination Rights: The Client may terminate this Agreement upon sixty (60) days written notice in the event the Client determines in its sole discretion that it is not in the Client's best interest to continue using Contractor's services. The Client may terminate on ten (10) days written notice of the Contractor fails to perform its obligations under this Agreement. Section 3 Contractor's Termination Rights: Contractor may terminate this Agreement upon thirty (30) days written notice to City in the event Client does not pay Contractor compensation as required under Article 5, Section 9 within fifteen (15) days after invoice is received by Client. In the event of non-payment within thirty (30) days, Contractor shall give the Client an opportunity to cure the default by giving a notice of such non-payment and an additional five (5) days after the Client's receipt of the notice to remit such payment, prior to giving a notice of termination. Contractor can also terminate the Agreement with one hundred twenty (120) days written notice if the Contractor believes it is in its best interests to terminate the Agreement. ARTICLE IV GENERAL Section 1 Authorized Client Agent: The Client's authorized agent for the purpose of administration of this Agreement is the City Administrator. Said agent shall have final authority for approval and acceptance of the Contractor's services performed under this Agreement and shall further have responsibility for administration of the terms and conditions of this Agreement. All notices under this Agreement shall be sent to the person and address indicated below on the signature lines. Section 2 Amendments: No amendments or variations of the terms and conditions of this Agreement shall be valid unless in writing and signed by the parties. Section 3 Assignability: The Contractor's rights and obligations under this Agreement are not assignable or transferable. Section 4 Data: Any data or materials, including, but not limited to, reports, studies, photographs, negatives, or any and all other documents prepared by the Contractor or its outside consultants in the performance of the Contractor's obligations under this Agreement shall be the exclusive property of the Client, and any such data and materials shall be remitted to the Client by the Contractor upon completion, expiration, or termination of this Agreement. Further, any such data and materials shall be treated and maintained by the Contractor and its outside consultants in accordance with applicable federal, state and local laws. Further, Contractor will have access to data collected or maintained by the Client to the extent necessary to perform Contractor's obligations under this Agreement. Contractor agrees to maintain all data obtained from the Client in the same manner as the Client is required under the Minnesota Government Data Practices Act, Minnesota Statutes Chapter 13 or other applicable law (hereinafter referred to as the "Act"). Contractor will not release or disclose the contents of data classified as not public to any person except at the written direction of the Client. Upon receipt of a request to obtain and/or review data as defined in the Act, Contractor will immediately notify the Client. The Client shall provide written direction to Contractor regarding the request within a reasonable time, not to exceed fifteen (15) days. The Client agrees to indemnify, hold harmless and defend Contractor for any liability, expense, cost, damages, claim, and action, including attorneys' fees, arising out of or related to Contractor's complying with the Client's direction. Subject to the aforementioned, Contractor agrees to defend and indemnify the Client from any claim, liability, damage or loss asserted against the Client as a result of Contractor's failure to comply with the requirements of the Act. Upon termination and/or completion of this Agreement, Contractor agrees to return all data to the Client, as requested by the Client. 16 Agreement for Financial Services Continued ARTICLE IV - CONTINUED GENERAL (CONTINUED) Section 5 Entire Agreement: This Agreement is the entire agreement between the Client and the Contractor, and it supersedes all prior written or oral agreements. There are no other covenants, promises, undertakings, or understandings outside of this Agreement other than those specifically set forth. Any term, condition, prior course of dealing, course of performance, usage of trade, understanding, or agreement purporting to modify, vary, supplement, or explain any provision of this Agreement is null and void and of no effect unless in writing and signed by representatives of both parties authorized to amend this Agreement. Section 6 Severability: All terms and covenants contained in this Agreement are severable. In the event any provision of this Agreement shall be held invalid by any court of competent jurisdiction, this Agreement shall be interpreted as if such invalid terms or covenants were not contained herein, and such holding shall not invalidate or render unenforceable any other provision hereof. Section 7 Contractor Fiscal Decision Waiver: Contractor is responsible for providing the Client with timely and accurate financial recommendations and information that allows the Council/Board the ability to make final financial decisions. Contractor will provide final financial recommendations but is not responsible for the final decisions made regarding financial matters. Section 8 Client Employment of Contractor's Employees: The Client acknowledges and agrees that Contractor's workforce, including employees assigned to staff the engagement provided for under this Agreement, constitutes an important and vital aspect of Contractor's business. In recognition of the foregoing and the harm that Contractor will suffer in the event of the loss of one or more of its employees, the Client agrees that during the Term of this Agreement and for a period of six (6) months following the termination of this Agreement for any reason (the "Restrictive Time Period") the Client shall not, directly or indirectly, on behalf of itself or any person, firm, corporation, association or other entity, (a) recruit, solicit, or assist anyone else in the recruitment or solicitation of, any of Contractor's employees to terminate their employment with Contractor and to become employed by or otherwise engaged with or by the Client in any capacity independent of Contractor; (b) hire or engage any Contractor employee; or (c) otherwise encourage or induce any of Contractor's employees to terminate their employment with Contractor (collectively the "Contractor Employee Restrictive Covenant") Notwithstanding the foregoing, Contractor may (but shall not be obligated to) consent to the Client's recruitment, solicitation, employment or other engagement of a Contractor employee otherwise prohibited by this paragraph provided that (a) the Client discloses to Contractor in writing its desire to recruit, solicit, employ or otherwise engage the Contractor employee independent of Contractor before engaging with the Contractor employee regarding any such potential relationship; (b) the Client agrees to pay Contractor a Restrictive Covenant Exception Fee (as hereafter defined) in the event the Contractor employee becomes employed by or otherwise engaged with the Client independent of Contractor; and (c) Contractor provides written consent to the Client to engage with the Contractor employee regarding any such relationship. For purposes of this Agreement, the Restrictive Covenant Exception Fee shall be the greater of: (i) 200% of the annual contracted cost of Contractor's services under this Agreement in addition to the annual contracted cost paid or due Contractor hereunder; or (ii) 200% of the fees paid or due Contractor for services provided under this Agreement during the twelve (12) month period immediately prior to the termination of this Agreement or, in the event the Agreement has not been terminated, during the twelve (12) month period immediately prior to Contractor's provision of written consent to the Client to engage in the recruitment, solicitation, employment or other engagement of a Contractor employee otherwise prohibited by this paragraph. 17 Agreement for Financial Services Continued ARTICLE IV - CONTINUED GENERAL -CONTINUED Section 8 Client Employment of Contractor's Employees (Continued): In the event Contractor is unwilling to consent to the Client's recruitment, solicitation, employment, or other engagement of a Contractor employee otherwise prohibited by this paragraph and/or agree on the Client's payment of a Restrictive Covenant Exception Fee, then the Contractor Employee Restrictive Covenant shall remain in full force and effect. If the Client breaches or threatens to breach the Contractor Employee Restrictive Covenant, Contractor shall be entitled to injunctive and other equitable relief from a court of competent jurisdiction restraining the Client's breach of said covenant in addition to such other remedies as may be available to Contractor in law and equity, as well as the recovery from Client of Contractor's reasonable attorneys' fees and costs incurred in any such legal action. The Client also acknowledges, understands, and agrees that although the harm Contractor will suffer as a result of the Client's breach of the Contractor Employee Restrictive Covenant cannot be or is very difficult to accurately estimate, the sum which is the greater of (i) 200% of the average annual fees paid by the Client to Contractor for services under this Agreement during the three-year period preceding the breach, or (b) 200% of the employee's average annual compensation during the three-year period preceding the breach represents and constitutes a reasonable estimation of the damages to Contractor caused by Client's breach (the "Liquidated Damages Amount"). Therefore, at its sole election, Contractor may elect to enforce and compel the Client's compliance with the Contractor Employee Restrictive Covenant or to seek an award from Client of the Liquidated Damages Amount, together with the reasonable attorneys' fees and costs incurred by Contractor in connection with any legal action to obtain such relief. Section 9 Compensation: The parties agree that the Contractor shall be paid compensation for the services provided hereunder, payable for work performed in accordance with this Agreement, based on the fees indicated on the Value page of this proposal. Additional fees will not be incurred without prior approval of the Client. Initial invoice for anticipated first month fees will be sent within 10 days of the execution of this agreement. Monthly installment fees will be invoiced throughout the remainder of this Agreement. If the Agreement is for an hourly fee basis, invoices will be sent monthly. Section 10 Additional Services: Should the Client request additional services in addition to the Contracted Services, the Contractor will provide the Client with proposed fees for the services to be provided. The Client shall provide a written or electronic confirmation prior to the proposed services implementation. Section 11 Outside Contractors: It shall be the responsibility of Contractor to compensate any other outside consultants retained or hired by Contractor to fulfill their obligations under this Agreement and shall be responsible for their work and Contractor, by using outside contractors, shall not be relieved of its obligations under this Agreement. Section 12 Municipal Advisor: Abdo FS acknowledges the Client may/has retained an independent registered municipal advisor (IRMA) to assist and advise the Client in evaluating information relating to the issuance of municipal securities and/or municipal financial products. Abdo FS acknowledges the Client will rely on advice from their IRMA. Abdo FS will have no recourse against the Client or its IRMA, regarding action or inaction relating to evaluating, commenting on, or responding to financial projects or information received under this Agreement. Abdo FS acknowledges it is not the registered independent municipal advisor retained by the Municipal Entity Client. 18 Appendix B AGREEMENT FOR THE PROVISION OF PROFESSIONAL SERVICES Agreement for the Provision of Professional Services WHEREFORE, this Agreement was entered into on the date set forth below and the undersigned, by execution hereof, represent that they are authorized to enter into this Agreement on behalf of the respective parties and state that this Agreement has been read by them and that the undersigned understand and fully agree to each, all and every provision hereof, and hereby, acknowledge receipt of a copy hereof. City of Oak Park Heights 14168 Oak Park Blvd. N Oak Park Heights, Minnesota 55082 ti Jacob Rife Abdo Financial Solutions, LLC 5201 Eden Avenue, Suite 250 Edina, Minnesota 55436 Jean McGann, CPA Partner I Abdo President I Abdo Financial Solutions, LLC January 18, 2024 20 Appendix C PROFESSIONAL BIOS Jean McGann CPA President I Abdo Financial Solutions Partner I Abdo Municipal Advisor Representative (Series 50) jean.mcgann@abdofs.com 952.715.3059 TEAM MEMBER BIO Jean is a seasoned professional with over 30 years of experience in government finance and auditing as well as six years as an operations leader for a Big Four accounting firm. Since joining the team in 2013, she has been instrumental in designing unique solutions that enhance efficiency and reduce costs. Her wealth of experience has equipped her with invaluable skills in accounting and financial management, process evaluations, and long-term planning. Jean's acumen extends beyond finance and auditing; she is adept at identifying and implementing cost containment processes, policy development, and internal control evaluation. As a project manager, she is known for her effective leadership and strategic planning skills. Jean's extensive experience, combined with her commitment to excellence and continuous learning, make her an invaluable asset in the government finance and auditing sector. EDUCATION • Bachelor of Arts, Buena Vista University- Storm Lake, Iowa • Continuing professional education PROFESSIONAL MEMBERSHIPS • Minnesota and Arizona Society of Certified Public Accountants • American Institute of Certified Public Accountants • Government Finance Officers Association of the United States and Canada • Minnesota and Arizona Government Finance Officers Association • Minnesota Clerks & Finance Officers Association AFFILIATIONS • Finance and audit committee member for Project for Pride in Living • Arizona Women Leading Government Member QUALIFICATIONS • 30+ years of experience in finance and auditing and 8 years of experience in operations management • Highly skilled in accounting and financial management, process evaluations, ERP specifications development, long-term planning, utility rate studies and debt management studies • Experience in identifying and implementing cost containment processes, efficiencies, and streamlining processes • Policy development, internal control evaluation and project management experience • Presenter for the LMC and the MCFOA on budgeting topics, as well as webinars and articles on various other topics 22 TEAM MEMBER BIO Julie McMackins Senior Manager I Abdo Financial Solutions julie.mcmackins@abdofs.com 952.715.3062 Julie joined the Firm in 2021 as a Manager in the Financial Solutions department. Prior to joining Abdo FS, she spent nine years working for the City of Plymouth in Accounting roles, including Accountant, Supervising Accountant and Interim Finance Manager. In these roles, Julie was involved in a wide variety of finance responsibilities. Julie also has four years of experience in accounting and auditing roles. She currently works with clients in a variety of financial roles such as budgeting, annual and quarterly financial reporting, utility rate studies, long-term planning, and audit preparation. EDUCATION • Bachelor of Science in Accounting, Winona State University o Graduated Summa Cum Laude • Certified Public Accountant (Inactive) • Continuing professional education PROFESSIONAL. MFMBFRSHIPS • Minnesota Government Finance Officers Association • National Government Finance Officers Association QUALIFICATIONS 14 years of experience working with Minnesota municipalities and two years experience in the private sector • Experience in a variety of roles within local government, including, but not limited to: preparation of 10 -year financial plan, monitoring cash and investment balances, preparation of biennial budget, audit preparation, preparation of City's annual financial report, led capital improvement plan processes, preparation of utility rate studies and cash flow analyses, preparation and submission of financial information for external reporting agencies • Experience in analyzing processes and providing recommendations to increase efficiency, accuracy and transparency • Experience in supervising and leading staff in the finance division in performing accounts payable, billing, cash receipts, payroll and general ledger accounting • Experience in implementation of financial software, billing and payment options for utility billing, as well as acted as a liaison between staff and the Information Technology division Experience training on Fund Accounting and Budget Preparation with the MN Clerks Institute 23 TEAM MEMBER BIO Karri Thorsten Manager I Abdo Financial Solutions karri.thorsten@abdofs.com 952.939.3214 Karri joined the Firm in 2022 with the Financial Solutions department. She has over 25 years of finance experience in governments and nonprofit organizations. Most recently Karri was the Director of Finance and Operations for the Foley Public Schools, monitoring budgets, revenues, managing day-to-day operations, completing monthly and quarterly accounting procedures, and working closely with financial policies and accounting procedures according to GAAP. Karri also served as the Benton County Auditor -Treasurer for 6 years. EDUCATION • Bachelor of Science in Accounting, St. Cloud State University PROFESSIONAL MEMBERSHIPS • LEAN Certification, Minnesota Association of Counties QUALIFICATIONS • 25+ years of finance experience with governments and nonprofit organizations • 6 years of experience as a Auditor -Treasurer for a County in Minnesota • Experience monitoring budgets, revenues and expenditure trends • Experience with calculations collections and disbursements of taxes • Experience in managing a finance department, and ensuring accurate and timely completion of finance tasks • Extensive knowledge of compliance in financial policies and accounting procedures according to GAAP 24 Jessi Sturtz Senior Associate I Abdo Financial Solutions jessi.sturtz@abdofs.com 507.304.6888 TEAM MEMBER BIO Jessi joined the Firm in 2020 in the Financial Solutions group. Prior to joining Abdo FS, Jessi worked for a local government in southern Minnesota. She has over ten years of experience working with local governments in accounting, as well as ten years of experience in the bank industry. She has 13 years of experience working with Banyon, and 1 year working with BS&A. She currently works with clients ranging from 1,000 - 25,000 in population in a variety of different financial roles such as budgeting, audit preparation, monthly cash reconciliation, processing accounts payable, and quarterly financial reporting. In the past year, she has gained county experience in the auditor/treasurer department. In addition, Jessi has co -presented at the Municipal Clerks and Finance Officers of Minnesota Institute on Fund Accounting and Budgeting, and co presented at the Minnesota Municipal Clerks Institute on Unclaimed Property. EDUCATION • Bachelor's Degree in Accounting, Rasmussen College • Continuing professional education PROFESSIONAL MEMBERSHIPS • Minnesota Certified Municipal Clerk QUALIFICATIONS • 10+ years of experience working with local governments • 15 years of experience working at a financial institute in accounting • Background with budgeting, transactional processes, utility billing and payroll • Experience processing quarterly/yearly payroll reports (941 Federal Tax Return, MN Department of Revenue, Unemployment Report, W-2, 1099's and 1095's) • Works extensively with Microsoft Office, Banyon, Tyler Incode and BS&A • Experience presenting budgets and quarterly reports to City Council • Experience training new staff in various roles for cities, including, but not limited to: payroll, accounts payable, cash and investment reconciliation, and budgeting 25 AAC) Cdr Financial Solutions TEAM MEMBER BIO Debi Stainbrook Associate I Abdo Financial Solutions debi.stainbrook@abdofs.com 952.715.3010 Debi joined Abdo Financial Solutions in 2023, after having previously served as the City Auditor for the City of Pembina, North Dakota. In her previous position, she had involvement and experience in administration, training and auditing. As a member of the Abdo Financial Solutions team, Debi has experience in payroll, bank reconciliation, fund accounting and utility billing. Debi enjoys working with local governments to help make things as easy as possible for City staff, and support clients in making sound decisions to give opportunities for the betterment of their community. EDUCATION • Bachelor's in Business, Capella University • Leadership and Management • Organizational Leadership • Continuing professional education QUALIFICATIONS • 2 years of experience in local governments, providing training and administrative services • Experience in payroll, utility billing, bank reconciliation, quarterly reporting, audit preparation, cash receipts, accounts receivable and accounts payable • Works extensively in Banyon with knowledge in CIS utility billing • Experience with Microsoft Office Suite • Experience in policy and procedures development 26 Izzy Wilfahrt Associate I Abdo Financial Solutions izzy.wilfahrt@abdofs.com 952.395.9334 TEAM MEMBER BIO Izzy joined the Firm as an Associate in the Financial Solutions department in 2022. Prior to joining Abdo, Izzy spent a year and a half as a Member Service Representative for Northern Communities Credit Union. While at Northern Communities, she received her first and second MSR certifications. She has a wealth of knowledge and experience in financial software and performing 100+ customer transactions per day. She also worked as a student researcher at St. Scholastica, working directly with area chambers of commerce collecting, compiling, and analyzing survey data. Izzy is passionate about financial education and is currently pursuing her CPA licensure. EDUCATION • Bachelor of Arts in Accounting, The College of Saint Scholastica o Minor in Music • Graduated Magna Cum Laude • Webster Scholar o Dean's List o Awarded "Outstanding Senior in Accounting" at the College of Saint Scholastica • Currently pursuing CPA licensure PROFESSIONAL MEMBERSHIPS • Minnesota Society of Certified Public Accountants QUALIFICATIONS • Greater than one year of experience in the banking industry as a Member Service Representative (MSR) with first and second MSR certifications • Prior experience in banking data entry, analytics & presentation • Experience in bank reconciliations, accounts payable, cash receipting, utility billing and quarterly reporting • Software competencies in Microsoft Office, QuickBooks, Banyon, and a variety of other accounting softwares 27 FREERS December 27, 2023 Jacob Rife City Administrator City of Oak Park Heights 14168 Oak Park Blvd N Oak Park Heights, MN 55082 RE: Interim Finance Staffing Proposal Dear Mr. Rife, Thank you for the opportunity to submit a proposal to provide interim finance staffing for the City of Oak Park Heights (the "City"). The purpose of this letter is to offer a proposed scope of work as well as to identify anticipated costs. Ehlers is proposing to provide support for the City to meet accounting and financial reporting requirements and perform other general finance department activities as required during expected changes in staffing. The proposed services are intended to be flexible. We are confident the services outlined below will meet the immediate needs of the City. Scope of Work Provide on-site staffing presence at City Hall one day per week to support the City's Finance Department's efforts. Typical activities will include: a. Completing bank reconciliations and associated journal entries. b. Preparing financial reports for the City Council and city departments. c. Cash flow monitoring and recommendations. d. Maintaining forward progress on designated projects (e.g. EDA Grant). e. Maintaining the Finance ERP system, including month end closing. f. Analysis of accounting and financial operations; providing recommendations to gain efficiencies, if any. g. Working with staff and departments related to preparation of the 2025 Budget and Capital Improvement Plan (CIP) if necessary; and h. Other Finance Director and accounting functions as requested. The work will be agreed upon in advance, with up to one day a week on-site. If more than one day of on-site presence is needed, we request two weeks of notice, if possible. The schedule will be flexible based on your needs and our availability. BUILDING COMMUNITIES. IT'S WHAT WE DO.-3060Centre Point Drive, Roseville, MNSS113 ehlers-inc.com FREERS Additionally, under a separate arrangement, Ehlers could provide other financial planning services, such as long-term financial planning and/or capital improvement plan development. Staffing Robin Roland will serve as the primary contact. The engagement includes access to the entire Ehlers team to ensure we match the right skill set to the right circumstances. Robin brings more than three decades of direct local government experience, most recently as Finance Director for the City of Cottage Grove. In her role there, she was integral in development of capital improvement plans, constructing the city budget, conducting annual audits, converting software systems, and overseeing finance tasks such as bank reconciliations. Before that, Robin served as the Finance Director for the City of Farmington and the Assistant Finance Director for the City of White Bear Lake. During her time with Ehlers, Robin has filled various interim staffing and financial support roles for communities of varying sizes. Terms and Cost The engagement will begin on February 26th, 2024, and will continue through December 31, 2024, if needed. The City or Ehlers may terminate at any time. Ehlers will bill at the hourly rate of $245. It is estimated that the accounting and financial operations support work will take 8 hours per week ($1,960). If at any time the work requirements are anticipated to exceed 40 hours per month ($9,800), we will discuss the time commitment with the City prior to incurring additional time. Invoices will be sent monthly for the work performed in the prior month. Ehlers does not require a minimum monthly payment and the City will be billed only for the support requested and hours worked. The primary City contact for Ehlers related to questions, work priorities, and resolving issues shall be Jacob Rife. We strive to provide ongoing dialogue and idea -sharing, independent analysis, and a competitive, value -oriented fee structure. Thank you for the opportunity to serve the City! Sincerely, Rebecca Kurtz Senior Municipal Advisor Acceptance: Date: BUILDING COMMUNITIES. IT'S WHAT WE DO.-3060Centre Point Drive, Roseville, MNSS113 Iehlers-inc.com