HomeMy WebLinkAboutCCAgen_13 Jan 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: LINDSTROM ____ HARRIS ____ GOSLINE ____
LONG ____ MERCER-TAYLOR ____
FISCHER ____
C. PRESENTATIONS:
1. Operational Analysis of Fire Services- David Unmacht, Springsted Incorporated
D. APPROVAL OF MINUTES: December 12, 2012
E. PUBLIC HEARINGS:
1. 2013 Pavement Management Project, Order Improvement and Preparation 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. Review 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. Approval 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 quality, 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 pleased to submit the Final Report for the Operational
Analysis of the Fire Services for the City of Falcon 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 the 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 organization, management and operations 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 information 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 study 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 Report –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 analysis 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 presently used by the department in the delivery of
fire services. Included in the evaluation was a review of the existing organizational structure, fire
equipment and apparatus, strengths, issues and challenges, and present staffing levels. The scope of
services also asked one important question and that was 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 instrumental in providing valuable input into the study and
the ultimate conclusions in the Report. The willingness of all stakeholders to offer candid insight,
ideas and data helped to frame and 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. This 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 relationship, would support even greater communication
between the department and the City. The department has a traditional organizational structure and
business model. The department uses a part-time Fire 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 trends 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, City 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 recommendations cover a wide path including staffing,
equipment, communication and collaboration 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 Report –Operational Analysis of Fire Services 2
2. Background
The City of Falcon Heights was incorporated as a Village 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 Technology 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 period, although significant redevelopment has
occurred within the past ten years, and plans call for 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 through Lauderdale, which is also in the coverage area
for the department. Police services to both Falcon Heights and Lauderdale are provided by the City
of St. Anthony Village. Ambulance service to both cities is provided by the City of St. Paul. By all
testimony the present relationships between the Falcon 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 indirectly 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 and 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 importance of public safety and fire services to the
City and community. Conducting a fair, balanced and objective fire analysis supports the goals and
objectives of the Falcon Heights City Council.
The Study
City of Falcon Heights, Minnesota. Final Report –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 “pursue comprehensive analysis of fire department
operations in order to maximize efficiency and use of resources.” A Request for Proposals (RFP) was
prepared and distributed to professional firms for review 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 officials 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 benchmark against state and national standards
for volunteer/paid-on-call departments including NFPA #1720, ISO and CAFI standards.
2. Review department organizational structure and workplace culture and make
recommendations on potential improvements.
3. Gather input from stakeholders, including members of the fire department, city council, city
administration, City of Lauderdale representatives, 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 consultant to identify the
cities/departments to compare with within the scope of services.
5. Analysis of current staffing levels and recommendation 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 future needs including a proposed timeframe for
replacement or upgrade.
8. Comparison of current departmental budget as compared to similar metropolitan departments
including personnel costs, vehicle maintenance and training budgets.
9. Review the existing Standard Operating Procedures (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 Report –Operational Analysis of Fire Services 4
4. The Study Process
The process used for the organizational analysis of the department includes these 16 steps:
• Eight (8) one-on-one interviews with elected officials, 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, 2009 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, Mendota 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, presentations 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, Assistant 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 Mayor 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 Report –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 the 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. Interviews with Lauderdale city officials indicated that
the performance of the FHFD is good. No clear issues 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 citizens. The department is a volunteer, or paid-on-
call, workforce with an average of twenty (20) firefighters on staff at any one time. The department
is led by a Chief, who is elected to three-year terms 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 department 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 Heights a Class 5 ISO Rating. (See other section
in the report for a briefing on ISO Ratings.)
Falcon Heights Fire Department Mission Statement
The mission of the FHFD is, “To continually strive for 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 process 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 Report –Operational Analysis of Fire Services 6
Fire Department Comprehensive Plan
In the 2009 Comprehensive Plan language is included which states that the City, “... intends to
maintain the volunteer fire department at current levels 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 continue to participate actively in countywide and metro
efforts to develop a coordinated emergency response system.”
Fire Department Communications and Culture
One of the foundations for all organizational cultures is how communication takes place both
internally and externally. A review of the FHFD communications offers the following.
Internal Communication
FHFD has formal and informal internal communications systems. Formally the department utilizes
the chain of command and information flows up and down this structured system as per departmental
guidelines. Informally, FHFD has several groupings 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 perceptions 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 communications 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 functioning department. This is an area where FHFD can
improve in interaction and transparency. The first area to improve is the department’s relationship
with city administration. Historically the communications occurred largely with the city council and
the city administrator during the budget process and during handlings of inquiries and/or citizen
concerns. While it is likely that the communication culture is largely due to the fact that FHFD is an
on call organization, it is imperative that additional steps 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 information packets. Areas which can be key points of
citizen interaction include training drills; after incident 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 performance 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 perception 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 learned that over the course of the past year, the
conversations between the Fire Department 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 Report –Operational Analysis of Fire Services 7
6. Standards and Benchmarks
This section compares the FHFD to industry standards. There are two specific National Fire
Protection Association (NFPA) standards which are applicable to the fire service delivery system in
Falcon Heights.
NFPA 1720
The most widely recognized standard used in response time analysis for volunteer fire departments is
outlined in NFPA 1720, Organization and Deployment of Fire Suppression Operations, Emergency
Medical Operations and Special Operations to the Public by Volunteer Fire Departments.
Falcon Heights/Lauderdale, with 2.68 square miles of land area and a population of 7,700, has a
jurisdictional population density of 2,961 people per square mile. This population density puts
Falcon Heights in the “urban” demand zone classification which recommends an initial response of
15 personnel responding to fire calls within 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 has 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, 18th Edition, Typical Initial Attack Response Capability
Assuming Interior Attack and Operations Response 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 occupancy (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 least four pumpers, two ladder trucks (or combination
apparatus with equivalent capabilities), two chief officers, and other specialized apparatus as may be
needed to cope with the combustible involved; not fewer than 24 firefighters and two chief officers.
Medium-Hazard Occupancies
Apartments, offices, mercantile and industrial occupancies not normally requiring extensive rescue or
firefighting forces: At least three pumpers, one ladder truck (or combination apparatus with
equivalent capabilities), one chief officer, and other 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 scattered 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 recommended 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 will require the use of mutual aid from neighboring
Standards and Benchmarks
City of Falcon Heights, Minnesota. Final Report –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 jurisdictional 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-intensive profession. Although technologically the
tools and equipment used by firefighters have changed 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 accomplish this, firefighters must be able to quickly and
efficiently gain access to a fire and apply an extinguishing agent (typically water, but foam and other
agents are gaining in popularity). This requires 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 firefighters, the federal government enacted regulations
to ensure that firefighters operate safely in and around 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 structural fire before personnel can initiate interior
operations. Two firefighters must remain on the exterior of the structure, properly equipped with full
turnout gear and SCBA to act as a Rapid Intervention Team (RIT) in the event the firefighters
operating inside the structure become incapacitated or trapped. Although OSHA allows one RIT
member to have an additional role such as incident commander or safety officer, as long as rescue
activities can be performed without jeopardizing the safety of other firefighters, a pump operator
cannot make up part of the RIT unless the apparatus utilizes a positive water source, which allows the
pump to be unstaffed for a period.
Based on our analysis, the FHFD is complying with 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 system measures the effectiveness and efficiency of three key parts of
community fire protection; fire department, water 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 insurance rates for participating insurers are banded for
class #2 through class #8 communities. This means that the premium for insurance to homeowners is
the same for these communities. The only occupancy type which has separate rates for each class
Standards and Benchmarks
City of Falcon Heights, Minnesota. Final Report –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 prevention, code enforcement, and planning and
zoning which are the proactive functions of community fire defense planning.
Falcon Heights has a Class #5 community fire protection 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 fire department. City leaders should rightfully be
very proud of this achievement. However service delivery 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 Report –Operational Analysis of Fire Services 10
7. Fire Apparatus
The department currently has three Class A fire apparatus. 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 which 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 members with four members having access to a SCBA
Unit.
Engine 753 - 2005 Sterling Custom Fire Pumper
Fire Apparatus
City of Falcon Heights, Minnesota. Final Report –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 members with four members having access to a Self
Contained Breathing Apparatus (SCBA)
Additionally there is a 1998 Chevrolet utility vehicle 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 maintenance which is certainly a good value when
considering the total new replacement value of all three of the apparatus would be in excess of $1.5M.
Presently there is also $175,000 set aside for major refurbishing 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 Report –Operational Analysis of Fire Services 12
Apparatus Replacement Schedule
There are two principal guidelines used for apparatus replacement, the NFPA vehicle replacement
guideline and the American Public Works Association (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. The NFPA guidelines for fire vehicle replacement are:
“The normal life expectancy for first-line fire 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 engines. 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 extremely 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 variables to consider in vehicle replacement. The
numbers of calls to which a vehicle responds and the frequency and quality of preventive and other
maintenance received can also affect vehicle lifespan.
As a rule of thumb, an annual replacement review 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 and 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 significant 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 developed by the American Public Works Association
Fleet Service Committee for assessing fire apparatus for replacement, or a scoring system similar to
it. The system entails considering a combination of variables that include age, mileage, maintenance
costs, and operating conditions. A replacement score 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 Report –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 the five aspect scores is then multiplied by 12, and
these values are summed with the points assigned for age and mileage to obtain the overall vehicle
score. If the overall score exceeds the point limit established for the respective vehicle category, the
vehicle is recommended for replacement. The categories and associated maximum scores are listed in
Table 1.
Table 1: Maximum Vehicle Points before Disposal
The critical component in any service-life-assessment 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 acceleration and deceleration, hard turns, quick stops,
and other extreme demands are placed on fire apparatus on a regular basis. Additionally, fire
apparatus are almost always fully-loaded with equipment. 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 and does not have some safety features such as interlocks and tip
communications which are required on today’s aerial 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 old 1,250 gallons per minute Class A pumper built on a commercial
chassis. This apparatus has had $13,000 in maintenance 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 maintenance and repairs in the past five years. #753 is well maintained
and safe for personnel. This unit will likely be a candidate 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 Report –Operational Analysis of Fire Services 14
To look at the long term capital cost of fire apparatus it is essential to assess the cost per year needed
to be set aside for a replacement program. The current 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 Report –Operational Analysis of Fire Services 15
8. Demand, Deployment and Risks
The Fire Department currently responds to approximately 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 resultant 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. Larpenteur 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 sign 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
Year Response Times
2007 6 min 21 sec
2008 6 min 29 sec
2009 6 min 32 sec
2010 7 min 34 sec
2011 6 min 14 sec
5 Year Average 6 min 46 sec
Year Calls Fire Loss
2007 112 $240,000.00
2008 99 $0.00
2009 85 $0.00
2010 108 $500.00
2011 99 $675,000.00
5 Year Totals 503 $915,000.00
Average 100 $183,100.00
Demand, Deployment and Risks
City of Falcon Heights, Minnesota. Final Report –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 jurisdiction (yellow highlight above) based upon a population
density of 2,961 per square mile. This population density requires a first alarm response for a
structure fire of 15 personnel to arrive on scene within nine minutes of notification 90% of the time.
Falcon Heights is meeting this standard with response to 95.2% of fire emergency calls from 2007
through 2011 within the 9 minutes or less and a complement of 20 personnel available.
Risks
NFPA Fire Chiefs Handbook 18th 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 occupancies 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 safely 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 neighboring jurisdictions is en-route as part of the
assignment to safely mitigate the situation. There are three main or target hazards in the jurisdiction
which should be preplanned for fire and related emergency incidents (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/mi2 15 personnel 9 minutes 90%
Suburban 500-1000
people/mi2 10 personnel in 10 minutes 80%
Rural <500 people/mi2 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 Report –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 important 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 practices can be found in Appendix II.
Organization, Management and Operations
City of Falcon Heights, Minnesota. Final Report –Operational Analysis of Fire Services 18
9. Organization, Management and Operations
FHFD is a traditionally structured volunteer fire department. 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 experienced 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 month. The First Assistant Chief/Training Officer is
paid an allowance of $250 per month. There are three 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 administrators are getting to know each other and
have started a productive and positive relationship.
Fire Prevention
FHFD also provides fire prevention and code enforcement services to Falcon Heights and Lauderdale.
Fire prevention and code enforcement activities 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 are in accordance with local
and state regulations. Fire investigation is primarily cause and origin with arson under Ramsey
County and the State Fire Marshal.
Organization, Management, and Operations
City of Falcon Heights, Minnesota. Final Report –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 requirements for required training and total attendance
annually. Records are maintained for each member for training as well as maintenance of required
certifications. FHFD training complies with current mandated standards and provides additional
training in key areas of service delivery.
Safety
FHFD has a Safety Officer as part of the organizational structure. This is a designated position which
is responsible for all on scene safety during emergency operations. Though not called out in
department SOG’s, the safety officer should be responsible for monitoring personnel records to see
that all firefighters have met federal and state requirements for their positions, that all apparatus and
equipment meet standards, and any safety issues are resolved completely and properly documented.
2012 Budget
The current FHFD budget for 2012 is $126,316 excluding 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 tax 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/rescue 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 Report –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 will 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 begins 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 candidate 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 arise in one’s life and factors relating to the individual
fire department or the fire service itself. To retain new and current members, volunteer departments
must display four essential characteristics that address 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 have 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 Federal 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 reports 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 successful 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 important for fire and rescue volunteers. Given the
enormous time demands, training demands, and personal risks, it is easy for volunteers to burn out
Organization, Management, and Operations
City of Falcon Heights, Minnesota. Final Report –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 nation have strengthened their incentive programs for
volunteer firefighters. The cost of incentives is small and economically justifiable if they help recruit
and retain volunteers and forestall hiring more career employees. Volunteers in the fire and rescue
service today are the first line defenders for any type of emergency or disaster.
Recognition
Volunteers generally want to be appreciated and receive some form of recognition for their service to
the community. Some are willing to work quietly for 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 long way. Although most volunteers never mention
the desire for recognition, it is almost always well received when given. Recognition can come from
the Chief, city administration, the elected officials 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 departments 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 sleeping areas are not very suitable for permanent
residency (e.g., in most cases they are open bunkrooms instead of individual dorm rooms).
Health Insurance
The city could provide health insurance for volunteers 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 retirement plans for volunteer firefighters. Most of
these plans are based on years of service and set up through the state legislature. One program that
Organization, Management, and Operations
City of Falcon Heights, Minnesota. Final Report –Operational Analysis of Fire Services 22
should be looked at is the Length of Service Awards 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 program 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 maintaining 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 place. It is estimated that for a municipality to
transition to just one 4-person paid Fire Department, 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 municipalities 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 and 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 Guidelines (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 Incident 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 documents 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 for 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 population of 7,700 citizens.
Organization, Management, and Operations
City of Falcon Heights, Minnesota. Final Report –Operational Analysis of Fire Services 23
One of the tasks within the study was to explore 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. There 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 jurisdiction 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 within 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 conclusions 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 Report –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 interpret 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 comparison can identify organizational strengths and also
suggest areas for improvement.
A survey was done with other cities including: St Anthony Village, North St. Paul, Newport, Bayport,
Mendota Heights, and Spring Lake Park. Jurisdictional 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 Heights 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 personnel is 25 with largest department having 37
and Falcon Heights being the smallest 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 with the high call volumes in jurisdictions which run
medical (EMS) calls as part of their service delivery. 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 cost 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 compared salary and benefits and various pay for
department positions. The salary/benefits comparison 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 Falcon Heights is getting a very good value from its fire
services and this service is being delivered by a small but very efficient department.
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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 interviews, 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 annual 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 department Standard Operating Guidelines 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 Chief/Fire Marshal. Discussion can occur on
what level (full or part time) the Chief’s position 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 Fire Chief would also improve interaction with
elected officials and city administration and provide greater accountability for department
decisions and incident responses. The position 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 manner. This person would also be directly
responsible for implementing the annual City 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. This 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 activities 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 children. This is a good start but it is important
Recommendations
City of Falcon Heights, Minnesota. Final Report –Operational Analysis of Fire Services 28
to expand community recognition and the fire safety education. There are many ways to
become a critical part of citizens’ perception of Falcon Heights’ municipal operations. This
could be part of a greater city-wide initiative too. 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 extinguisher (as examples). Start with being
prominent and visible and taking the message to the people. Interaction during training
exercises; recruiting information on the internet; 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 prepare a monthly report to help expand the knowledge
base. Additionally the Council and Administrator should be invited to a planned FHFD
“getting to know us” session. This could be a two to four hour interactive program of
showing and explaining apparatus 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 condition 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 evaluation 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 officials and the community and allow a more
consensual approach to planning and financing large capital items.
6. Monitor department response time per NFPA #1720 standards and report the results
annually. This report provides the national benchmark 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 structures 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 designating specific outside resources for these target
hazards is routinely used by many fire departments across the country. Mutual -aid Auto Box
Alarm System (MABAS) has become a state standard 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 system for these medium and high hazards and
preplan with other responders to ensure an effective and efficient response to these scenarios.
Recommendations
City of Falcon Heights, Minnesota. Final Report –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 keeping full rosters and have candidates waiting to get aboard.
This report includes a section discussing volunteer 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 recruitment 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 several 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. Department and city leaders need to routinely
review and adjust the compensation program for the department. Such review should include
pay rates, pension, stipends, and any 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 pursue 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 improve 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 present 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: LINDSTROM __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. APPROVAL OF MINUTES: November 28, 2012 Approved
E. PUBLIC HEARINGS:
1. Refinancing 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 Council 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 Moved Approval 4-0
1. General 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 Contract
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 Transit 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:
Council member Beth Mercer-Taylor
Updated on her attendance at Ramsey County Local Government Leaders meeting.
Updated on her attendance of final presentations by U of M students on sustainability
workshop results.
Announced the Earth Buzz kiosk in the City Hall lobby.
Council member Chuck Long
Provided update on HRC meeting.
Thanked Falcon Heights Public Works staff for their hard work clearing snow.
Reminded residents of cleaning snow from fire hydrants.
Presented on local government to the 4th graders at Falcon Heights Elementary School.
Council member Keith Gosline
NYFS Update.
Met with Kris Grangaard and Dan Johnson-Powers on Emergency Response in Falcon
Heights. Thanked them for their efforts.
Mayor Peter Lindstrom
Reported on the Solar Panel Ribbon 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. ADJOURNMENT: 8:14pm
REQUEST FOR COUNCIL ACTION
Families, Fields and Fair
__________________________
The City That Soars!
Item Public Hearing for the 2013 Pavement Management Project, Order Improvement
and Preparation of Plans and Specifications
Description
On December 12, 2012, the City Council received the feasibility report for the 2013
Pavement Management Project (PMP) and ordered the public hearing for January 9,
2013. Prior to opening the hearing, City staff will present general information
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
December 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 Avenue, 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 widths. 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 Avenue- 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 alternatives are discussed in the feasibility report: reclaiming the
pavement and repaving with bituminous, or reconstructing 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. Where 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 surrounding 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
maintenance 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 Services. 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 received 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 maintenance:
• 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 pay for repairs needed to the existing
utility system.
Attachment(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 2013 Pavement Management
Project
1
CITY OF FALCON HEIGHTS
COUNCIL RESOLUTION
January 9, 2013
No. 13-02
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - - - - - - - -
RESOLUTION 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, 2012, fixed a
date for a council hearing on the 2013 Pavement Management 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 Avenue and California Avenue, from Albert Street to
Hamline Avenue
• 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 detailed 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 engineer shall prepare plans and specifications for the
making of such improvement.
2
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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 9th, 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 November 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 cars pass by constantly. You state that “streets which have....a poor
driving surface are improved....” Frankly, the current driving surface appears seems 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 realign it to our current needs and resources?
Considering the increased need for fiscal responsibility 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 will be expected to pay is especially burdensome considering the
extensive length of our property 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
General Disbursements through 1/3/2012: $199,518.47
Payroll through 12/27/2012: $29,271.90
Budget Impact
Attachment(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, 2013
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 Licenses
Description
The following individuals have applied for a Mechanical License 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 applied 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 individuals 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 applied 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 Systems
6. Tennis Sanitation, LLC
The following individuals have applied for a Liquor License License for 2013. 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 & Convenience, 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 individuals 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. Asphalt 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
Attachment(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 2013
Description
All investments are made according to State law 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 financial institutions as required
by law.
Budget Impact
Attachment(s) Resolution 13-01
Action(s)
Requested
Staff recommends that the Council approve the official depositories for 2013.
Meeting Date January 9, 2013
Agenda Item Consent F3
Attachment Resolution 13-01
Submitted By Roland Olson, Finance Director
CITY OF FALCON HEIGHTS
COUNCIL RESOLUTION
January 9, 2013
No. 13-01
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A RESOLUTION DESIGNATING THE OFFICIAL DEPOSITORIES FOR THE
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)
PMA Securities Inc (4M and 4M Plus Investment Pools)
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.
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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, 2013
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 Minnesota State Legislature 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 policy be reviewed annually by the City council.
Budget Impact N/A
Attachment(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 Official Out-of-State Travel policy adopted November 9,
2005.
Meeting Date January 9, 2013
Agenda Item Consent F4
Attachment Elected Official Out-of-State Travel
Policy
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 circulation
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
Review.
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 monthly 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 published on a more timely schedule.
Budget Impact Funds have been allocated in the 2013 Budget for any costs associated with public
notices.
Attachment(s)
Action(s)
Requested
Designate the Roseville Review as the City’s legal newspaper for 2013.
Meeting Date January 9, 2013
Agenda Item Consent F5
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 City 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
Attachment(s) City Council Standing Rules
Action(s)
Requested
Adopt standing rules as amended 2/8/2006 for 2013.
Meeting Date January 9, 2013
Agenda Item Consent F6
Attachment City Council Standing Rules
Submitted By Bart Fischer, City Administrator
REQUEST FOR COUNCIL ACTION
Families, Fields and Fair
__________________________
The City That Soars!
Item Appointment of City Engineer
Description
For several years the City has contracted with the City of Roseville for city
engineering 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 Budget.
Attachment(s)
Action(s)
Requested
Approval of Deb Bloom and the City of Roseville Engineering Department as City
of Falcon Heights Engineer for 2013.
Meeting Date January 9, 2013
Agenda Item Consent F7
Attachment
Submitted By Bart Fischer, City Administrator
REQUEST FOR COUNCIL ACTION
Families, Fields and Fair
__________________________
The City That Soars!
Item Appointment of City Attorney
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 City has used the law firm of Campbell Knutson, P.A. for Civil
Attorney services for many years. Roger Knutson is the main contact, but the City
uses various attorneys in the firm for our daily needs.
Budget Impact Funds have been allocated in the 2013 Budget.
Attachment(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, 2013
Agenda Item Consent F8
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 City is required to have an independent firm audit our financial
records. For the past several years, we have used Kern-DeWenter-Viere as our
auditors, and we have been very satisfied with their services.
Budget Impact Funds have been allocated in the 2013 Budget.
Attachment(s)
Action(s)
Requested
Staff recommends the approval of KDV, Kern-DeWenter-Viere, as the City Auditor
for 2013.
Meeting Date January 9, 2013
Agenda Item Consent F9
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 Mayor’s absence requires that official duties (such as signing official
documents, running City Council meetings, etc.) need to be conducted in a timely
manner. Past practice has been to rotate this position among the various City
Councilmembers. The 2012 Acting Mayor was Councilmember Pam Harris.
The Mayor still retains the right to name other Councilmembers as Acting Mayor
when planned absences are anticipated, but the formal designation of an Acting
Mayor allows for continuity of operations in the case of an emergency or unplanned
absence.
Budget Impact N/A
Attachment(s)
Action(s)
Requested
I recommend that the Falcon Heights City Council approve Councilmember Keith
Gosline as the 2013 Acting Mayor.
Meeting Date January 9, 2013
Agenda Item Consent F10
Attachment
Submitted By Peter Lindstrom, Mayor
REQUEST FOR COUNCIL ACTION
Families, Fields and Fair
__________________________
The City That Soars!
Item Council/City Commission Liaison Assignments- Amended
Description
Councilmembers are each assigned to serve as a liaison between City Council 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
• Environment Commission – Beth Mercer-Taylor
• Neighborhood Commission – Peter 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
Attachment(s)
Action(s)
Requested
I recommend approval of the above assignments.
Meeting Date January 9, 2013
Agenda Item Consent F11
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 for 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. The agreement is updated annually.
Budget Impact With more sites available for programming, registration revenue in the recreation
budget increases.
Attachment(s) Recreation Services Agreement for the City of Falcon Heights and City of
Lauderdale.
Action(s)
Requested
Staff recommends that the Falcon Heights City Council adopt the Recreation
Agreement with the City of Lauderdale.
Meeting Date January 9, 2013
Agenda Item Consent F12
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, 2013, through December 31, 2013, by and
between 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 programs within the City of Lauderdale.
Lauderdale agrees to provide facility space for the programs.
The Cities of Lauderdale and Falcon Heights agree to the following obligations:
1. Falcon Heights agrees to:
• Provide recreation programs and experiences to Lauderdale residents for
the same fee as paid by Falcon Heights’ residents. Lauderdale will
reimburse Falcon Heights the difference between the resident and 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
appropriate for the recreation program.
• The recreation programs held at Lauderdale City Hall will include, but
not be limited to, Tae Kwon 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 regular
facility and park maintenance such as sweeping the floor and supplying
tables requested by Falcon Heights.
• Provide facilities 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 Lauderdale arising from Falcon Heights’s
performance or failure to perform its duties under this Agreement.
Lauderdale shall 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
Minnesota 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 their
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, covering 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 wholly 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: ___________________________ Date: ________________________
______________________________ ______________________________
City Administrator City Administrator
Bart Fischer Heather Butkowski
Date: ___________________________ Date: ________________________
REQUEST FOR COUNCIL ACTION
Families, Fields and Fair
__________________________
The City That Soars!
Item 2013 Cost of Living Adjustments (COLA)
Description
As part of the 2013 Budget process, employee salaries are adjusted based on various
factors, one of which is a cost-of-living adjustment (COLA). 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 Budget.
Attachment(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 F13
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 2013-2014 Tree Trimming and Removal
Contractor
Description
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 2012. City staff has been satisfied with their overall service,
performance and prices.
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
reviewed 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 Impact Funds have been allocated in the 2013 Budget and EAB grant funds have been
secured for 2013-1014 for this service.
Attachment(s) Tree Trimming Agreement
Action(s)
Requested
Staff recommends that the Falcon Heights City Council select St. Croix Tree Service,
Inc. as the City’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, 2013
Agenda Item Consent F14
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 replacement 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 concrete 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
invoice. 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 2nd bid received initially.
Budget Impact This project was anticipated to be and will be funded from the Infrastructure Fund.
Attachment(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, 2013
Agenda Item Consent F15
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 Appointment 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 received. Staff interviewed and
recommends appointing Chelsea Petersen pending City Council 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 degree.
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 Council.
Budget Impact Included in the 2013 budget is the authorization to fill the part-time Administration
Coordinator position.
Attachment(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 F16
Attachment Chelsea Petersen’s Resume
Submitted By Michelle Tesser, Assistant to the City
Administrator