HomeMy WebLinkAboutJan 9CITY OF FALCON HEIGHTS Regular Meeting of the City Council City Hall 2077 West Larpenteur Avenue AGENDA January 9, 2013 A. CALL TO ORDER: B. ROLL CALL: LI NDSTROM ____ HARRIS ____ GOSLINE ____ LONG ____ MERCER -TAYLOR ____ FISCHER ____ C. PRESENTATIONS : 1. Operational Analysis of Fire Services - David Unmacht, Springsted Incorporated D . A P PROVAL OF MINUTES: December 12, 2012 E. PUBLIC HEARINGS: 1. 2013 Pavement Management Project, Order Improvement and Preparat ion of Plans and Specifications F. CONSENT AGENDA: 1. General Disbursements through 1/3/2012: $199,518.47 Payroll through 12/27/2012: $29,271.902 2. Approval of City License 3. Resolution Designating Official Depositories for 2013 4. Revie w of Elected Official Out -of -State Travel Policy 5. Designation of Official Newspaper 6. Review and Adopt Council Standing Rules 7. Appointment of City Engineer 8. Appointment of City Attorney 9. Appointment of City Auditor 10. Appointment of Acting Mayor 11. Council/City Commission Liaison Assignments - Amended 12. Recreation Agreement with the City of Lauderdale 13. 2013 Cost of Living Adjustments (COLA) 14. Approve St. Croix Tree Service, Inc. as the 2013 -2014 Tree Trimming and Removal Contractor 15. Ap proval of Building Repair Invoice 16. Appointment of Administrative Coordinator G: POLICY ITEMS : H. INFORMATION/ANNOUNCEMENTS:
I. COMMUNITY FORUM: J. ADJOURNMENT:
Final Report Operational Analysis of Fire Services City of Falcon Heights, Minnesota January 9, 2013
LETTER OF TRANSMITTAL 1. EXECUTIVE SUMMARY ................................................................1 2. BACKGROUND ...........................................................................2 3. THE STUDY ................................................................................3 4. THE STUDY PROCESS .................................................................4 5. FIRE DEPARTMENT .....................................................................5 6. STANDARDS AND BENCHMARKS .................................................7 7. FIRE APPARATUS .....................................................................10 8. DEMAND, DEPLOYMENT AND RISKS ...........................................15 9. ORGANIZATION, MANAGEMENT AND OPERATIONS .....................18 10. COMPARABLE JURISDICTIONS ..................................................24 11. RECOMMENDATIONS ................................................................27 MAP APPENDIX I MUTUAL AID APPENDIX II FIRE PERSONNEL/YEARS OF SERVICE APPENDIX III Mission Statement Springsted provides high q uality, independent financial and management advisory services to public and non-profit organizations, and works with them in the long-term process of building their communities on a fiscally sound and well-managed basis. Table of Contents
LETTER OF TRANSMITTAL Mr. Bart Fischer, City Administrator City of Falcon Heights 2077 Larpenteur Avenue West Falcon Heights, Minnesota 55113-5594 Re: Operational Analysis of Fire Services Dear Mr. Fischer: On behalf of my partner, Pat Simpson, we are pl eased to submit the Final Report for the Operational Analysis of the Fire Services for the City of Falc on Heights. The scope of services for this study was designed to create a baseline of information and an objective assessment of the Falcon Heights Fire Department. Our study process model included a variety of steps and procedures which were designed to provide a comprehensive set of data and findings to be used as the foundation for our recommendations. Through the preparation and development of this Report we hope that the City Council and staff can engage in timely and productive policy discussions on th e future of the Fire Department. We provide background information on the department, fire service standards and benchmarks, fire apparatus, demand, deployment and risks and information on the organizati on, management and operati ons of the department. One of the other features of our Report is a comparative summary of other fire departments in the metropolitan area. Collectively, all of this informatio n is helpful to understand what you have today and to begin planning for what you want for fire services in the future. It has been our pleasure to work with you on this stud y and we thank you and all of your staff and elected officials for this opportunity. Sincerely, David J. Unmacht Springsted Incorporated sml Springsted Incorporated 380 Jackson Street, Suite 300 Saint Paul, MN 55101-2887 Tel: 651-223-3000 Fax: 651-223-3002 www.springsted.com
Executive Summary City of Falcon Heights, Minnesota. Final Repor t –Operational Analysis of Fire Services 1 1. Executive Summary The Mayor and City Council of the City of Falcon Heights created a strategic objective to complete an assessment of the Fire Department. After a competitive bidding process, the City retained Springsted, Incorporated to conduct an operational an alysis of the department. Springsted retained the services of Mr. Pat Simpson, Tri-Data, Incorporated to partner in the study. The purpose of the study was to develop a baseline of information on the department and to review and evaluate the practices, methods and standards presen tly used by the department in the delivery of fire services. Included in the evaluation was a revi ew of the existing organizational structure, fire equipment and apparatus, strengths, issues and challe nges, and present staffing levels. The scope of services also asked one important question and that w as whether or not it is practical and possible to combine the City’s fire services with another neighboring municipality. It is important to the credibility of the process and the study to seek input from interested parties and those affected by the discussion and future decisions. Several process highlights are worth noting, they include: o Eight (8) individuals from the City (elected officials and staff) were interviewed o A meeting was held with representatives from the Grove neighborhood o A meeting was held with representatives of the City of Lauderdale o A resident of Falcon Heights and a former State Fire Marshall was interviewed o Six cities were identified and a comparison of fire service was completed The contributions of all individuals were instrument al in providing valuable input into the study and the ultimate conclusions in the Report. The willingn ess of all stakeholders to offer candid insight, ideas and data helped to frame a nd shape the recommendations. The Fire Department in the City is providing very efficient services to the community. The cost per capita based on a population of 5,321 is $23.73. Th is per capita number is reduced to $16.40 when the Lauderdale population of 2,379 is factored in. City officials in Lauderdale are pleased with the fire service and although satisfied with the relati onship, would support even greater communication between the department and the City. The depart ment has a traditional organizational structure and business model. The department uses a part-time Fi re Chief with a paid on call staffing complement of 20 members. There have not been problems in recruiting new members to the squad, but it is advisable to be conscious of the tre nds in paid on call departments. The findings and analysis of the Report offer a recommendation that it is timely for the City to consider creating a paid Fire Chief position. The needs of the department, the recommendations offered in the study and the ongoing and increasing demands placed on the role of the Fire Chief require a community conversation on how the top leadership position is structured. The contents of this Report provide the Mayor, Ci ty Council, Fire Department, city administration and the community stakeholders with a framework to consider ideas and options for the future of the fire service in Falcon Heights. These recommenda tions cover a wide path including staffing, equipment, communication and collabo ration with other Fire Departments. The fire services in the City are delivered responsibly and efficiently; yet there are clear and concise opportunities to enhance and improve the effectiveness of the fire services within the City of Falcon Heights.
Background City of Falcon Heights, Minnesota. Final Repor t –Operational Analysis of Fire Services 2 2. Background The City of Falcon Heights was incorporated as a V illage in 1949 and became a City in 1974. The boundaries of the city occupy 2.28 square miles. Appendix I is a map of the Cities of Falcon Heights and Lauderdale. According to the 2010 census, 5,321 people presently reside in the community. The City of Falcon Heights is a first-ring suburb in the Twin Cities metropolitan area. Neighboring cities include St. Paul to the east and south, Roseville to the north, and Lauderdale to the west. The Minnesota State Fairgrounds, home to the Minnesota State Fair, and the University of Minnesota, St. Paul Campus are within the city’s borders. Emergency services to these institutions are provided by their own police departments and the St. Paul Fire Department. Major employers in Falcon Heights include Tec hnology Information and Education Services (TIES), a provider of training services to school districts, and Spire Federal Credit Union. Roughly 66% of the city’s tax base is held by tax-exempt entities. Falcon Heights enjoys a diverse housing stock, including several apartment structures, senior living facilities, and single-family homes. Most of the housing stock was built in the post-World War II pe riod, although significant redevelopment has occurred within the past ten years, and plans call fo r more redevelopment in the coming years. Major roadways in the city include Snelling Avenue, a state highway, as well as Larpenteur Avenue, a county roadway. The controlled intersection of these two roadways is one of the busiest intersections in the metropolitan area. It is worth noting that members of the Fire Department work and live on the east side of the city; in order to get to the Fire Hall they must safely pass through this intersection at all times of the day. State Highway 280 runs thro ugh Lauderdale, which is also in the coverage area for the department. Police services to both Falcon He ights and Lauderdale are provided by the City of St. Anthony Village. Ambulance service to both citi es is provided by the City of St. Paul. By all testimony the present relationships between the Fa lcon Heights Fire Department and other public safety providers in the City is positive and effective. The City of Falcon Heights leaders engaged in a goal setting and strategic planning session in 2011. An extensive list of priorities was identified in a 10 page document. The stated purpose of the goals is “To sustain this community as a great place to live, work and visit.” Highlighted in this section are references to items that are either directly or indi rectly relevant to the fire services analysis. These include the following three goals and accompanying strategies: Goal 1: To protect the public health and safety. • Strategy 1: Provide public safety services to citizens o Provide a responsive, well-trained fire service with each firefighter averaging 100 hours of training per year o Pursue a comprehensive analysis of fire department operations Goal 2: To expand opportunities for the interaction a nd involvement of citizens of all ages in their neighborhoods and community. • Strategy 2: Host community/neighborhood events and activities o Support the Fire Department/Public Safety Open Houses Goal 3: To provide a responsive and effective city government. • Strategy 3: Maintain collaborative relationships with other entities • Strategy 4: Effectively manage the city’s financial resources The list of items above is representative of the im portance of public safety and fire services to the City and community. Conducting a fair, balanced a nd objective fire analysis supports the goals and objectives of the Falcon Heights City Council.
The Study City of Falcon Heights, Minnesota. Final Repor t –Operational Analysis of Fire Services 3 3. The Study Within the 2011 strategic planning process under the strategy to provide public safety services to the citizens , the City identified an action item to “pursu e comprehensive analysis of fire department operations in order to maximize efficiency and u se of resources.” A Request for Proposals (RFP) was prepared and distributed to professional firms for revi ew and consideration. Springsted, Incorporated, in partnership with Pat Simpson, Tri-Data , was hired to perform the analysis. At the onset of the study, each of the elected offi cials was interviewed. The consensus of the elected officials was that the purpose of the study is to learn more about the fire service and to undertake an objective assessment of the existing practices, standards and procedures. The objective of the fire services study is to conduct a review of the present fire service delivery system and make recommendations for improvements in efficiency and effectiveness of the department. The scope of work included these ten items: 1. Review response times from 2008-2010 and benchm ark against state and national standards for volunteer/paid-on-call departments including NFPA #1720, ISO and CAFI standards. 2. Review department organizational stru cture and workplace culture and make recommendations on potential improvements. 3. Gather input from stakeholders, including member s of the fire department, city council, city administration, City of Lauderdale representativ es, and neighboring fire departments with which Falcon Heights has aid agreements. 4. Provide a review of current compensation structure as compared to similar cities/departments in Minnesota. The City will work with the successful consulta nt to identify the cities/departments to compare with within the scope of services. 5. Analysis of current staffing levels and reco mmendation of appropriate levels to ensure effective response times; compare staffing levels to similar metropolitan departments. Assess ability to recruit and retain paid on-call personnel. 6. Review of training procedures and record keeping and provide recommendations on the improvement thereof. 7. Analysis of current equipment status and fu ture needs including a proposed timeframe for replacement or upgrade. 8. Comparison of current departmental budget as co mpared to similar metropolitan departments including personnel costs, vehicle maintenance and training budgets. 9. Review the existing Standard Operating Pro cedures (SOP’s) and make recommendations for improvements or enhancements. 10. Provide estimate of costs associated with receiving comparable services from an outside agency/fire department.
The Study Process City of Falcon Heights, Minnesota. Final Repor t –Operational Analysis of Fire Services 4 4. The Study Process The process used for the organizational analysis of th e department includes these 16 steps: • Eight (8) one-on-one interviews with elected offi cials, city administration and fire staff. • Work sessions with the City Administrator and Fire Chief. • Interview with former State Fire Marshall Tom Brace (a Falcon Heights resident). • Interview with Lauderdale City officials. • Conversations and discussions with Roseville and St. Paul Fire Departments. • Meeting with representatives of the Grove neighborhood. • City data, including strategies and goals, 200 9 Comprehensive Plan, organizational charts, budget information, fire data and statistics. • Standards and benchmark data collection and analysis. • Fire Department Base line comparison survey including the cities of St Anthony Village, North St. Paul, Newport, Bayport, Mend ota Heights, Spring Lake Park. • Cost comparison survey including the departments of New Brighton, Maplewood, Roseville, Vadnais Heights, White Bear Lake, Lake Johanna, and Little Canada. • Conversations with professional peers in other cities. • Review of documents, presentati ons and handouts including: o Emergency calls history o Fire losses o Apparatus maintenance o Departmental operating guidelines o Training records • Briefing on the Findings with the City Administrator, Assi stant to the City Administrator, Fire Chief and Assistant Fire Chief. • Preparation of a Draft Report; submitted to city staff for review and comment. • Presentation of a revised Draft Report to the Mayo r and City Council on November 7, 2012. • Preparation of the Final Report and presentation to the City Council on January 9, 2013. Each of these steps was an important component of the overall process. Collectively they formed and shaped the findings and recommendations.
Fire Department City of Falcon Heights, Minnesota. Final Repor t –Operational Analysis of Fire Services 5 5. Fire Department The Falcon Heights Fire Department (FHFD) provides fire services to residents and properties within the City of Falcon Heights, which according to th e 2010 census has a population of 5,321 and a size of 2.28 square miles. The FHFD has mutual aid agreements with surrounding fire departments which allows them to call in help from other communities for large-scale emergencies. The City of Lauderdale, with a population of 2,379 and a size of .4 square miles, contracts for fire protection from the City of Falcon Heights. Intervie ws with Lauderdale city officials indicated that the performance of the FHFD is good. No clear issu es or concerns specifically originating from the City of Lauderdale were identified that need to be addressed in the fire study or by the department. The total population served by the FHFD is 7,700 citi zens. The department is a volunteer, or paid-on-call, workforce with an average of twenty (20) fire fighters on staff at any one time. The department is led by a Chief, who is elected to three-year te rms by the membership. Department leadership also includes an Assistant Chief and three Captains. The present Fire Chief’s term expires in November of 2014. All firefighters are required to have completed certified firefighter one and two courses, haz-mat operations, and Emergency Medical Technician (EMT ) or first responder training. In addition, firefighters must attend at least 33 training sessions each year, which includes Self Contained Breathing Apparatus (SCBA) training at least four times a year. These drills are typically two hours in length. Drills are led by trained departme nt personnel as well as instructors from Hennepin Technical College. Hazardous material training is provided by the North Suburban Haz-Mat Team. The Insurance Services Office has assigned Falcon He ights a Class 5 ISO Rating. (See other section in the report for a briefing on ISO Ratings.) Falcon Heights Fire Depart ment Mission Statement The mission of the FHFD is, “To continually strive fo r the prevention of fires, injuries, accidents, life and property loss while upholding high standards for the quality of services we provide to the citizens, business and visitors to the City of Falcon Heights.” Fire Department Organizational Values The Fire Department is committed to a creative pr ocess which develops mutual respect and pride in ourselves and the community in which we serve. To this end, we value: • Personal and organization integrity • An environment of mutual trust, fairness, sensitivity and dignity • Promoting confidence in individual capabilities and teamwork throughout the organization • Accessibility, open communications, and participation in decision making • Dedication to duty • Quality service • Providing leadership in the community and fire service • Adapting to the changing needs of the community we serve
Fire Department City of Falcon Heights, Minnesota. Final Repor t –Operational Analysis of Fire Services 6 Fire Department Comprehensive Plan In the 2009 Comprehensive Plan language is incl uded which states that the City, “... intends to maintain the volunteer fire department at current le vels but will continue to evaluate the potential for the sharing/consolidating of fire services with adjacent communities as appropriate to maximize efficiency and minimize costs. The City will conti nue to participate actively in countywide and metro efforts to develop a coordinated emergency response system.” Fire Department Communicat ions and Culture One of the foundations for all organizational cultures is how communication takes place both internally and externally. A review of the FH FD communications offers the following. Internal Communication FHFD has formal and informal internal communica tions systems. Formally the department utilizes the chain of command and information flows up and do wn this structured system as per departmental guidelines. Informally, FHFD has several grouping s of personnel which center around tasks, age, and length of service. Such grouping are also a normal part of most fire departments; these serve to strengthen the organization since pe rceptions and issues tend to be resolved in a positive manner by informal discussion rather than formal protocol using Standard Operating Guidelines (SOG’s) and regulations to seek an outcome. Informal communi cations in FHFD are functioning well and solving problems effectively. External Communication How FHFD communicates with other parts of the City organization and with outside entities and citizens is also important to being a high functioni ng department. This is an area where FHFD can improve in interaction and transparency. The firs t area to improve is the department’s relationship with city administration. Historically the comm unications occurred largely with the city council and the city administrator during the budget process a nd during handlings of inquiries and/or citizen concerns. While it is likely that the communication cultu re is largely due to the fact that FHFD is an on call organization, it is imperative that additional step s be taken in this key area. Citizen interaction and public contact is also an important area of need within the department. This means more than just going to community events and passing out informati on packets. Areas which can be key points of citizen interaction include training drills; after inci dent fire safety education for neighborhoods; fire safety and fall training for senior citizens; and a fire cadet program. Organizational Culture Culture refers to the values, beliefs , and traditions shared by all members of the organization. Culture has a profound impact on department performan ce as it guides everyday practices and behaviors, which may or may not be in harmony with the stated vision and core values. FHFD culture is very deeply set in traditional fire service values. This is both a good and bad situation. It is good because internally FHFD knows who it is and what its job is . They understand the basics and they do them well. However, there is an organizational per ception of “just being there” for the emergency and otherwise “being out of sight” is not consistent with best practices or the goals of the City Council. During our discussion with the city staff we lear ned that over the course of the past year, the conversations between the Fire De partment and city administration are improving and heading in the right direction. This is a good sign and certainly we encourage this course of action to continue and be operationalized into the department culture. In summary, three main drivers encourage the FHFD to improve its communications and culture – 1) effective business practices; 2) interest from the elected officials; and 3) directives from the 2011 goals and strategies.
Standards and Benchmarks City of Falcon Heights, Minnesota. Final Repor t –Operational Analysis of Fire Services 7 6. Standards and Benchmarks This section compares the FHFD to industry sta ndards. There are two specific National Fire Protection Association (NFPA) standards which are app licable to the fire service delivery system in Falcon Heights. NFPA 1720 The most widely recognized standard used in respons e time analysis for volunteer fire departments is outlined in NFPA 1720, Organization and Deployme nt of Fire Suppression Operations, Emergency Medical Operations and Special Operations to the Public by Volunteer Fire Departments. Falcon Heights/Lauderdale, with 2.68 square m iles of land area and a population of 7,700, has a jurisdictional population density of 2,961 people pe r square mile. This population density puts Falcon Heights in the “urban” demand zone classi fication which recommends an initial response of 15 personnel responding to fire calls with in nine minutes 90% of the time. Based on an analysis of the data, the actual response time for fire calls in the past five years is that 95.2% of all fire emergency calls were responded to within nine minutes of notification. This response clearly exceeds the NFPA benchmark of 90%. FHFD also h as 20 personnel so responding with a minimum of 15 firefighters is well within their capability. It is our conclusion that the FHFD is meeting the NFPA 1720 standard. NFPA Handbook National Fire Protection Handbook, 18 th Edition, Typical Initial Attack Response Capability Assuming Interior Attack and Operations Res ponse Capability makes staffing and initial response complement recommendations based on the number of firefighters arriving on the scene of a fire depending upon the risk of o ccupancy (low, medium, and high-hazard occupancy). The NFPA staffing recommendations by the type of hazard areas is: High-Hazard Occupancies Schools, hospitals, nursing homes, explosive plants , refineries, high-rise buildings, and other high-risk or large fire potential occupancies: At l east four pumpers, two ladder trucks (or combination apparatus with equivalent capabilities), two chief o fficers, and other specialized apparatus as may be needed to cope with the combustible involved; no t fewer than 24 firefighters and two chief officers. Medium-Hazard Occupancies Apartments, offices, mercantile and industrial occ upancies not normally requi ring extensive rescue or firefighting forces: At least three pumpers, one ladder truck (or combination apparatus with equivalent capabilities), one chief officer, and ot her specialized apparatus as may be needed or available; not fewer than 16 firefighters and one chief officer. Low-Hazard Occupancies One, two, or three family dwellings and scattere d small businesses and industrial occupancies: At least two pumpers, one ladder truck (or combination apparatus with equivalent capabilities), one chief officer, and other specialized apparatus are r ecommended to be available; not fewer than 12 firefighters and one chief officer. FHFD has the personnel and equipment to respond to low hazard occupancies as set out in this standard. Medium and high hazard occupancies w ill require the use of mutual aid from neighboring
Standards and Benchmarks City of Falcon Heights, Minnesota. Final Repor t –Operational Analysis of Fire Services 8 jurisdictions. Such joint responding should be developed using a system which employs a predetermined set of FHFD and neighboring ju risdictional resources assigned to respond to these higher hazard calls as the alarm complement. The recommendations and guidelines outlined in the NFPA#1720 and NFPA Handbook should be considered, but are not necessarily the final word as the NFPA guidelines do not address how fire departments will also be able to comply with the Occupational Safety and Health Administration (OSHA) mandated “Two-in/Two-out” rule (see below). OSHA Regulations Additional standards for staffing are related to OSHA’s regulations for firefighter safety. To protect the safety of firefighters, the United States Department of Labor and OSHA have enacted 29 CFR 1910.134, known as the Two-in/Two-out rule that requires four personnel on scene at all structure fires before initial interior attack begins. OSHA Firefighting is a dangerous and physical labor-int ensive profession. Although technologically the tools and equipment used by firefighters have cha nged dramatically over the years, the basic goals have remained almost unchanged: to preserve life and protect property by successfully extinguishing fires – and not get hurt in the process. To accomplis h this, firefighters must be able to quickly and efficiently gain access to a fire and apply an extingui shing agent (typically water, but foam and other agents are gaining in popularity). This requir es emergency responders to operate in dangerous environments where they are at high risk for serious injury or death. To protect the health, safety, and welfare of fire fighters, the federal government enacted regulations to ensure that firefighters operate safely in and arou nd structure fires. Enacted by the Department of Labor and the OSHA, 29 CFR 1910.134, also known as “Two-in/Two-out,” mandates that there must be a minimum of four personnel on the scene of a stru ctural fire before personnel can initiate interior operations. Two firefighters must remain on the exteri or of the structure, properly equipped with full turnout gear and SCBA to act as a Rapid Interv ention Team (RIT) in the event the firefighters operating inside the structure become incapacitate d or trapped. Although OSHA allows one RIT member to have an additional role such as inci dent commander or safety officer, as long as rescue activities can be performed without jeopardizing th e safety of other firefighters, a pump operator cannot make up part of the RIT unless the apparatu s utilizes a positive water source, which allows the pump to be unstaffed for a period. Based on our analysis, the FHFD is complying w ith these mandated requirements as set out in their practices and in their department Standard Operating Guidelines. ISO Classification Insurance Services Office (ISO) community fire protection ratings have been a benchmark for jurisdictions for decades. The syst em measures the effectiveness and efficiency of three key parts of community fire protection; fire department, wate r distribution, and alarm notification system. However there are two key limitations of this benchmark. First is that the evaluation is only used by some insurance companies, with several large insurers doing their own risk assessment by individual occupancy. Second is the fact that residential insu rance rates for participating insurers are banded for class #2 through class #8 communities. This means th at the premium for insurance to homeowners is the same for these communities. The only occupa ncy type which has separate rates for each class
Standards and Benchmarks City of Falcon Heights, Minnesota. Final Repor t –Operational Analysis of Fire Services 9 number is commercial occupancies where the needed fire flow is below 3,500 gallons per minute (gpm) for suppression. Bottom line, ISO ratings are a good benchmark for suppression activities of a community but do not evaluate the key areas of pr evention, code enforcement, and planning and zoning which are the proactive functions of community fire defense planning. Falcon Heights has a Class #5 community fire prot ection rating with individual ratings for water distribution, emergency notification system, and the fire department. This rating is a good rating in any community and particularly for a paid on call fi re department. City leaders should rightfully be very proud of this achievement. However service de livery efficiency is the real measure of fire department operational procedures. In the most recent ISO survey of Falcon Heights the final rating of Class #5 was only 4 deficiency points from being a Class #4 jurisdiction. Using the recommended improvements in this study for response, apparatus replacement, and fire prevention, it is possible that the FHFD can improve to a Class #4 rating.
Fire Apparatus City of Falcon Heights, Minnesota. Final Repor t –Operational Analysis of Fire Services 10 7. Fire Apparatus The department currently has three Class A fire appa ratus. The Class A structural firefighting, fire apparatus as defined by NFPA includes two pumpers with onboard water, a fire pump, onboard fire hose, and ground ladders and one telesquirt wh ich includes all pumper functions and a rescue ladder/elevated waterway. Engine 752 - 2001 Freightliner Custom Pumper Vehicle Description: • 1,250 GPM Waterous Pump • 500 Gallon Tank • 25 Gallon Foam Tank • Foam Pro System • Hydraulic ladder rack • 12,000 lb winch • Slide Out Rear Tray for Hurst Tools • 5,500 Watt Gas Generator This engine has the seating capacity of five me mbers with four members having access to a SCBA Unit. Engine 753 - 2005 Sterling Custom Fire Pumper
Fire Apparatus City of Falcon Heights, Minnesota. Final Repor t –Operational Analysis of Fire Services 11 Vehicle Description: • 1,500 GPM Waterous Midship Mount Pump • 500 Gallon Tank • 20 Gallon Foam Tank • Foam Pro System • Hydraulic ladder rack • Slide Out tool compartments • 5,500 Watt Hydraulic Generator This engine is a full response pumper which has the seating capacity of seven members with six members having access to a SCBA Unit. Engine 757 - 1990 General Telesquirt Vehicle Description: • 65 ft Telesquirt with 1,000 GPM Nozzle • 1,500 GPM Waterous 2 Stage Pump • 500 Gallon Water Tank • 7,000 Watt Diesel Generator This engine has the seating capacity of five me mbers with four members having access to a Self Contained Breathing Apparatus (SCBA) Additionally there is a 1998 Chevrolet utility vehicl e with a 10,000 pound winch which is used for routine departmental operations and can be used to transport personnel during emergency incidents. Maintenance records show that the apparatus are well maintained and receive regular inspections. Operational testing procedures are being completed on all apparatus. Five year maintenance expenses for the apparatus total: #752 = $13,000; #753 = $15,500; #757 = $30,000. Total maintenance expenses over the past five years on all three major pieces of equipment are $58,500. This is approximately $10,000 per year for apparatus ma intenance which is certainly a good value when considering the total new replacement value of all th ree of the apparatus would be in excess of $1.5M. Presently there is also $175,000 set aside for major re furbishing and repair for #757. Plans are to make these repairs in the near future depending upon the recommendations of this study.
Fire Apparatus City of Falcon Heights, Minnesota. Final Repor t –Operational Analysis of Fire Services 12 Apparatus Replacement Schedule There are two principal guidelines used for appara tus replacement, the NFPA vehicle replacement guideline and the American Public Works Associa tion (APWA) replacement scoring system. Both standards are useful but both standards are a one size fits all approach which needs to be individualized to meet jurisdictional realities. Th e NFPA guidelines for fire vehicle replacement are: “The normal life expectancy for first-line fi re apparatus will vary from county to county, and city to city, depending upon the amount of use the equipment receives, and the adequacy of the maintenance program. In general, a 10–15-year life expectancy is considered normal for first-line pumping engin es. First-line ladder trucks should have a normal life expectancy of at least 15 years. In fire departments where ladder trucks make substantially fewer responses to alarms than engines, a planned first-line service of 20 years may be warranted for ladder trucks. Some smaller fire departments that have infrequent alarms operate pumping engines up to 20 years with reasonable efficiency, although obsolescence will make older apparatus less desirable, even if it is mechanically functional. In some types of service, including areas of high fire frequency, a limit of 10 years may be reasonable for first-line service. The older apparatus may be maintained as part of the reserve fleet, as long as it is in good condition, but in almost no case should the fire department rely on any apparatus more than 25 years old.1 ” These NFPA guidelines have proven to be reasonable in practice and tend to be followed by most fire departments that have neither extremely high nor extr emely low numbers of runs or vehicle mileage. Based on our professional experience and long tenure in the fire services, these are a good benchmark for “best practices.” The guidelines provide some latitude in determining useable life for a fire service vehicle. Age and accumulated mileage are the most important variab les to consider in vehicle replacement. The numbers of calls to which a vehicle responds a nd the frequency and quality of preventive and other maintenance received can also affect vehicle lifespan. As a rule of thumb, an annual replacement re view process should be undertaken for any piece of front-line fire apparatus more than ten years old to determine whether replacement is warranted. More heavily used apparatus may need to be replaced sooner than less heavily used pieces. Apparatus can be taken out of front-line service a nd placed in a reserve status for a few additional years of life, as long as such vehicles can still be safely used for their designated purpose and still meet ISO and NFPA performance standards. Modern safety features also are important to consider. Older vehicles may lack important new features (e .g., enclosed cabs, and older aerial ladder may not have interlocking safety devices), which may be si gnificant reason not to wait until the end of a replacement cycle to order a new vehicle, even if the current vehicle is in good condition. Some fire departments use a scoring system devel oped by the American Public Works Association Fleet Service Committee for assessing fire apparatus fo r replacement, or a scoring system similar to it. The system entails considering a combination of variables that include ag e, mileage, maintenance costs, and operating conditions. A replacement sco re is calculated for each vehicle based on the sum of its scores for age, usage, and condition. The data for these calculations are usually obtained from computerized vehicle maintenance records and work orders, but can also be obtained through notes, and written records. 1 NFPA Fire Protection Handbook (18e), Quincy, MA, 2000, pp. 10-208-209.
Fire Apparatus City of Falcon Heights, Minnesota. Final Repor t –Operational Analysis of Fire Services 13 The age of the vehicle is scored by assigning one point for each month from the date on which it was purchased. The usage score assigns one point for each 1,000 miles traveled or 3.5 points for each 100 hours of use, whichever is higher. The condition of the vehicle is scored on a scale of zero to five (with one being the best and five the worst) for each of five aspects- body, interior, functionality, maintenance/repair cost, and mission. Each of th e five aspect scores is then multiplied by 12, and these values are summed with the points assigned fo r age and mileage to obtain the overall vehicle score. If the overall score exceeds the point limit est ablished for the respective vehicle category, the vehicle is recommended for replacement. The categor ies and associated maximum scores are listed in Table 1. Table 1: Maximum Vehicle Points before Disposal The critical component in any service-life-assessmen t system is the absolute requirement that a vehicle must be able to safely and reliably perform in a manner consistent with the vehicle’s design purpose, regardless of mileage or hours of use. Elected officials and organizational leaders must remember that fire service vehicles are subject to much more demanding operational conditions than other vehicles in a jurisdiction’s fleet. Rapid accel eration and deceleration, hard turns, quick stops, and other extreme demands are placed on fire appa ratus on a regular basis. Additionally, fire apparatus are almost always fully-loaded with e quipment. The water carried on a pumper can easily weigh several tons (over 12 tons in the case of a pumper-tanker), and aerial ladders may weigh more than 40 tons. Apparatus Replacement Plan FHFD currently has a 22 year old ladder truck (#757) which has over $200,000 in current and planned maintenance and repair a nd does not have some safety features such as interlocks and tip communications which are required on today’s aeria l apparatus. This unit is a candidate for immediate replacement to provide Falcon Heights citizens and businesses the level of fire service delivery needed for the future and to properly protect firefighters during high risk operations. Engine #752 is an 11 year ol d 1,250 gallons per minute Class A pumper built on a commercial chassis. This apparatus has had $13,000 in maintenan ce and repair in the past five years. #752 is well maintained and safe for personnel. This unit is likely at the halfway point in its service life and will be a candidate for replacement in the next 10 years based upon current levels of service and no major breakdowns or safety failures. Engine #753 is a seven year old 1,500 GPM Class A pumper built on a commercial chassis. This apparatus has had $15,500 in maintena nce and repairs in the past five years. #753 is well maintained and safe for personnel. This unit will likely be a ca ndidate for replacement in the next 15 years if well maintained and without major breakdown or safety failure. Vehicle Category Maximum Vehicle Points Sedans, station wagons, and jeeps 162 Light-duty trucks 196 Medium- to heavy-duty trucks (including ambulances) 220 Fire apparatus 225
Fire Apparatus City of Falcon Heights, Minnesota. Final Repor t –Operational Analysis of Fire Services 14 To look at the long term capital cost of fire appa ratus it is essential to assess th e cost per year needed to be set aside for a replacement program. The cu rrent apparatus would have a replacement cost of $400,000 per engine (2) and $750,000 for the ladder truck for a total of $1,550,000 for the fleet. Capital expenditure for fire apparatus would be about $77,500 per year based upon the current three apparatus with a service life of 20 years. This would equate to an annual cost per citizen of $10.06 to maintain a 20 year equipment replacement for FHFD.
Demand, Deployment and Risks City of Falcon Heights, Minnesota. Final Repor t –Operational Analysis of Fire Services 15 8. Demand, Deployment and Risks The Fire Department currently responds to appr oximately 100 incidents per year. These incidents break out into three main categories: • Fire and rescue calls • Vehicle accidents with injuries • Various emergency incidents Demand The annual calls and fire losses for 2007 – 2011 are outlined in Table 2. Fire loss is defined as the damage to structures, vehicles, and other property r esultant from a fire, explosion, or similar incident usually calculated on an annual basis. Fire loss will vary year to year based upon the number and severity of incidents as well as the value of the structure and its contents. Table 2: Annual Calls and Annual Fire Losses The table above includes both the City of Falcon Heights and the City of Lauderdale. In 2011 there were two significant house fires, which resulted in an increase in the fire loss amount. Deployment FHFD operates from one station located at 2077 W. La rpenteur Avenue. The station is in good repair and provides adequate space for current and future operations. However there is no signage to denote that the location is the Fire Department. A si gn could be located near Larpenteur which would identify the Fire Department as well as City Hall. Additionally signage on the building to identify the department entrance would be appropriate. The current fire station location is well placed to provide good response times for the jurisdiction. The average response times for emergency calls from 2007 to 2011 are outlined in Table 3. Table 3: Response Times YearResponse Times 20076 min 21 sec 20086 min 29 sec 20096 min 32 sec 20107 min 34 sec 20116 min 14 sec 5 Year Average6 min 46 sec YearCallsFire Loss 2007112$240,000.00 200899$0.00 200985$0.00 2010108$500.00 201199$675,000.00 5 Year Totals503$915,000.00 Average100$183,100.00
Demand, Deployment and Risks City of Falcon Heights, Minnesota. Final Repor t –Operational Analysis of Fire Services 16 NFPA standard #1720 identifies response time for volunteer and combination fire service deliveries such as Falcon Heights. This standard is shown in Table 4 below: Table 4: NFPA 1720 - Staffing and Response Time Standards Falcon Heights is classified as an urban jurisdic tion (yellow highlight above) based upon a population density of 2,961 per square mi le. This population density requires a first alarm response for a structure fire of 15 personnel to arrive on scene w ithin nine minutes of notification 90% of the time. Falcon Heights is meeting this standard with r esponse to 95.2% of fire emergency calls from 2007 through 2011 within the 9 minutes or less a nd a complement of 20 personnel available. Risks NFPA Fire Chiefs Handbook 18 th edition specifies total recommended complement for initial response to structural fires based upon the risk present. Table 5 explains the response level by risk according to NFPA standards. Table 5: NFPA Handbook - Response Level by Risk Low Hazard Medium Hazard High Hazard Comprised of 1, 2, or 3 family dwellings and scattered small businesses Response – 2 engines, 1 ladder, 1 command = 13 personnel Comprised of apartments, offices, mercantile, and light industrial Response - 3 engines, 1 ladder, and 1 command = 17 personnel Comprised of schools, hospitals, nursing homes, heavy industrial, and high rises Response – 4 engines, 2 ladders, 2 command = 25 personnel FHFD can deliver the resources needed per NFPA standards for a low hazard response of two engines; one ladder; and one command officer with a total response complement of 13 firefighters. However, both medium and high hazard occupanci es exceed FHFD resources in equipment and likely personnel needed. Since the majority of risks in the city are single family dwelling, FHFD can adequately deliver the level of service needed to saf ely mitigate these calls. Preplanning for the larger risks including apartments, commercial buildings, and schools will require a preplanned mutual aid system to ensure adequate resources from neighbor ing jurisdictions is en-route as part of the assignment to safely mitigate the situation. There ar e three main or target hazards in the jurisdiction which should be preplanned for fi re and related emergency incide nts (TIES; Falcon Heights Town Demand Zone Demographics Staffing Response Time Percentage of calls within Standard Special Risks Authority Having Jurisdiction (AHJ) Authority Having Jurisdiction Sets 90% Urban >1000 people/mi 2 15 personnel 9 minutes 90% Suburban 500-1000 people/mi 2 10 personnel in 10 minutes 80% Rural <500 people/mi 2 6 personnel 14 minutes 80% Remote* Travel dist 8 mi 4 personnel No time limit 90%
Demand, Deployment and Risks City of Falcon Heights, Minnesota. Final Repor t –Operational Analysis of Fire Services 17 Center; and 1666 Coffman which is a three story Senior facility). All three are potentially either high life loss structures or have construction and access issues which could make firefighting operations problematic or potentially difficult. It is impor tant that FHFD have a multi-alarm and multi-hazard preplanned response system for all medium and high hazard structures to include mutual aid assignments for incoming units and personnel. It is also advisable that these aid departments be included in walk-throughs of the structures with FHFD personnel to discuss strategic planning of emergency operations and resource staging for likely scenarios. The present Mutual Aid policies and prac tices can be found in Appendix II.
Organization, Management and Operations City of Falcon Heights, Minnesota. Final Repor t –Operational Analysis of Fire Services 18 9. Organization, Mana gement and Operations FHFD is a traditionally structured volunteer fire de partment. The department includes a Fire Chief, Assistant Fire Chief/Training Officer, three Captains , a Safety Officer, and 13 firefighters for a total complement of 20 fire personnel. The most experien ced fire department member is the Chief with 28 years of experience. The least experienced is a firefighter with seven months of service. Only two members of the department have been in service since 1999 and nine members have less than five years of service (45%). A copy of the tenure and service record can be found in Appendix III. The command structure is set out below. The Fire Chief is paid an allowance of $400 per mont h. The First Assistant Chief/Training Officer is paid an allowance of $250 per month. There are thre e categories of work for the personnel that define their compensation. For fire calls they are paid $11.34 per hour. For drills and training they are paid $8.25 per hour. For community and volunteer service at events or activities there is no compensation provided. The Fire Chief reports to the City Administrator in the organizational chain of command. Recently the City Administrator changed and the two top ad ministrators are getting to know each other and have started a productive a nd positive relationship. Fire Prevention FHFD also provides fire prevention and code enfor cement services to Falcon Heights and Lauderdale. Fire prevention and code enforcement activiti es include: routine inspections of commercial occupancies, investigations of fire code violations, and fire cause and origin determination. The Fire Marshal, who heads the fire prevention bureau , is a member of FHFD and works under the supervision of the City Administrator and the Fire Chief. Inspections ar e in accordance with local and state regulations. Fire investigation is pr imarily cause and origin with arson under Ramsey County and the State Fire Marshal.
Organization, Management, and Operations City of Falcon Heights, Minnesota. Final Repor t –Operational Analysis of Fire Services 19 Training FHFD currently trains weekly as well as special sessions for Self Contained Breathing Apparatus evolutions; mandated recertification in haz-mat; EMS; right to know; and several other topical areas. Each member must meet departmental require ments for required training and total attendance annually. Records are maintained for each memb er for training as well as maintenance of required certifications. FHFD training complies with cu rrent mandated standards and provides additional training in key areas of service delivery. Safety FHFD has a Safety Officer as part of the organizati onal structure. This is a designated position which is responsible for all on scene safety during em ergency operations. T hough not called out in department SOG’s, the safety officer should be r esponsible for monitoring personnel records to see that all firefighters have met federal and state re quirements for their positions, that all apparatus and equipment meet standards, and any safety issues ar e resolved completely and properly documented. 2012 Budget The current FHFD budget for 2012 is $126,316 excludi ng capital expenditures. This translates to a per citizen amount of $23.74 for Falcon Heights and if you add the City of Lauderdale, the per citizen amount comes to $16.40. Revenues for 2012 are $30,500 which means that the property tax contribution from taxpayers of the City is less than $100,000 per year ($95,816). The City of Lauderdale contributes an annual amount as determined by four factors: capital share, readiness to serve, fire inspections and fire protection. The estimated amount of the contribution in 2012 (January 3, 2012 Letter to City Administrator Heather Butkowski) was slightly under $33,000. Records indicate that the annual contribution from the City of Lauderdale ranges from $25,000 to under $35,000 over the past decade. The relationship with the City of Lauderdale is solid and certainly it should be a priority for FHFD to continue to provide excellent service to Lauderdale residents. Pension The City of Falcon Heights does not contribute local ta x dollars to the Fire Department Pension Fund. The State of Minnesota does have a pass through contribution which goes toward the Fire Pension; this amounts to approximately $30,000 per year. Volunteer Recruitment and Retention FHFD currently has a department complement of 20 personnel. According to FHFD administration, the department is getting new applicants at about the same rate as personnel are leaving. Fire personnel numbers are steady and the department is neither shrinking nor growing but is generally stable which is similar to the city demographics in general. However it is incumbent to have a plan for recruitment and retention to see that FHFD stays viable for the future. Recruitment Recruiting citizens to become volunteer fire/rescu e responders can be a daunting task if not approached in a systematic manner. This systematic approach begins with identifying the most likely demographic groups where potential volunteers may be included. In Falcon Heights as in most suburban communities, it seems likely based upon past experiences that there may be three such
Organization, Management, and Operations City of Falcon Heights, Minnesota. Final Repor t –Operational Analysis of Fire Services 20 groups: stay at home moms; college students; and empty nesters. Motivating citizens from these three groups to join FHFD is a challenge which w ill involve planning by department members, City leadership, and volunteer recruiters. A very successful volunteer recruitment program in Virginia is recruiting new members annually through very creative means. Their program begi ns using a page on the jurisdiction website, a Facebook account, and a toll free phone number. All potential candidates are immediately contacted by a volunteer recruiter from the fire/rescue department (within 24 hours). An appointment is set up and each candidate gets a briefing on the potential job, a scheduled ride along is arranged and an application is filled out. The key is to keep candida te interest high, and identify how best to use the talents of new member so they stay motivated and involved. FHFD can certainly use this coordinated system to increase the potential volunteer pool. Retention While people join volunteer fire-rescue departments for many reasons, retention issues boil down to two distinct reasons: issues and challenges that ari se in one’s life and factors relating to the individual fire department or the fire service itself. To re tain new and current members, volunteer departments must display four essential characteristics that a ddress these two reasons with volunteer retention: • The retention strategy must meet the individual’s needs • The retention strategy must provide its membership with reward and recognition • The retention strategy must provide adequate supervision and leadership • The retention strategy must challenge its members Any recruitment or retention initiative that is considered must take into account the four aforementioned characteristics that are important qualities in a successful volunteer fire-rescue program. There are numerous professional organizations that ha ve developed model programs that can be used in this recruitment and retention effort. There is no reason to “reinvent the wheel” if tried and proven programs exist to assist volunteer fire-rescue organizations with these matters. The National Volunteer Fire Council at www.nvfc.org and the Fireman’s Association of the State of New York (FASNY) at www.fasny.com (close neighbors) both have quality programs and provide assistance that can help this program get started. Assistance can also be obtained through the Fede ral Emergency Management Association (FEMA) and the U.S. Fire Administration (USFA) at www.fema.gov and www.usfa.fema.gov . Both of these organizations have published numerous free re ports on recruitment and retention among the Volunteer Fire Service. One such resource publication, Recruitment and Retention in the Volunteer Fire Service: Problems and Solutions Final Report December 1998 outlines numerous programs and resources that have been tried and have proven su ccessful throughout the nation. There is also a similar report titled: Emergency Medical Services (EMS) Recruitment and Retention Manual written in 1995 for FEMA and the USFA that deals with these specific problems in the EMS community. Volunteer Incentives and Recognition Incentive and recognition programs are very importa nt for fire and rescue volunteers. Given the enormous time demands, training demands, and pers onal risks, it is easy for volunteers to burn out
Organization, Management, and Operations City of Falcon Heights, Minnesota. Final Repor t –Operational Analysis of Fire Services 21 and quit after only a few years of service. Incentives and recognition programs are essential components to maintaining a strong cadre of experienced volunteers and to prevent a revolving door situation. Many local governments across the na tion have strengthened their incentive programs for volunteer firefighters. The cost of incentives is sma ll and economically justifiable if they help recruit and retain volunteers and forestall hiring more car eer employees. Volunteers in the fire and rescue service today are the first line defenders fo r any type of emergency or disaster. Recognition Volunteers generally want to be appreciated and r eceive some form of recognition for their service to the community. Some are willing to work quietly fo r years and obtain satisfaction just from doing the job, helping people in need, and the camaraderie in the department. However, information obtained from surveys taken by former volunteers (as well as self-perception of the volunteers) from across the country indicates that a little recognition goes a l ong way. Although most volunteers never mention the desire for recognition, it is almost always we ll received when given. Recognition can come from the Chief, city administration, the elected o fficials and from the community at large. The examples set out below in this report may not all be relevant to Falcon Heights but show the creative thinking essential to creating a successful retention program. Station Live-in Programs One of the strongest incentive programs for volunteers, particularly younger volunteers, is the station live-in program. Individual volunteer department s can establish minimum standards for members to live at the station. Usually, volunteers must sign up for two to four duty nights per week to qualify. Live-in programs are an excellent incentive as well as a recruitment and retention tool. They not only promote participation, but they guarantee that volunteers will be at the station and ready to answer emergency calls without having to respond from home to the station. The major drawback to the live-in programs is that they are only an incentive for single volunteers since there is generally no housing available for married volunteers. Also, the sl eeping areas are not very suitable for permanent residency (e.g., in most cases they are open bun krooms instead of i ndividual dorm rooms). Health Insurance The city could provide health insurance for volun teers who meet certain minimum requirements. This type of incentive program is currently being used in a community in Arizona. Cable Television and Utility Bills Volunteers could be given free cable television, and/or exempted from some local utility bills. This is done in communities in Alaska and Washington. Tuition Assistance Volunteers could be offered tuition assistance after a certain period of service, similar to tuition assistance offered to municipal employees. Retirement Salary Plan Many jurisdictions around the country have set up re tirement plans for volunteer firefighters. Most of these plans are based on years of service and set up th rough the state legislature. One program that
Organization, Management, and Operations City of Falcon Heights, Minnesota. Final Repor t –Operational Analysis of Fire Services 22 should be looked at is the Length of Service Award s Program (LOSAP) which is used in Virginia and Maryland that is a model for rewarding volunteer firefighters who put in years of service to their community. A good resource to assist with such a pr ogram is the Volunteer Fire Insurance Service (VFIS) located on the web at www.vfis.com/vfis/vfislosap.htm . Requirements of a Recruitment and Retention Program No matter which program is selected, it is imperative that this recruitment, retention and educational effort be a well thought out, on-going, and organized with the support and backing of all involved officials. This is not a localized or short-term concern but a long-term local and national issue that can’t be solved in a vacuum or without great deal of thought. Outside of the box thinking and creative program development is vital to maintaini ng a healthy volunteer fire-rescue program for the city. The result of such a program failing is the need for the necessity to provide this service through a paid or a subscription delivery system. Both of these alternatives will be much more costly for the taxpayers than the time and efforts that will be involved in helping maintain a quality well-staffed volunteer fire-rescue system that is currently in pl ace. It is estimated that for a municipality to transition to just one 4-person paid Fire Depa rtment, with 24-hour coverage, it would cost approximately $1.5 to 2.0 million dollars a year. This increase would naturally increase the tax levy and have to be sustained for the foreseeable future. Falcon Heights is typical of many small municipa lities in the way they provide fire-rescue using a paid on call response system. Volunteers are becoming scarcer for all organizations as society continues to evolve into a very busy lifestyle. There is little time or effort put forth in the development of an overall regional recruitment a nd retention program. It is incumbent on City leaders to take the lead to plan out an appropriate strategy as to how to continue to ensure the viability of the volunteer department for the long term future. Standard Operating Guidelines FHFD has a clear set of Standard Operating Guide lines (SOG’s) set out in its department policies manual. The SOG’s address response levels, unit staffing, chain of command, use of National Incident Management Systems (NIMS) and Incide nt Command Systems (ICS), safety, automatic and mutual aid, post emergency operations and hazardous materials operations. The SOG’s are well structured and cover the range of emergency operations service delivery. However the document is seven years old and in need of review and update especially since federal and state mandates change every year. Such docum ents should be reviewed annually and completely updated at least every five years by department leadership as part of a routine quality improvement process. Outsourcing Fire Services The FHFD delivers the full spectrum of fire services excluding emergency medical service (EMS). EMS transport service is received from the St Paul Fire Department at an Advanced Life Support (ALS) level. Currently the cost per citizen fo r these fire protection services is $23.73 per year and including the City of Lauderdale it is reduced to $16.40 per year based upon the $126,316 budget for 2012 and an overall service popula tion of 7,700 citizens.
Organization, Management, and Operations City of Falcon Heights, Minnesota. Final Repor t –Operational Analysis of Fire Services 23 One of the tasks within the study was to explor e potential opportunities for outsourcing fire services. This assessment begins with an evaluation of other jurisdictions which are able to effectively respond to fire related incidents in Falcon Heights. Th ere are two departments which could deliver fire services in accordance with FHFD’s NFPA and ISO standards. They are Roseville and St Paul. Although St Paul would be an NFPA #1710 ju risdiction since the service is a fulltime career operation with more stringent NFPA requirements for emergency response. Both cities were contacted and expressed an interest in providing fire services to the City of Falcon Heights. Currently St Paul has a 2012 budget of $62,047,000 for fire services in 2012 and serves a population of 285,068 citizens. This equates to a cost per citizen of $217.75 for fire services. Roseville had a 2012 budget of $2,041,175 and serves a population of 33,690 citizens. This equates to a cost per citizen of $60.59 for fire services. This information is provided for comparison purposes only and not to represent what these cities would charge Falcon Heights for actual fire services with in a contract. This is a distinct and separate discussion that will need to occur and can be done only upon direction from the City Council. It is possible to outsource the FHFD services, but the conc lusions from the study do indicate that the City is receiving a solid level of service for a very competitive cost per capita.
Comparable Jurisdictions City of Falcon Heights, Minnesota. Final Repor t –Operational Analysis of Fire Services 24 10. Comparable Jurisdictions To put a department’s performance in perspective, it is helpful to compare the department with other organizations that share similar characteristics. In doing so, department leaders can identify benchmarks that can be used to assess their own performance. When these comparisons are drastically different, further evaluation is required. As part of the analysis two distinct surveys were completed with comparable jurisdictions: 1) Fire Department Comparisons, and 2) Salary/Benefits Comparisons. Jurisdictional comparisons can be difficult to in terpret as there are many variables. No two jurisdictions are exactly alike in terms of geographic size and features, population dynamics, governmental organization and services provided. Many jurisdictions, however, do share some similar qualities that are useful for comparison. While these comparisons are not direct indicators of department performance, they do provide a valuable function in assessing a department in relation to the performance of its peers. This direct compar ison can identify organizational strengths and also suggest areas for improvement. A survey was done with other cities including: St An thony Village, North St. Paul, Newport, Bayport, Mendota Heights, and Spring Lake Park. Jurisdic tional populations ranged from 11,480 in North St. Paul to 3,245 in Bayport, with an average of 7,542 for the seven comparables. Budgets ranged from $785,775 in St. Anthony to $126,316 in Falcon Hei ghts with an average annual budget of $381,555 in the seven comparables. Of the seven jurisdictions included in the survey three have some fulltime staff and four do not (including Falcon Heights). All jurisdictions do fire inspections as part of their service delivery system. All department structures are similar with minor differences in titles for mid-level management. The average number of Paid-On Call pe rsonnel is 25 with largest department having 37 and Falcon Heights being the smalle st at 20 personnel. All surveyed departments operate a single station except Newport which has two stations. Calls range from a high of 1,200 to a low of 100 wi th the high call volumes in jurisdictions which run medical (EMS) calls as part of their service deliver y. The three lowest annual call volumes are in jurisdictions which do not provide first responder EMS in their service delivery. Falcon Heights is near the average in population. FHFD has the fewest personnel of all comparables and the lowest 2012 budget of comparables. The co st per citizen (total budget divided by population) is also the lowest of the seven comparables. A second survey was completed after the presentation to the City Council on November 7. Based on contacts made by the Fire Chief, this survey co mpared salary and benefits and various pay for department positions. The salary/benefits comp arison survey compared Falcon Heights to New Brighton, Maplewood, Roseville, Vadnais Heights, White Bear Lake, Lake Johanna, and Little Canada. From the comparable data it is evident that Falc on Heights is getting a very good value from its fire services and this service is being delivered by a small but very efficient department.
Comparable Jurisdictions City of Falcon Heights, Minnesota. Final Repor t – Operational Analysis of Fire Services 25 Fire Department Comparisons Entity Full Time Fire Personnel Who Does Your Fire Insptections?Organizational Structure Firefighters Paid On Call Duty crews Number of Stations Contract Fire, EMS or EM/EP Services?Annual Budget 2010, 2011 and 2012 Annual Emergency Calls Jurisdictional Population St. Anthony FT Chief, 6 FT firefighters FT staff Chief, captains, lieutenants, firefighters 21 2 FT work 24hr shifs, POC fill in for vacations 1No 2010- $752,009, 2011 -$785,861, 2012 $785,775 Total - 1,200, EMS- 880 8,226 N. St. Paul FT Chief, FT Dept Chief, FT Fire Marshall Deputy Chief & Fire Marshall Chief, Dept Chief, Fire Marshall, Captain, Firefighters 37 Frist Responder -2 people 1Yes, EMS2012 - $600000 1,000 Combined Fire/Medical 11,460 NewportNoFire Chief 1 Chief, 1 First Asst Chief, 1 Second Asst Chief, 4 Captains, 4 Engineers, rest firefighters 27No2Just EMS 2011 - $229,662; 2012 - $198,132 1003,715 BayportNo Fire Chief; they have a Fire Inspector for sprinklers Chief, 2 Assit Chief, 4 Cap, 19 firefighters 252 Duty Officers1No 2012 ‐ $364,466 1,000 calls, covers a large area which includes Bayport, Baytown, West Lakeland and Oak Park Heights 3,245 Mendota HeightsNo PT Fire Marshall (20-25 hrs/wk)Chief, assistant chief, training officer, assistant training officer and 4 captains. FM reports to Chief 36No1 No. ALS Ambulance respsonse provided by Health East at no charge. They respond and provide services to Norhtern Dakota County. We provide contract services to 3 neighboring cities.$400-$410K Total - 240. Only respond at request of PD or Health East. EMS Calls - 10-15 11,700 Spring Lake Park FT Chief; 9 FT Firefighters Cities hired non-profit group in joint with Mounds View, Spring Lake Park & Blaine Division Chief6No1No2012 - $186,200130 (10%)6,805 Falcon HeightsNoFire Marshal Fire Chief, Assistant Chief, 3 Capt, Safety Officer, Training Officer, 13 firefighters 20No1Yes, EMS 2012 = $126,316 5 year average = 100 calls per year 7,700
Comparable Jurisdictions City of Falcon Heights, Minnesota. Final Repor t – Operational Analysis of Fire Services 26 Salary/Benefits Comparisons Fire CallsDrill TimeFire Chief Deputy Fire Chief Fire MarshalCaptainPensionAddt Info/ Comments Falcon Heights $11.34$8.25$4,800$3,000$30,000 New Brighton$13.55$13.55$14.90$67,000$14.90$46,200Dep. Chief + $451.40 each pay period Maplewood$12.12$12.12$50.00$44.00$14.14up to $240,000 Roseville$13.59$91,146 - $109,803$17.94$65,000 - $78,312$17.94avg. $240,000PT police/fire hav e PERA, relief fund contribution $298,367 Vadnais Heights$13.50$16.00 $100,000$4,000$55,000$2,000$3,650/yr White Bear Lake$11.75$11.75$13.75$12.75$0Dep. Fire Chief + 300.00/month; Pension is fully funded Lake Johanna$12.75$9.00$5,925$927$88,400 Little Canada$14.39$18.91$13,391.76$4,459.44$1,114.92$3,150 per year of service
Recommendations City of Falcon Heights, Minnesota. Draft Report – Work Session with the City Council, Operational Analysis of Fire Services. 27 11. Recommendations The final section identifies 11 recommendations and considerations for future FHFD service delivery and organizational efficiency based on the in terviews, data analysis, and our professional observations. The recommendations are not presented in any order of importance or priority. 1. Consider creating a paid position of Fire Chief/Fire Marshal. 2. Create an annual report of department activities. 3. Expand public fire safety education and become proactive in interacting with citizens. 4. Improve the working relationship with the City Council. 5. Track and report apparatus condition and annua l maintenance of all apparatus and major equipment. 6. Monitor department response time per NFPA #1720 standards and report the results annually. 7. Develop a mutual aid response system for medium and high hazard occupancies with regular reviews and updates. 8. Develop a volunteer recruitment and retention program. 9. Review and update all departme nt Standard Operating Guide lines and inter-jurisdictional agreements. 10. Review department compensation on an annual basis. 11. Determine if a further evaluation of outsourcing the fire service is warranted. Recommendations A summary of each of the 11 items follows. 1. Consider creating a paid position of Fire Chief/Fire Marshal. It is timely for the City to discuss and consider a paid position as Fire Ch ief/Fire Marshal. Discussion can occur on what level (full or part time) the Chief’s pos ition should be funded and utilized. This combined position could be financed (in part or in total) by inspection fees and current stipends. The creation of a staff position of Fi re Chief would also improve interaction with elected officials and city administration and provide greater accountability for department decisions and incident responses. The pos ition should be a key member of the city administrative team who represents the city and FHFD in a professional manner and keeps FHFD operating in an effective and efficient ma nner. This person would also be directly responsible for implementing the annual C ity Council Fire Department goals. 2. Create an annual report of department activities. Currently FHFD does not provide an annual report of activities and future plans. Th is creates a void for not only the City Council, but for the department as well. This document is a key part of organizational communications for staff and citizens as well. Examples of annual reports can be found on the internet or simply by contacting Falcon Heights neighboring fire departments such as Roseville, St. Paul, and Minneapolis. 3. Expand public fire safety education activiti es and become proactive in interacting with citizens. FHFD currently attends several community events annually and works with the local elementary school to bring fire safety to child ren. This is a good start but it is important
Recommendations City of Falcon Heights, Minnesota. Final Repor t –Operational Analysis of Fire Services 28 to expand community recognition and the fire saf ety education. There are many ways to become a critical part of citizens’ perception of Falcon Heights’ muni cipal operations. This could be part of a greater city-wide initiative t oo. During our conversation with residents of the Grove neighborhood, they spoke favorably of the department developing a proactive communication strategy. They see possible educational activities on fire prevention, emergency evacuation and use of a fire exti nguisher (as examples). Start with being prominent and visible and taking the message to the people. Interaction during training exercises; recruiting information on the interne t; sponsoring a sports team; and simply having a FHFD night in the park can go a long way to reaching this key goal. 4. Improve the working relationship with the City Council. There is a lack of understanding of FHFD on the part of elected officials. Presently, the City Administrator is including FHFD activity reports in his weekly bulletin to the Council and this is a great first step. FHFD should now take the additional step to prepar e a monthly report to help expand the knowledge base. Additionally the Council and Administra tor should be invited to a planned FHFD “getting to know us” session. This could be a two to four hour in teractive program of showing and explaining appa ratus and equipment; public education programs; letting administration experience a training evolution; and most importantly opening the lines of communication. A similar program should also be available for newly elected officials and administrative staff when they come aboard. 5. Track and report apparatus cond ition and annual maintenance of all apparatus and major equipment. This report has provided the tools to develop an equipment replacement program. But it is essential that this evaluati on process be done annually and the results should be a key part of the department’s ongoing communications and annual report. Such planning and evaluations will prevent the surprises which create the communication gaps now seen in FHFD interaction with elected o fficials and the community and allow a more consensual approach to planning and financing large capital items. 6. Monitor department response time per NF PA #1720 standards and report the results annually. This report provides the national benc hmark NFPA #1720 which is the most commonly used standard among fire departments nationally. FHFD is meeting the provisions of this standard but this evaluation should also be a part of the annual department report to the City Council. The department’s measurement could even be done on a monthly basis for the report to the city administrator. 7. Develop a mutual aid response system for medium and high hazard occupancies with regular review and updates. FHFD has the apparatus and staff to provide initial response to most structural calls (light hazard) in the jurisdiction as set out in NFPA Fire Chief’s Handbook. However there are several structur es which would be classified as medium and high hazard occupancies also within the City . For these responses there is a need for apparatus and personnel which exceed FHFD resources. Such a need to use outside resources is now usually the norm for most jurisdictions in the country. To proactively plan for this eventuality the use of mutual aid and designa ting specific outside resources for these target hazards is routinely used by many fire depart ments across the country. Mutual -aid Auto Box Alarm System (MABAS) has become a state sta ndard in Illinois, Wisconsin, and Michigan and is currently being considered in Iowa and Minnesota for a state-wide system. F HFD needs to create a predetermined response sy stem for these medium and high hazards and preplan with other responders to ensure an eff ective and efficient res ponse to these scenarios.
Recommendations City of Falcon Heights, Minnesota. Final Repor t –Operational Analysis of Fire Services 29 8. Develop a volunteer recruitment and retention program. Volunteer membership in fire services is shrinking nationally due to many demographic and personal issues. However there are departments who are responding to this trend by developing some creative tools. These agencies are actually keepi ng full rosters and have candi dates waiting to get aboard. This report includes a section discussing volunt eer recruitment and retention. For Falcon Heights to maintain the high quality and low cost fire service delivery it currently has, the city and the department must make recruitm ent and retention a priority for the future. 9. Review and update all department Standard Operating Guidelines and inter-jurisdictional agreements . FHFD has a very comprehensive set of standard operating guidelines. The manual covers the important areas of what the department does and how to provide a safe and effective service delivery. There are also sev eral inter-jurisdictional agreements for EMS, haz-mat, and special operations services which are also well documented and clearly designed. However all these documents need to be reviewed and updated on a regular basis ranging from annually for key SOG’s to at least every three to five years for interjurisdictional agreements. This has not been done and all these policies should be reviewed and updated to provide that all new regulations, standards, and best practices are identified. 10. Review department compensation on an annual basis. Compensation is a major part of recruiting and keeping paid on call personnel. De partment and city leaders need to routinely review and adjust the compensation program for the department. Such review should include pay rates, pension, stipends, and an y other city provided benefits. 11. Determine if further evaluation of outsourcing fire services is warranted. This is a very significant decision for the City. This report has presented a baseline update on the department and identified important areas to enhance and improve services. In addition information is provided on the costs per citizen for fire services from the City of Roseville and St. Paul. If the City Council wants to pursu e discussions with these two cities, then it is important that more detail be obtained from each City on what specific costs to Falcon Heights will actually be. It is also a sensitive subject as the City of Lauderdale is also involved and their considerations need to be a factor in the discussion too. Current services are efficient, and well delivered at a very low cost per citizen served. The enhancements presented in this report will im prove effectiveness while keeping costs to a reasonable level. Based on what is known today, a discussion with the City Council is needed to determine if further consideration of outsourcing services is warranted. There is no “silver bullet” that says when and how to outsource municipal services however, once done there is little ability to go back. Falcon Heights is getting an excellent value for the dollars spent with the current delivery system. FHFD is meeting all the industry standards and required regulations. Finally under the presen t organization the City Council retains the ultimate control over the fire services within the city.
APPENDIX I MAP
MAP
APPENDIX II MUTUAL AID
APPENDIX III FIRE PERSONNEL/YEARS OF SERVICE
FIRE PERSONNEL/YEARS OF SERVICE
CITY OF FALCON HEIGHTS Regular Meeting of the City Council City Hall 2077 West Larpenteur Avenue AGENDA December 12 , 2012 A. CALL TO ORDER: 7:00pm B. ROLL CALL: LI NDSTROM __X __ HARRIS __ab __ GOSLINE __X __ LONG _X__ MERCER -TAYLOR _X ___ FISCHER _X ___ OLSON _X__ C. PRESENTATIONS : Mayor introduced four members of the U of M International Humphrey Fellows Program who were in attendance. D . A P PROVAL OF MINUTES: November 28 , 2012 Approved E. PUBLIC HEARINGS: 1. Ref inancing of 2005 Ecumen -Pines of Hutchinson Conduit Financing Bonds Opened public hearing at 7:12pm Closed public hearing at 7:13pm After closing of public hearing Scott Riddle of Ecumen thanked C ouncil for action and provided some more information Ecumen. 2. Budget Hearing Opened public hearing at 8:43pm Closed public hearing at 8:44pm Moved Resolution 12 -19 Moved Approval Mercer -Taylor 4 -0 Moved Resolution 12 -20 Moved Approval Gosline 4 -0 F. CONSENT AGENDA: Chuck Long Move d Approval 4 -0 1. Gen eral Disbursements through 12/5 /2012: $114,976.20 Payroll through 11/28 /2012: $14,364.58 2. Approval of City License 3. 2013 Commission Appointments 4. Recognition of 2012 Adopt -a -Crop Participants 5. 2013 -2014 Forester C ontract 6. Mileage reimbursement rate for 2013 7. 2013 Fee Schedule 8. Budget amendment to the Parks Program Special Revenue Fund (201) 9. Resolution Supporting Metro Transit’s Funding Request from MnDOT for the Snelling Avenue Arterial Bus Rapid Tran sit Implementation
10. Receive Feasibility Report and Order Public Hearing for the 2013 Pavement Management Program 11. Budget Amendment of Transfer to General Fund from Sanitary Sewer Fund G: POLICY ITEMS : H. INFORMATION/ANNOUNCEMENTS: Counc il member Beth Mercer -Taylor Updated on her attendance at Ramsey County Local Government Leaders meeting . Updated on her attendance of f inal presentations by U of M students on sustainability workshop results. Announced the Eart h Buzz kiosk in the City Hal l lobby . Council member Chuck Long Provided update on HRC me e ting . Thanked Falcon Heights Public Works staff for their hard work clearing snow. Reminded r esidents of cleaning snow from f ire hydrants . Presented on local government to the 4 th grade r s at Falcon Heights Elementary School. Council member Keith Gosline NYFS Update. Met with Kris Grangaard and Dan John son -Pow ers on Emergency Response in Fal con Heights. Thanked them for their efforts. Mayor Peter Lindstrom Reported on the Solar Panel Ribbo n Cutting and Solar workshop on solar bulk purchasing program as well as bulk insulation purchasing program. Updated on Environment Commission meeting. Thanked Rebecca Montgomery for her donation of a free library for her neighborhood. I. COMMUNITY FORUM: J. A DJOURNMENT: 8:14pm
REQUEST FOR COUNCIL ACTION Families, Fields and Fair __________________________ The City That Soars! Item Public Hearing for the 201 3 Pavement Management Pro ject , Order Improvement and Preparation of Plans and Specifi cations Description On December 12, 2012 , the City Council received the feasibility report for the 201 3 Pavement Management Pr oject (PMP ) and ordered the public hearing for January 9, 2013 . Prior to opening the hearing, City staff will present general i nformation regarding construction, standards, and assessments that apply for this project. Following Minnesota Statutes, Chapter 429, notice of the public hearing must be posted twice prior to the meeting; this was done in the Roseville Review on Decembe r 18, 2012, and January 1, 2013 . A notice was also sent to each property proposed to be assessed as a part of this project. Once the hearing is closed, the next step in the process is for the City Council to order the improvements and preparation of plans and specifications. The following is a brief summary of proposed improvements; for more detail, please reference the feasibility report. The following streets and alleys have been identified to be considered for improvements in 2013: • East Snelling Avenue Service Drive, Idaho Avenue to dead end • Albert Street, from Hoyt Avenue to Larpenteur Avenue • Pascal Street, from Hoyt Avenue to Larpenteur Avenue • Arona Street, from Hoyt Avenue to Larpenteur Avenue • Arona Street, from Crawford Avenue to Larpenteur Avenue • Crawford Avenue, from Snelling Avenue to Simpson Street • Hollywood Court, from Snelling Avenue Frontage Road to alleys • Alley between Larpenteur Avenue and California Avenue, from Albert Street to Hamline Avenue • Alley between Larpenteur Avenue and Crawford A venue, from Snelling Avenue to Arona Street Street Improvements: Due to the existing conditions of the roadways , the proposed improvements include a bituminous reclamation to all streets. All of the roadways will be repaved to Meeting Date January 9, 2013 Agenda Item Public Hearing Attachment Resolution 13 -02 Resident comments Submitted By Kristine Giga, Civil Engineer
match the existing roadway w idths. Existing curb and gutter will remain in place, with the exception of isolated areas that need repairs to replace damaged or sunken curb. Alley Improvements: Alley between Larpenteur Avenue and California Avenue, from Albert Street to Hamline Avenu e - This alley is proposed to be reclaimed and repaved with bituminous, with a concrete valley gutter the entire length of the alley to facilitate drainage. Alley between Larpenteur Avenue and Crawford Avenue, from Snelling Avenue to Arona Street - Two alte rnatives are discussed in the feasibility report: reclaiming the pavement and repaving with bituminous, or re constructing the alley with concrete pavement. This alley is relatively flat; a concrete alley, while more costly up -front, will be able to better facilitate drainage and be more long -lasting than bituminous. Storm Drainage and Storm Water Quality Improvements: The storm drainage system improvements are relatively minor and include maintenance on selected storm sewer manholes and catch basins. Wher e needed to improve drainage, new structures will be installed and connected to the existing storm sewer system. Curtiss Field Study - The Capitol Region Watershed District is in the process of completing a drainage study of Curtiss Field and the surround ing area. Improvements recommended in the study that coincide with the street improvement project will be incorporated into the final design. Sanitary Sewer System Improvements: The sanitary sewer system improvements are relatively minor and include maint enance on selected manholes. One segment of existing sanitary sewer pipe on Arona Street between Larpenteur and California is sagging and will be repaired. Water System Improvements: The water system is owned and operated by St. Paul Regional Water Servi ces. At this time, they have indicated that no repairs are needed within the proposed project area . Resident Comments/Concerns City staff has attached written comments from two property owner regarding the proposed project . Any additional comments receiv ed after the council packet is issued and prior to the public hearing will be provided at the public hearing. Budget Impact This project has the following financial implications for the city and property owners along the streets being considered for maint enance:
• Assessments levied in accordance with the City’s assessment policy. • Use of Municipal State Aid (MSA), Tax increment financing (TIF), and street infrastructure funds to pay the City’s portion of the project. • Expenditure of utility fund dollars to p ay for repairs needed to the existing utility system. Att achment(s) Resolution 13 -02 Resident comments Action(s) Requested Hold Public Improvement Hearing, and Adopt Resolution Ordering Improvement and Preparation of Plans and Specifications for the 201 3 Pavement Management Pro ject
1 CITY OF FALCON HEIGHTS COUNCIL RESOLUTION January 9, 2013 No. 13 -0 2 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - - - - - - - - RESOLU TION ORDERING IMPROVEMENT AND PREPARATION OF PLANS AND SPECIFICATIONS FOR THE 2013 PAVEMENT MANAGEMENT PROJECT WHEREAS, pursuant to resolution of the City Council adopted December 12, 201 2 , fixed a date for a council hearing on the 2013 Pavement Manageme nt Project, the proposed improvement of the following streets: • East Snelling Avenue Service Drive, Idaho Avenue to dead end • Albert Street, from Hoyt Avenue to Larpenteur Avenue • Pascal Street, from Hoyt Avenue to Larpenteur Avenue • Arona Street, from Hoyt Avenue to Larpenteur Avenue • Arona Street, from Crawford Avenue to Larpenteur Avenue • Crawford Avenue, from Snelling Avenue to Simpson Street • Hollywood Court , from Snelling Avenue Frontage Road to alleys • Alley between Larpenteur Ave nue and California Ave nue , from Albert St reet to Hamline Ave nue • Alley between Larpenteur Avenue and Crawford Avenue, from Snelling Avenue to Arona Street WHEREAS, ten days' mailed notice and two weeks' published notice of the hearing was given, and the hearing was held on January 9, 2013 , at which all persons desiring to be heard were given an opportunity to be heard thereon, NOW THEREFORE BE IT RESOLVED by the Council of the City of Falcon Heights, Minnesota: 1. Such improvement is necessary, cost -effective, and feasible as detai led in the feasibility report. 2. Such improvement is hereby ordered as proposed in the City Council resolution adopted January 9, 2013. 3. The City of Roseville Engineering Department is hereby designated as the engineer for this improvement. The e ngineer shall prepare plans and specifications for the making of such improvement.
2 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Moved by: Approved by: ________________________ Peter Lindstrom, Mayor January 9, 2013 LINDSTROM ____ In Favor Attested by: ________________________ GOSLINE Bart Fischer , City Administrator HARRIS ____ Against January 9, 2013 LONG MERCER -TAYLOR
December 30, 2012 City of Falcon Heights 2077 W Larpenteur Ave Falcon Heights, MN 55113 Dear City Council of Falcon Heights: My name is Marv Flodin, landlord at 1466 Larpenteur Ave for the past 40 years. I received a letter from you about the 2013 Pavement Management Project and Public Hearing Notice on January 9, 2013. I’m a firm believer in keeping property in great condition, as you can see from my property. At this time, I DO NOT agree with resurfacing Pascal Ave from Hoyt Ave to Larpenteur Ave. My vote is NO! Also, I’m concerned with your assessment cost for doing this project. I was able to redo my entire parking 2 years ago for a less price than your assessment on this project (proposed assessment $6728.40). I believe your assessment is unfair and unrealistic. Since I will be out of town for the public hearing on January 9 th , I will not be able to attend. Please enter my NO vote into your project. Thank you, Marv Flodin
December 4, 2012 1512 California Ave W St Paul, MN 55108 Kristina Giga Civil Engineer Falcon Heights, MN 55108 Bart Fischer City Administrator Falcon Heights, MN 55108 Ms.Giga, and Mr. Fischer: Thank you for the informative letter of Novemb er 19, 2012, regarding the 2013 Pavement Management Project. As a resident living on the California-Arona corner for the last 35 years we drive that surface virtually every day and watch car s pass by constantly. You state that “streets which have....a poor driving surface are improved....” Frankly, the current driving surface appears s eems to be intact, not unsightly, and better than that of most St. Paul streets. And it and clearly does not represent any safety hazard. With the prospect of higher taxes as well as rising prices in all sectors, combined with income and employment at low points, should the city reconsider a “street maintenance program,” which was instituted during more affluent times, and rea lign it to our current needs and resources? Considering the increased need for fiscal responsibil ity in these difficult economic times, it would be wise for Falcon Heights to consider good stewardship of its funds and of the resources of its residents. Personally speaking, at 70 years of age, my wife 65, we continue to work in our professions to meet our living expenses. The amount we w ill be expected to pay is esp ecially burdensome considering the extensive length of our prope rty bordering Arona. Sincerely, William Fritsche Jayn Fritsche
REQUEST FOR COUNCIL ACTION Families, Fields and Fair __________________________ The City That Soars! Item General Disbursements and Payroll Description Ge neral Disbursements through 1 /3 /2012: $199,518.47 Payroll through 12 /27 /2012: $29,271.90 Budget Impact Att achment(s) General Disbursements and Payroll Action(s) Requested Staff recommends that the Falcon Heights City Council approve general disbursements and payroll. Meeting Date January 9 , 201 3 Agenda Item Consent F1 Attachment General Disbursements and Payroll Submitted By Roland Olson, Finance Director
REQUEST FOR COUNCIL ACTION Families, Fields and Fair __________________________ The City That Soars! Item Approval of City License s Description The following individuals have applied for a Mechanical Licens e for 2013 . Staff has received the necessary documents for licensure. 1. Fireside Hearth a& Home 2. Yale Mechanical, LLC 3. Absolute Mechanical Contractors, LLC 4. Champion Plumbing 5. Bonfes Plumbing Heating & Air Services, Inc. The following individuals have applie d for a Tree Trimming/Treating/Removal License for 2013 . Staff has received the necessary documents for licensure. 1. Bartlett Tree Experts 2. Northern Arborists 3. Hugo’s Tree Care, Inc. 4. Rainbow Tree Company 5. A -1 Walsh, Inc. The following indiv iduals have applied for a Municipal Business License for 2013. Staff has received the necessary documents for licensure. 1. BM Fitness LLC dba Snap Fitness 2. Hair Designs Unlimited 3. John A. Knutson & Co., PLLP 4. Parents United for Public Schools 5. MK Enterprises of MN, LLC 6. Central Pediatrics, P.A. 7. The Art, LLC 8. Northern Tier Retail, LLC dba Super America #4353 9. Cox Insurance Associates, Inc. 10. Har Mar Lock and Service Center 11. National Youth Leadership Council Meeting Date January 9, 2013 Agenda Item Consent F2 Attachment N/A Submitted By Michelle Tesser , Assistant to the City Administrator
12. Hamline Hoyt Service The following individuals have applie d for a Refuse/Recycle License for 2013. Staff has received the necessary documents for licensure. 1. Waste Management of Minnesota, Inc. 2. Keith Krupenny & Son Disposal Service, Inc. 3. Aspen Waste Systems, Inc. 4. Walters Recycling & Refuse, Inc . 5. Allied Waste Sy stems 6. Tennis Sanitation, LLC The following individuals have applied for a Liquor License License for 201 3 . Staff has received the necessary documents for licensure. 1. Merwin’s Liquor 2. XY Corporation dba New Fresh Wok The following individuals have applied for a Cigarette License for 2013. Staff has received the necessary documents for licensure. 1. Merwin’s Liquor 2. Falcon Heights Gas & Convenience, Inc. The following individuals have applied for a Massage Therapist License for 2013. Staff has received the necessary documents for licensure. 1. Ruth Atherly, Hair Design Unlimited The following individuals have applied for a Gasoline, Grocery and Car Wash License for 2013. Staff has received the necessary documents for licensure. 1. Falcon Heights Gas & Conve nience, Inc. The following individuals have applied for a Home Occupation License for 2013. Staff has received the necessary documents for licensure. 1. Therapy for Children, Adults and Families, Inc. 2. David L. Wasson Graphic Design The following individua ls have applied for a Restaurant License for 2013. Staff has received the necessary documents for licensure. 1. Spin the Planet Enterprises dba Jimmy John’s
2. Coffee Grounds 3. Pizza Hut The following individuals have applied for a General Construction License for 2013. Staff has received the necessary documents for licensure. 1. Kraus -Anderson Construction Company 2. As p halt Driveway Co. The following individuals have applied for a Bench License for 2013. Staff has received the necessary documents for licensure . 1. U.S. Bench Corp. Budget Impact Att achment(s) N/A Action(s) Requested Staff recommends that the Falcon Heights City Council approve the 2013 City License Applications .
REQUEST FOR COUNCIL ACTION Families, Fields and Fair __________________________ The City That Soars! Item Resolution Designating Official Depositories for 201 3 Description All investments are made according to State la w and the City’s Investment Policy. The City Administrator and/or Finance Director is authorized to deposit general and other funds therein and make investments and transfers for funds for the City of Falcon Heights. Collateral is furnished by the fina nci al institutions as required by law. Budget Impact Att achment(s) Resolution 13 -0 1 Action(s) Requested Staff recommends that the C ouncil approve th e official depositories for 2013 . Meeting Date January 9 , 201 3 Agenda Item Consent F 3 Attachment Resolution 13 -0 1 Submitted By Roland Olson, Finance Director
CITY OF FALCON HEIGHTS COUNCIL RESOLUTION January 9, 2013 No. 13 -01 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - A RESOLUTION DESIGNATING THE OFFICIAL DEPOSITORIES FOR T HE CITY OF FALCON HEIGHTS BE IT HEREBY RESOLVED, by the city council of the City of Falcon Heights that the following financial institutions be designated as depositories for funds of the City of Falcon Heights: US Bank System, LMC 4M Fund (checking account) US Bank National Association RBC Public Fund Services Morgan Stanley Smith Barney, LLC Wells Fargo Advisors, LLC Minnesota Municipal Money Market Fund (4M Fund) and (4M Plus Fund) P MA Securities Inc (4M and 4M Plus Investment Poo ls) Wells Fargo Securities , LLC BE IT FURTHER RESOLVED that the City Administrator and/or Finance Director is authorized to deposit general and other funds therein and make investments and transfers of funds for the City of Falcon Heights. Collateral shall be furnished by the financial institutions as required by law. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Moved by: Approved by: ________________________ Peter Lindstrom , Mayor January 9 , 2013 LINDSTROM ____ In Favor Attested by: ________________________ GOSLINE Bart Fischer HARRIS ____ Against City Administrator LONG January 9 , 20 1 3 MERCER -TAYLOR
REQUEST FOR COUNCIL ACTION Families, Fields and Fair __________________________ The City That Soars! Item Review of Elected Official Out -of -State Travel Policy Description In 2005, the Minn esota State L egislature passed a requirement that cities adopt a policy that regulates out -of -state travel by elected officials. The Falcon Heights City Council adopted the attached policy on November 9, 2005. One provision of the statute is that the pol icy be reviewed annually by the City c ouncil. Budget Impact N/A Att achment(s) Elected Official Out -of -State Travel policy Action(s) Requested Staff recommends that the Falcon Heights City Council affirm the attached City of Falcon Heights Elected Off icial Out -of -State Travel policy adopted November 9, 2005. Meeting Date January 9 , 201 3 Agenda Item Consent F 4 Attachment Elected Official Out -of -State Travel P olicy Submitted By Bart Fischer , City Administrator
REQUEST FOR COUNCIL ACTION Families, Fields and Fair __________________________ The City That Soars! Item Designation of Official Newspaper Description State statute requires that a city designate a legal newspaper of general circul ation in the city. This newspaper is used when the city is required to publish legal notification regarding public hearings, elections and city financial matters. There are two local papers that service Falcon Heights: The Park Bugle and the Roseville R eview. Staff recommends that the City designate the Roseville Review as its legal newspaper in 2013 for the following reasons. • The Roseville Review circulates to most households in Falcon Heights. • The Roseville Review is a weekly publication. A month ly publication such as the Park Bugle would not suit the City’s needs, as the City Council meets twice a month, and legal notices must be publi shed on a more timely schedule. Budget Impact Funds have been allocated in the 2013 B udget for any costs associ ated with public notices . Att achment(s) Action(s) Requested Designate the Roseville Review as the City’s legal newspaper for 201 3 . Meeting Date January 9 , 201 3 Agenda Item Consent F 5 Attachment Submitted By Bart Fischer, City Administrator
REQUEST FOR COUNCIL ACTION Families, Fields and Fair __________________________ The City That Soars! Item Review and Adopt Council Standing Rules Description Each year at the first Council meeting, the Ci ty Council reviews the operating procedures it intends to use, and decides if changes are warranted. Staff has no recommendations for changes in the standing rules at this time Budget Impact N/A Att achment(s) City Council Standing Rules Action(s) Re quested Adopt standing rules as amended 2/8/2006 fo r 2013 . Meeting Date January 9 , 201 3 Agenda Item Consent F 6 Attachment City Council Standing Rules Submitted By Bart Fischer , City Administrator
REQUEST FOR COUNCIL ACTION Families, Fields and F air __________________________ The City That Soars! Item Appointment of City Engineer Description For several years the C ity has contracted with the City of Roseville for city enginee ring services. Staff is seeking to continue this relationship and appoint Deb Bloom the City Engineer for 2013 . Budget Impact Funds have been allocated in the 2013 B udget. Att achment(s) Action(s) Requested Approval of Deb Bloom and the City of Rosevil le Engineering Department as City of Falcon Heights Engineer for 2013 . Meeting Date January 9 , 201 3 Agenda Item Consent F 7 Attachment Submitted By Bart Fischer , City Administrator
R EQUEST FOR COUNCIL ACTION Families, Fields and Fair __________________________ The City That Soars! Item Appointment of City A ttorney Description For several years, the City of Falcon Heights has contracted our prosecuting attorney services to Katrina Joseph of Hughes and Costello. City Council appointed Ms. Joseph/Hughes and Costello the City’s 2013 Prosecuting Attorney at the 12/12/12 Council meeting. In addition, the C ity has used the law firm of Campbell Knutson, P.A. for Civi l A ttorney services for many years. Roger Knutson is the main contact, but the C ity uses various attorneys in the firm for our daily needs. Budget Impact Funds have been allocated in the 2013 B udget. Att achment(s) Action(s) Requested Staff recommends that the Falcon Heights City Council approve the law firm of Campbell Knutson, P.A. for civil legal services for 2013 . Meeting Date January 9 , 201 3 Agenda Item Consent F 8 Attachment Submitted By Bart Fischer , City Administrator
REQUEST FOR COUNCIL ACTION Families, Fields and Fair __________________________ The City That Soars! Item Appointment of City Auditor Description Each year the C ity is required to have an independent firm audit our financial records . For the past several years, we have used Kern -DeWenter -Viere as our audit ors, and we have been very satisfied with their services. Budget Impact Funds have been allocated in the 2013 B udget. Att achment(s) Action(s) Requested Staff recommends the a pp roval of KDV, Kern -DeWenter -Vie re, as the City Auditor for 2013 . Meeting Date January 9 , 201 3 Agenda Item Consent F 9 Attachment Submitted By Bart Fischer , City Administrator
REQUEST FOR COUNCIL ACTION Families, Fields and Fair __________________________ The City That Soars! Item Appointment of Acting Mayor Description Periodically, the M ayor’s absence requires that official duties (such as signing official docu m ents, running City C ouncil meetings, etc.) need to be conducted in a timely manner. Past practice has been to rotate this position among the variou s C ity Councilmembers. The 2012 Acting M ayor was Councilmember Pam Harris . The M ayor still retains the ri g ht to name other Councilmembers as Acting M ayor when planned absences are anticipated, bu t the formal designation of an Acting M ayor allows for continuity of operations in the case of an emergency or unplanned absence. Budget Impact N/A Att achment(s) Action(s) Requested I recommend that the Falcon Heights City Council approve Councilmember Keith Gosline as the 2013 A cting M ayor. Meeting Date January 9 , 201 3 Agenda Item Consent F 10 Attachment Submitted By Peter Lindstrom, Mayor
REQU EST FOR COUNCIL ACTION Families, Fields and Fair __________________________ The City That Soars! Item Council/City Commission Liaison Assignments - Amended Description Council members are each assigned to serve as a liaison b etween C ity C ouncil and various commissions each year. Assignments for 2013 are as follows: • Planning Commission – Pam Harris • Human Rights Commission – Chuck Long • Parks and Recreation Commission – Chuck Long • Environm ent Commission – Beth Mercer -Taylor • Neighborhood Commission – P eter Lindstrom • Northwest Youth and Family Services – Keith Gosline • Ramsey County League of Local Governments – Beth Mercer -Taylor • U of MN Campus Area Coordinating Committee and Stadium Area Advisory Group – Peter Lindstrom • North Suburban Cable Commission – Rick Talbot Budget Impact N/A Att achment(s) Action(s) Requested I recommend approval of the above assignments. Meeting Date January 9 , 201 3 Agenda Item Consent F 11 Attachment Submitted By Peter Lindstrom, Mayor
REQUEST FOR COUNCIL ACTION Families, Fields and Fair __________________________ The City That Soars! Item Recreation Agreement with the City of Lauderdale Description The City of Lauderdale does not offer recreation programs to their residents. In 2009, Lauderdale asked Falcon Heights Parks and Recreation to offer programs to their residents at a residential rate. In return, Lauderdale provides facility and park space fo r Falcon Heights Parks and Recreation programs . At the end of each year, Falcon Heights invoices Lauderdale the difference in resident rate and non -residential rate for each registrant . T he agreement is updated annually . Budget Impact With more sites available for programming, registration revenue in the recreation budget increase s . Att achment(s) Recreation Services Agreement for the City of Falcon Heights and City of Lauderdale. Action(s) Requested Staff recommends that the Fa lcon Heights City Coun cil adopt the Recreation Agreement with the City of Lauderdale. Meeting Date January 9 , 201 3 Agenda Item Consent F1 2 Attachment Recreation Agreement with the City of Lauderdale Submitted By Michelle Tesser, Assistant to the City Administrator
City of Falcon Heights City of Lauderdale Recreation Agreement THIS AGREEMENT is effective January 1 , 201 3 , through December 31, 201 3 , by and betwe en the City of Lauderdale , 1891 Walnut Street ~ Lauderdale, MN 55113, and the City of Falcon Heights, 2077 W. Larpenteur Ave ~ Falcon Heights , Minnesota 55113. Falcon Heights agrees to provide recreation program s within the City of Lauderdale . Lauderdale agrees to provide facility sp ace for the program s . The Cities of Lauderdale and Falcon Heights agree to the following obligations: 1. F alcon Heights agrees to : • Provide recreation programs and experiences to Lauderdale residents for t he same fee as paid by Falcon Heights ’ residents. Lauderdale will reimburse Falcon Heights the difference between the resident a nd non -resident rate for recreation programs and experiences held at Falcon Heights ’ facilities. Lauderdale will not reimburse Falcon Heights if the programs are held at Lauderdale facilities. • Coordinate registration, supervision, and program curriculum appropr iate for the recreation program . • The r ecreation progr am s held at Lauderdale City Hall will include, but not be limited to, Tae Kw o n Do and Yoga . • Provide program staff, program supplies and equipment, and program maintenance support for the agreed upon recreation program . 2. Lauderdale agrees to : • Provide program space at Lauderdale City Hall and at Lauderdale Community Park . The City of Lauderdale agrees to provide re gular facility and park maintenance such as sweeping the floor and supplying table s requested by Falcon Heights. • Provide faciliti es access and keys to Falcon Heights Park and Recreation Staff.
Liability Falcon Heights shall defend and indemnify Lauderdale and it employees, officers, volunteers and agents for any claims against L auder dale arising from Falcon Heights’s performance or failure to perform its duties under this Agreement. Lauderdale shal l defend and indemnify Falcon Heights and it employees, officers, volunteers and agents for any claims against Falcon Heights arising from Lauderdale’s performance or failure to perform its duties under this Agreement. Under no circumstances, however, shall a party be required to pay on behalf of itself and the other party, any amounts in excess of the limits on liability established in Min nesota Statutes, Chapter 466 applicable to any one party. The limits of liability for the parties may not be added together to determine the maximum amount of liability for any party. Employees of Falcon Heights and Lauderdale shall remain employees of th eir respective cities regardless of where services are provided under this Agreement. Each party shall be responsible for injuries to or death of its own personnel. Each party will maintain workers’ compensation insurance or self -insurance coverage, cove ring its own personnel while they are providing services pursuant to this Agreement. Each party waives the right to sue the other party for any workers’ compensation benefits paid to its own employees or their dependants, even if the injuries were caused w holly or partially by the negligence of the other party. IN WITNESS WHEREOF, the parties have duly executed this Agreement effective as of the date first above written. City of Falcon Heights City of Lauderdale ______________________________ ______________________________ Mayor Peter Lindstrom Mayor Jeffrey Dains Date: ___________________________ Da te: ________________________ ______________________________ ______________________________ City Administrator City Administrator B art Fischer Heather Butkowski Date: ___________________________ Da te: ________________________
REQUEST FOR COUNCIL ACTION Families, Fields and Fair __________________________ The City That Soars! Item 201 3 Cost of Living Adjustments (COLA) Description As part of the 2013 B udget process, employee salaries are adjusted based on various factors, one of which is a cost -of -living adjustment (CO LA). Incorporated into the approved 2013 budget is a 2 % increase for all employees including the City Administrator. Budget Impact The 2% COLA is incorporated into the approved 2013 B udge t. Att achment(s) Action(s) Requested Staff recommends that the Falcon Heights City Council approve a 2 % cost of living adjustment for all city employees for 2013 as reflected in the approved 2013 Budget. Meeting Date January 9, 2013 Agenda Item Consent F 13 Attachment Submitted By Bart Fischer , City Administrator
REQUEST FOR COUNCIL ACTION Families, Fields and Fair __________________________ The City That Soars! Item Approve St. Croix Tree Service, Inc. as the 201 3 -2014 Tree Trimming and Removal Contractor Descr iption Each year the City of Falcon Heights selects a company to serve as our tree trimming and removal contractor. St. Croix Tree Service, Inc was the selected contractor in 201 2. City staff has been satisfied with their overall service, performance an d pri ces. For 2013 -2014, the City went out again for bids on this service as it will now include a large amount of EAB removal and replanting. The City received 2 bids back from St. Croix Tree Service and S & S Tree Service. City Forester Andy Hovland r eviewed both bids and is recommending we continue our relationship with St. Croix Tree Service for 2013 -2014. Attached is the 2013 -2014 Tree Trimming and Removal Agreement with quoted prices from St. Croix Tree Service and S & S Tree Service . Budget I mpact Funds have been allocated in the 2013 B udget and EAB grant funds have been secured for 2013 -1014 for this service . Att achment(s) Tree Trimming Agreement Action(s) Requested Staff recommends that the Falcon Heights City Council select St. C roix Tree Service, Inc. as the C ity’s tree trimming and removal contractor for 2013 -2014 and authorize the City Administrator and Public Works Director to sign said agreement . Meeting Date January 9 , 201 3 Agenda Item Consent F 14 Attachment Tree Trimming Agreement & Bids Submitted By Bart Fischer , City Administrator
REQUEST FOR COUNCIL ACTION Families, Fields and Fair __________________________ The City That Soars! Item Approval of Building Repair Invoice Description In mid -2012 during the roof replacem ent project, it was noticed that a portion of the southwest corner of the building was beginning to separate from the rest of the building. Subsequently, the City hired Stantec Consulting Services to assist in repairing the building including bidding for contractors on the project. City Council did approve a contractor and a bid for $18,700. During the demolition and reconstruction of the southwest corner of the building, it was noticed by the contractor and confirmed by Stantec, that more of the concret e block backup wall was cracked and damaged than was expected. Due to this, costs overran the bid price by $3,414. Both Stantec and Public Works Director Tim Pittman have reviewed the work and the attached invoice and recommend payment in full of the inv oice. It should be noted that during initial bidding on the project, the City received 2 bids. Even with the $3,414 in additional expenses, this contract was still less expensive than the 2 nd bid received initially. Budget Impact This project was antici pated to be and will be funded from the Infrastructure Fund. Att achment(s) Documents form Stantec Consulting Services. Action(s) Requested Staff recommends payment in full of the invoice for the repairs to the southwest corner of the building. Meeting Date January 9 , 20 1 3 Agenda Item Consent F 15 Attachment Documents from Stantec Consulting Services Submitted By Bart Fischer, City Administrator
REQUEST FOR COUNCIL ACTION Families, Fields and Fair __________________________ The City That Soars! Item A ppointment of Administrative Coordinator (PT) Description The Administrative Coordinator position is a newly created job that incorporates the past Part -Time Office Assistant position with added responsibilities and a pay increase. The job was posted on the city’s website as well as with the League of Minnesota Cities, and roughly 40 applications were re ceived. Staff interviewed and recommends appointing Chelsea Petersen pe nding City C ouncil approval. Chelsea has experience working in the City of Richfield and US Bank. She is currently attending Mankato State for her Master of Public Administration deg ree. Staff is very excited about the addition of Chelsea Petersen to the Falcon Heights organization and is happy to recommend her approval to the City C ouncil. Budget Impact Included in the 2013 budget is the authorization to fill the part -time Adminis tration Coordinator position. Att achment(s) Chelsea Petersen ’s Resume Action(s) Requested Staff recommends that the Falcon Heights City Council appoint Chelsea Petersen to the position of Administrative Coordinator (PT) at a beginning rate of $15.25 /hour. Meeting Date January 9, 2013 Agenda Item Consent F 16 Attachment Chelsea Petersen ’s Resume Submitted By Michelle Tesser , Assistant to the City Administrator