HomeMy WebLinkAboutCity Council Workshop Agenda Packet 5-06-2020CITY OF FALCON HEIGHTS
City Council Workshop
City Hall
2077 West Larpenteur Avenue
AGENDA
May 6, 2020
6:30 P.M.
A.CALL TO ORDER:
B. ROLL CALL: ANDREWS ___ GUSTAFSON____ LEEHY___
MIAZGA ___ WEHYEE___
STAFF PRESENT: THONGVANH____ NANDKUMAR____
C.PRESENTATIONS:
D. POLICY ITEMS:
1.Fire Department Audit
a.Fire Services to the City of Lauderdale
2.Pavement Management Program
3.Advertisement Policy for Newsletter
4.Community Garden –Interim Ordinance
5.Dino’s Drive-Thru
6.IT Services Update
7.Election Notices
8.Proposed Resolution Outlawing Hate Speech-Acts
9. Sanctuary City
E.INFORMATION/ANNOUNCEMENTS
F.ADJOURNMENT:
BLANK PAGE
REQUEST FOR COUNCIL ACTION
Families, Fields and Fair __________________________
The City That Soars!
Item Falcon Heights Fire Department Audit
Description The City of Falcon Heights has explored and pursued different service models to
continue to provide fire services for our City and the City of Lauderdale. With the
termination of our Fire Chief, the City pursued internal and external candidates
without success. All of the individuals that were interested in becoming our Interim
Fire Chief reluctantly declined at a later date. During this process we also had
individual meetings with each Firefighter and the common theme from almost all
the Firefighters was the need to have a Fire Chief. We also received feedback to
explore contract services with the City of St. Paul and Roseville.
After multiple discussions with the Roseville Fire Department, it was very clear that
Roseville wanted to assist the City of Falcon Heights maintain the current local paid
on call department model. The hope for the next year is to have Roseville Fire help
with the day to day operations, while at the same time assist the City to find its next
Fire Chief.
On December 11, 2019, the City Council approved a professional services agreement
with the City of Roseville for administrative direction and command services for
fire service. The services also include the City of Roseville Fire Department conduct
an audit of our Fire Department that include but not limited to training (which is
now conducted by the City of Roseville), leadership structure, internal
communications, equipment, gear, annual performance checks & inspections, SOP
& SOG, personnel assessments, and officer development.
Budget Impact This will have an impact on current 2020 budget and funds.
Attachment(s) •Presentation Slides
•Falcon Heights Fire Department Audit
•Approved Professional Service Agreement
Action(s)
Requested
This report will be presented at a regular council meeting. This document will be
used during the 2021 Budget discussions.
Meeting Date May 6, 2020
Agenda Item Policy D1
Attachment N/A
Submitted By Sack Thongvanh, City Administrator
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Fire Department Review and Discussion
May 6, 2020
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Administrative Transition
o Roseville Command Staff
December 2019
o Unique situation for our command staff and
for the firefighters.
o Our focus is on building the organization up
o Address any immediate issues and
concerns
o Develop new expectations
Operational Back-Stop
o 24/7 Monitoring and Support 4 of 117
The Review Process:
Started Immediately
Collaborative with staff
Continuous engagement
Compare and contrast services and options
Work to meet the need and expectations of:
o Firefighters
o Community
o City Leadership
5 of 117
Review Results and Priorities:
Daytime Emergency Response
o Focused recruitment effort with creativity
and flexibility
Capital Outlay and Needs
o Some costly, but critical needs lie ahead
Industry Standards and
Compliance
o NFPA, OSHA, and State Requirements
Training
o Core competencies
o Engagement for all
Organizational Culture Shift 6 of 117
Thank you!
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Falcon Heights
Fire Department
Internal Review and Audit 2020
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City of Roseville Fire Department
2701 Lexington Ave. ▪ Roseville, MN 55113
Phone: 651.792.7009 ▪ Fax: 651.792.7300
www.facebook.com/RosevilleMNFireDepartment www.CityOfRoseville.com/Fire
Daytime Response
The Falcon Heights Fire Department has a significant lack of daytime response availability. This,
coupled with a firefighter recruitment need, is the most glaring need for the Falcon Heights Fire
Department. In the past year, on three instances, the fire department has been unable to
provide an emergency response vehicle for an emergency call. With the current administrative
contract in place their response has a backstop from the Roseville Fire Department. However,
this backstop is not a long-term fix. Assessing daytime availability of existing staff, recruiting
daytime specific personnel, and potentially providing an incentive to daytime response are
considerations that should be made to fill this gap.
Organizational changes may be necessary to meet the needs of an evolving fire department. An
example of this would be to change the training structure (instituting daytime training) and the
firefighter response tracking in regards to firefighters that work in the area and can respond
during the day, but live outside the response time at night and on weekends.
The lack of daytime staffing and response availability is a long-term issue that should have been
addressed in the department’s past, and needs to be addressed rapidly going forward. As it
takes 1-2 years, at a minimum, to hire and train a fully functional firefighter/emergency medical
responder, true efforts to recruit and hire quality employees should have been done within the
last 5 years in earnest to as not be in this position.
Personnel and Recruitment
The fire department currently has 16 total firefighters, with one firefighter on an extended
leave, one non-active for the past six months, and one with a pending retirement. This total
amount of firefighters is down from previous years. In addition, there are several members
that are at or near retirement age and have sufficient years of service credit in the Fire Relief
Association for retirement. The combination of the total number and the potential for some
retirements leads to a high priority for recruitment and refocused retention efforts.
Recruitment
The recruitment of eligible and capable firefighters is a critical function facing the Falcon
Heights Fire Department. Some recruitment has been done during the initial phases of the
administrative contract; however, it is the goal of fire administration to ramp up recruitment
efforts and start a recruitment committee that consists of:
• Fire Administration
• City Administrators
o Falcon Heights
o Lauderdale
• Three to four current firefighters
11 of 117
City of Roseville Fire Department
2701 Lexington Ave. ▪ Roseville, MN 55113
Phone: 651.792.7009 ▪ Fax: 651.792.7300
www.facebook.com/RosevilleMNFireDepartment www.CityOfRoseville.com/Fire
The goal of this committee will be to brainstorm and discuss several different avenues for active
recruitment that does not just meet the immediate approach to personnel levels, but is a long-
term sustainable recruitment program that helps get the fire department to personnel levels
consistently at the 20-25 firefighter mark going forward.
Any and all possible options to recruit should be assessed and vetted. This could include
options and opportunities like:
• Expanding the response time to the fire station, allowing for a larger area to pull
recruitment from.
• More focused recruitment at the University of Minnesota as well as local businesses in
Falcon Heights and Lauderdale in pursuit of daytime available responders. A focused
approach on daytime response and utilizing men and women that work in Falcon
Heights or Lauderdale may be a focused recruitment that would be advantageous.
Retention
The retention of firefighters is a vital task for any fire department, especially a paid on call fire
department. As there are many different motivations and interests that keep firefighters
involved, whether it be a retirement income and incentive, pay (secondary source of income),
good training, camaraderie, preparation for a full-time fire service career, or giving back to the
community. With this in mind, we have to approach retention as an important piece to our
internal customer service.
Training
One of these items has been addressed through training. Training is the bedrock of the
organization and the one consistent item that brings firefighters to the fire station on a
weekly basis. It is imperative to have focused, active, and engaging training that
improves skill sets, increases teamwork, and provides motivation to be involved with
the organization.
Firefighter Pay
One area we would like to consider as part of our retention process is to elevate the
hourly pay for the firefighters. While we understand this is a paid-on-call position and
most firefighters are not with Falcon Heights to make a livable wage, a more suitable
rate of pay for their job functions may improve participation and have an improvement
in job satisfaction. As part of the 2021 budget process we plan to introduce a pay
increase for all personnel to get them to a suitable level of pay that is comparable to
their paid-on-call peers in the Twin Cities metro.
Strategic Planning
A clear image of the future and goals is a profound and effective way to retain
firefighters. A clear image, or strategic plan, assists firefighters in having a shared
understanding of where the organization is currently at and what their goals are over
the next 1-5 years. Improved roles and responsibilities, clear goals, and a path by which
to take to get their can invigorate and motivate personnel to be a part of that goal and
assist in the retention of firefighters.
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City of Roseville Fire Department
2701 Lexington Ave. ▪ Roseville, MN 55113
Phone: 651.792.7009 ▪ Fax: 651.792.7300
www.facebook.com/RosevilleMNFireDepartment www.CityOfRoseville.com/Fire
Effective Leadership
Consistent and professional leadership is a significant factor when assessing personnel
retention. The Fire Department has not had this in recent past. Consistent leadership
and a command structure that is flexible to adapt to the needs of the department,
coupled with a strategic plan will assist in retaining firefighters. In previous years,
communication from Fire Administration down to the entire fire department was not
common. It is imperative to develop transparent and effective leadership within the
organization that allows the fire department to address operational and administrative
goals and benchmarks. The fire department will have to be involved with developing
this structure, though it may lead to changes in how the organization has been
structured in the past.
Response Times and Call Volume
In 2019 the fire department was dispatched and responded to 121 calls for service.
Response times tend to vary depending on the time of day. As to be expected, daytime
response times are slightly slower on the average versus night and weekend responses. Their
overall response time for a fire suppression apparatus to arrive on scene is averaging around
10:00. A review of the 2019 call volume, call type, and response times are included in Appendix
C.
It is important to note that the information provided in the 2012 audit and review of the Falcon
Heights Fire Department had inaccurate information regarding response times. The 2012 audit
noted the average response time was around six minutes. The six-minute response time that is
noted is the arrival of a company or chief officer in their private vehicle responding directly to
the scene. This is not the response time of an actual fire suppression and/or rescue apparatus.
NFPA response time benchmarks measure and set goals for the response of a fire suppression
apparatus as these units are required in order to mitigate an emergency. When looking at
response times using proper NFPA guidance, 2012 response times are consistently comparable
to what the current response times of Falcon Heights Fire.
Training, Certification Renewal, and Compliance
Our assessment of the training division within the fire department showed gaps in hands-on
and practical training for the firefighters to meet expectations of the Minnesota Fire Service
Certification Board (MFSCB), Minnesota Board of Fire Training and Education (MBFTE), and
Minnesota Emergency Services Regulatory Board (EMSRB). During the initial phase of our audit
firefighters made mention they rarely, if ever, practiced actual fire tactics, like stretching hose-
lines in an effective manner. We approached the first and second quarters of training in 2020
with an approach that utilized their interests and gaps we knew were present. Training is back
on track with a “back to the basics” focus to improve competency and consistency.
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City of Roseville Fire Department
2701 Lexington Ave. ▪ Roseville, MN 55113
Phone: 651.792.7009 ▪ Fax: 651.792.7300
www.facebook.com/RosevilleMNFireDepartment www.CityOfRoseville.com/Fire
Within the training we focused on the importance of having a FHFD member be a co-leader of
the trainings. This could be the newest firefighter all the way up to the most senior firefighter.
This was established for two primary reasons:
1. To develop leadership and instruction skills for all firefighters and captains.
2. To allow them to be as autonomous as possible. Allow the RFD personnel to facilitate
the training, but by leaving the majority of the instruction to the FHFD personnel it
would allow for them to work better as a team.
With the first quarter of training complete and into the second quarter we are very pleased
with the progress of the firefighter’s skill set as well as the
willingness of all members to help teach and take ownership
over their training program to assure a quality training
experience for the fire department.
The fire department transitioned away from their previous
emergency medical services (EMS) education provider and
moved to Regions EMS. Regions EMS is a high quality
education provider that provides education to more than 15
fire departments in the metro as well as western Wisconsin.
They have a very hands-on focus to their fire departments
they educate and we believe this will be an improved
educational experience for the firefighters at a reduced cost
from what the fire department was paying in the past. With
the wide breadth of organizations that Regions EMS
provides education to, there is now an increase of opportunities to get in necessary training, as
well as additional training opportunities that are multi-jurisdictional that the firefighters can
participate in.
As part of a grant opportunity with the MBFTE we have implemented Target Solutions, an
online training and tracking program to improve information sharing and training opportunities.
This program will likely replace the existing SharePoint site that houses training information,
standard operating procedures, calendars, and other departmental information.
All firefighters that were due for their bi-annual EMS certification renewal were recertified
without issue.
Annual Equipment Testing Compliance
Equipment testing and compliance is a vital piece to the safety of the firefighters as well as the
longevity of the equipment. In the fire service there are several pieces of equipment and
apparatus that need to be tested and evaluated on an annual basis:
1. Self-Contained Breathing Apparatus (SCBA)
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City of Roseville Fire Department
2701 Lexington Ave. ▪ Roseville, MN 55113
Phone: 651.792.7009 ▪ Fax: 651.792.7300
www.facebook.com/RosevilleMNFireDepartment www.CityOfRoseville.com/Fire
2. Apparatus Pump
3. Ground Ladders
4. Aerial Ladder Truck
5. Fire Hose
Self-Contained Breathing Apparatus (SCBA)
The fire department currently uses a Mine Safety Appliances (MSA) Firehawk brand of SCBA.
These SCBAs are seven years old (purchased in 2013). Per NFPA and OSHA regulations they
have approximately three to eight years of time left of their adequate and appropriate use
before consideration for replacement. This has been included in Appendix A, Capital Outlay.
Per our records review and assessment, the SCBAs have received competent and appropriate
testing in the last two years, with few repair issues or concerns.
Consideration for this equipment replacement should be a priority. Replacement for the SCBA
and associated components should occur 2023-2028.
SCBA Replacement Cost: $130,000
SCBA’s are a priority to budget for. They are currently sufficient, but per NFPA and OSHA
regulations they should be replaced between 10-15 years (2023-2028).
Apparatus Pumps
The Fire Departments three large pieces of apparatus have received annual pump testing
through Emergency Apparatus Maintenance (EAM). Minor repairs and maintenance needs for
the fleet are performed EAM. Pump health and capacity appear to be adequate and
appropriate.
The annual pump testing of three apparatus is an on-going annual cost of approximately
$2,000; without consideration of any maintenance work and follow ups on issues discovered
during the testing process. Annual operational funds should be in place and considered for this
test and maintenance needed.
Ground Ladders and Aerial Ladder Truck
Through our evaluation and records review we found no results of any recent ground ladder
and aerial testing. We believe the fire department may be several years behind with this
annual test. Due to this concern, we believe this is a priority test and evaluation that needs to
take place.
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City of Roseville Fire Department
2701 Lexington Ave. ▪ Roseville, MN 55113
Phone: 651.792.7009 ▪ Fax: 651.792.7300
www.facebook.com/RosevilleMNFireDepartment www.CityOfRoseville.com/Fire
The annual testing costs for FHFD’s fleet is approximately: $1,500. This includes 291 feet of
ground ladder testing and the aerial ladder test.
Ground Ladders Testing Cost: $654.75
This is an annual requirement to test the safety and functionality of ground ladders in the
fleet. Forgoing annual testing is a significant risk to personnel and dangerous. It is also a very
effective way to discover the age and functionality of the ground ladders to better prepare
the department for replacement.
Fire Hose
We were unable to locate annual hose testing results from our review; firefighters made
mention that they have never tested their hose.
We recommend immediate testing of all fire hose this spring or early summer in an effort to
assess the health and functionality of all fire hose. There is a potential, due to lack of testing, a
significant amount of hose may fail and need to be replaced in an effort to maintain
appropriate supply and Insurance Services Office (ISO) requirements and expectations. Once
hose testing is completed we will have a better idea of replacement needs, if any.
Fire Hose Annual Testing: $2700
The current condition of the fire hose on the apparatus and in the fire station is in fair
condition, replacement costs will be dependent on the success of the annual testing.
Radios
The current portable radio fleet for FHFD consists of 22 radios and the current mobile radio
fleet for FHFD consists of 5 radios.
Portable Radio Analysis
Nearly all (21 of 22) radios are from the original 2006 purchase process conducted by Ramsey
County. These radios have reached the end of their effective life, and have officially reached
end-of-life by Motorola. This means that repair or replacement parts are no longer available
for these radios and their use as a life safety system for firefighting should be ended. FHFD
currently has enough portable radios for all available riding seats on fire apparatus; NIOSH
reports have indicated through post-incident analysis that every firefighter on the fire-ground
should have a portable radio and be properly trained in its use as a firefighter safety
component. It is our assessment that we should maintain the current number of portable
radios at 22.
Aerial Test Testing Cost: $805.00
The usage and functionality of an aerial platform is critical for a fire department’s fire-ground
tactics and the safety of all firefighters working on or around this apparatus. From our
records review we could not find any testing results or documentation for the 2014 Pierce
Aerial ladder. It is overdue for testing and compliance.
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City of Roseville Fire Department
2701 Lexington Ave. ▪ Roseville, MN 55113
Phone: 651.792.7009 ▪ Fax: 651.792.7300
www.facebook.com/RosevilleMNFireDepartment www.CityOfRoseville.com/Fire
We would recommend an aggressive replacement plan for the 21 portable radios over a 1-3
year timeframe. For long-term planning, a 12 year life-span for portable radios is suggested.
Current per radio cost is $4,600.00.
In Appendix A we noted to begin a capital investment of $32,200 per year to begin the
replacement of all radios (7 radios per year). This will allow a full replacement over the course
of three years, then a process of replacing two radios per year starting in 2028. We believe a
set amount annually in this line item will be the most advantageous to maintain a well-
functioning radio fleet.
Mobile Radio Analysis
All mobile radios installed in FHFD apparatus are from the original 2006 purchase conducted by
Ramsey County. While these radios are important to the operations of the department, they do
not share the same life safety concerns that a portable radio being utilized by an individual
physically on the fire-ground. We recommend a phase-in replacement plan covering the next
three years to replace the current mobile radios with newer models. The current models
utilized in FHFD apparatus no longer are able to be serviced if a failure does occur.
Current Per Radio Cost: $5,000.00
Installation per-vehicle: $775.00
Total: $5,775.00 (x5) = $28,875.00
In total we have approximately $125,000 of radio costs that need to be addressed as a priority
in the 3-4 years.
Annual Radio Maintenance
To properly operate, 800Mhz radios need to be optimized annually and periodically require re-
programming due to outside influences. Outlined below are operational costs for annual
optimization, and costs associated with periodic programming.
Annual Optimization Costs (full radio fleet): $1,485.00
Radio Programming (4 year cycles full fleet): $1,485.00
These funds should be considered operational costs, not capital.
Personal Protective Gear
A firefighter’s personal protective gear is the absolute most important piece of equipment for a
fire department to maintain and invest in. Turnout gear review was one of our first priorities
under the new contract for administrative services.
As part of the 2020 budget we have funds available for new fire helmets; the current fire
helmets are well beyond their useful life and current guidance of NFPA standards. In the first
120 days of this administrative contract new helmets will be purchased and likely already in
service.
17 of 117
City of Roseville Fire Department
2701 Lexington Ave. ▪ Roseville, MN 55113
Phone: 651.792.7009 ▪ Fax: 651.792.7300
www.facebook.com/RosevilleMNFireDepartment www.CityOfRoseville.com/Fire
In addition to the fire helmets is fire resistant hoods. These specially designed fire resistant
hoods provide important heat and carcinogen protection to firefighters operating in a fire or
other hazardous environment. The most recent hood replacement we could find were
purchased more than 10 years ago and also past their useful and recommended life span. We
have since replaced all hoods at a cost of approximately $550.
Much of the existing turnout gear is near or beyond the NFPA standards and guidelines for
firefighters and is an immediate replacement priority. With taking out a helmet and a hood
(already replaced) a turnout gear ensemble will cost approximately $2700 per firefighter. This
includes a turnout jacket, pants, boots, and gloves. From our review we found the following
immediate replacement needs (at or beyond 10 years):
7 Pants
6 Jackets
15 Boots
With current pricing Falcon Heights is looking at a minimum of $16,850 to address the
immediate gear replacement needs.
Turnout Gear Replacement Cost: $16,850
This is for all current boots in service, and any jacket or pant at 10 years of age or older. An
additional concern is the fire department has no back-up gear available that is functional.
Note that the total replacement costs associated with subsequent gear purchases will be an
additional $15,000-$20,000 over the next 2-4 years (2021-2024). Also note that this
replacement is for current staff. If we are to recruit and add an additional 3-6 members, it
would increase by approximately $2600 per firefighter.
Apparatus
The Falcon Heights Fire Department currently maintains three large pieces of apparatus and
one pick-up truck. Overall the apparatus fleet is in fair health. The department has two engines
and one ladder truck. The engines are performing adequately however during recent pump
testing some repairs were noted. However, Engine-752 is nearing the end of its useful life
based on recommendations by NFPA. It is a 2001 Freightliner Custom Pumper. While this
apparatus is still functioning appropriately as a back-up engine, a replacement should be
considered by 2025 to assure reliable fire apparatus are available for emergency response.
Engine-753 acts as the first out engine for fire-related calls. It is a 2005 Sterling CustomFire
Pumper. It is functioning appropriately as a first-out engine, but will be in a good position to
transition to a back-up engine after the replacement of Engine-752 is in place in the next 3-5
years.
18 of 117
City of Roseville Fire Department
2701 Lexington Ave. ▪ Roseville, MN 55113
Phone: 651.792.7009 ▪ Fax: 651.792.7300
www.facebook.com/RosevilleMNFireDepartment www.CityOfRoseville.com/Fire
Ladder-757 is a 2014 Pierce Aerial ladder truck. It is utilized for most mutual and auto-aid
responses, as well as rescue-related emergencies. This vehicle has passed recent pump tests. It
is a well-functioning apparatus and, with proper care and maintenance, should remain in the
fleet for another 15-20 years.
Apparatus Year Needs/Concerns
Engine-752 2001 Nearing the end of useful life, but likely still a functional apparatus
for several more years in a back-up/reserve capacity.
Engine-753 2005 Functions well, but should be transitioned to a back-up apparatus in
next 3-5 years.
Ladder-757 2014 In great condition, no significant needs or concerns at this time.
Utility 755 Operational and functional at this time, no immediate replacement
needs.
Administrative Review
Standard Operating Procedures/Guidelines (SOP/SOG) Review and Committee
The Falcon Heights Fire Department has many outdated and obsolete SOPs, some are
redundant as well as conflicting with each other. The initial review process and the subsequent
committee development for review is a necessary step to improve clarity of job roles and
responsibilities, response procedures, and department expectations. It is our goal to develop
revised standards to meet the needs and expectations of the Falcon Heights Fire Department,
the cities of Falcon Heights and Lauderdale, and the firefighters. We anticipate the committee
review and development process to take 3-6 months with a goal of fall 2020 for completion.
Job Descriptions
In the first 120 days of the administrative contract we created job descriptions for Firefighter
and Captain. The evolution of these job descriptions was a group effort as we sought feedback,
edits, and development from the firefighters and captains. These job descriptions are located
in Appendix B. We will be working with staff on the development of a Fire Chief job description
as well as other chief officer positions once we have a more defined organizational structure for
the future.
Medical Examinations
Per OSHA, firefighters are required to receive an annual medical examination that includes an
SCBA mask fit testing and a certain list of functions to be tested and reviewed. As part of the
leadership transition we have decided to work with a clinical vendor that better meets the
needs of the fire service and works with many fire departments in the metro. Health Strategies
will assist with the medical examinations for new hires, annual medical examinations, and any
fit testing needed by the fire department. They are a reputable organization and have
competitive pricing.
19 of 117
City of Roseville Fire Department
2701 Lexington Ave. ▪ Roseville, MN 55113
Phone: 651.792.7009 ▪ Fax: 651.792.7300
www.facebook.com/RosevilleMNFireDepartment www.CityOfRoseville.com/Fire
As part of the leadership transition we will work with the firefighters to evaluate and address
any additions we would like to add to the annual medical examination process. This is done in
an effort to be proactive with health concerns for firefighters, especially as firefighters age.
Priority Summary
1.Daytime (Weekday) Response
a.Firefighter Recruitment and Retention Efforts and Working Group
i.Immediate attention needs to be focused on recruitment and retention,
especially daytime available firefighters.
ii.Effort should be placed on getting many into the testing phase and on-
board prior to the start of the next Firefighter I program in late fall/winter
2020.
iii.Assess and evaluate organizational changes that will need to occur with
the recruitment of daytime only responders that live outside of the
response area, but can respond and lend aid during the day.
1.Training times and attendance opportunities.
2.Response requirements for good standing as an employee and
Relief Association credit.
2.Capital Improvement Considerations
a.Assess 10-year capital improvement outlay
i.Turnout gear in 2021-2023: High Priority
ii. Radios in 2021-2023: High Priority
3.Operational Considerations
a.Improve and streamline annual testing requirements of hose testing, ground
ladder testing, SCBA pack and bottle testing, and pump capacity.
b.Organizational development, structure, and leadership development.
c.Continue to upgrade training involvement, participation, and practicality to
better meet the needs and expectations of the firefighters.
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City of Falcon Heights
Capital Improvement Plan: Fire Vehicle & Equipment Fund
Expenditure Detail
Key Description 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
V Engine 753 -$ -$ -$ -$ 550,000$ -$ -$ -$ -$ -$ 550,000$
V Engine 752 -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -
V Ladder 757 -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -
V Utility 755 -$ -$ -$ -$ -$ -$ -$ 45,000$ -$ -$ 45,000
E Exercise room-fitness equipment -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -
E Self contained breathing apparatus -$ -$ -$ -$ 130,000$ -$ -$ -$ -$ -$ 130,000
E Ventilation fans -$ -$ 800$ -$ -$ 800$ -$ -$ -$ 800$ 2,400
E Power equipment -$ -$ -$ 2,500$ -$ -$ -$ -$ 2,500$ -$ 5,000
E
Personal Protective Equipment-gear-boots-
helmets 15,000$ 15,000$ 15,000$ -$ -$ -$ -$ -$ -$ -$ 45,000
E Exhaust system equipment -$ -$ -$ -$ 2,000$ -$ -$ -$ -$ 2,000$ 4,000
E Medical bags and O2 bags -$ -$ 1,000$ -$ -$ -$ -$ -$ 1,000$ -$ 2,000
E Training equipment -$ -$ -$ 1,000$ -$ -$ -$ -$ -$ -$ 1,000
E Camera to assist with rescue/firefighting 5,500$ -$ 5,500$ -$ -$ -$ -$ -$ 5,500$ -$ 16,500
E Portable radios- 3 per year replacement 45,000$ 45,000$ -$ -$ -$ -$ -$ -$ 13,800$ 13,800$ 117,600
Mobile radios 1 per year 5,775$ 5,775$ 5,775$ 5,775$ 5,775$ -$ -$ -$ -$ -$ 28,875
E Firefighting Equipment -$ 800$ -$ -$ 800$ -$ -$ 800$ -$ -$ 2,400
E Response to water related emergencies -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -
E Apparatus Based IT Infrastructure 5,000$ -$ -$ -$ 5,000$ -$ -$ -$ 5,000$ -$ 15,000
E Air monitoring equipment -$ 800$ -$ -$ 800$ -$ -$ 800$ -$ -$ 2,400
E Rescue equipment -$ -$ -$ -$ -$ -$ 35,000$ -$ -$ -$ 35,000
E Off-site paging equipment 800$ 800$ 800$ 800$ 800$ 800$ 800$ 800$ 800$ 800$ 8,000
E Scene lighting -$ -$ -$ 400$ -$ -$ -$ 400$ -$ -$ 800
E Hose 1,500$ 1,500$ 1,500$ 1,500$ 1,500$ 1,500$ 1,500$ 1,500$ 1,500$ 1,500$ 15,000
E Ladders 5,000$ -$ -$ 5,000$ -$ -$ -$ 5,000$ -$ -$ 15,000
E Nozzles -$ 3,000$ -$ -$ -$ -$ -$ -$ -$ 3,000$ 6,000
F Fire admin- office furniture -$ -$ -$ -$ 500$ -$ -$ -$ 500$ -$ 1,000
F Training room tables & chairs -$ -$ 800$ -$ -$ -$ 800$ -$ -$ -$ 1,600
F Day room furniture / TV -$ 2,000$ -$ -$ 2,000$ -$ -$ -$ 2,000$ -$ 6,000
F Kitchen appliances -$ -$ -$ -$ 1,000$ -$ -$ -$ -$ 1,000$ 2,000
F Kitchen table & chairs -$ 500$ -$ 500$ -$ -$ 500$ -$ -$ -$ 1,500
F Computer equipment /printers office / training -$ 500$ -$ -$ -$ -$ 500$ -$ -$ -$ 1,000
F AV equipment -$ -$ -$ -$ 500$ -$ -$ -$ -$ -$ 500
F Washer & dryer -$ -$ -$ -$ -$ -$ 6,000$ -$ -$ -$ 6,000
F Station Painting -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -
F Concrete repair /replacement -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -
F Bay lighting -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -
F SCBA compressor -$ -$ -$ -$ 30,000$ -$ -$ -$ -$ -$ 30,000
F Carpet -$ 2,500$ -$ -$ -$ 2,500$ -$ -$ -$ 2,500$
F Overhead door replacement / openers -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -
83,575$ 78,175$ 31,175$ 17,475$ 730,675$ 5,600$ 45,100$ 54,300$ 32,600$ 25,400$ 1,104,075$
Appendix A
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FALCON HEIGHTS FIRE DEPARTMENT
2077 W. LARPENTEUR AVENUE FALCON HEIGHTS, MN 55113-5594 PHONE (651) 792-7635 FAX (651) 792-7610
HOME OF THE MINNESOTA STATE FAIR AND THE U OF M ST. PAUL CAMPUS
PRINTED ON RECYCLE PAPER
Job Summary:
The Captain serves as a mid-level supervisor in the Fire Department. This position is paid on call, and assists the Chief Staff in providing leadership to the Fire Department staff and helps ensure the overall goals and objectives of the Fire Department are met.
The Captain is responsible for several areas within the Fire Department, including, but not limited to, fire apparatus, equipment, and personnel involved in the extinguishment, suppression, and prevention of fires. This position is responsible for the leadership and mentoring of firefighters and the proper maintenance of apparatus and equipment in accordance with standing
orders and department standards. The primary duties include supervising firefighters performing
fire prevention, fire suppression, training, public education, hazardous materials incident mitigation, rescue and emergency medical services to citizens and is responsible for helping to assure compliance with all legislative, judicial and administrative policy and procedures. At an emergency, unless working under a Chief Officer, the Captain is responsible for incident
command and abatement of the emergency, including entering a burning building with the fire crew.
Scope of Responsibility:
The Captain under direction of the Chief Staff is responsible for performing firefighting duties and supervising a variety of staff functions requiring administrative abilities. The Captain is
assigned a direct area of administrative responsibility and is responsible for supervising firefighting personnel on the scenes of emergencies. Within an assigned area, a Captain could supervise 6-10 personnel. The Captain is responsible in coordination with the Chief Staff for conducting training. While subject to the requirements of written orders, standards, and regulations as well as verbal
directions of a Chief Officer, the Captain exercises great independence of judgment and action while in command at fires and other emergencies.
Essential Duties and Responsibilities:
1. Using knowledge of the scope of services provided by the fire department and personalleadership skills the Captain communicates with the Chief’s Staff to evaluate and report onthe effectiveness of priorities and suggests new activities of the fire department.2.Represents the City in the department’s dealings with mutual aid departments and othergovernment agencies in a manner that conveys a positive image of city government and thatfosters cooperation and support.
3.Serves as a front-line supervisor in the technical operations of the Fire Department and isresponsible for compliance with all legal and financial requirements. Ensures that Fire
Appendix B
22 of 117
FALCON HEIGHTS FIRE DEPARTMENT
2077 W. LARPENTEUR AVENUE FALCON HEIGHTS, MN 55113-5594 PHONE (651) 792-7635 FAX (651) 792-7610
HOME OF THE MINNESOTA STATE FAIR AND THE U OF M ST. PAUL CAMPUS
PRINTED ON RECYCLE PAPER
Department staff under their direction follows appropriate procedures and complies with City policies and general government requirements. 4. Oversee the cleaning of quarters, equipment, and apparatus.5.Organizes duties and responsibilities including fire and EMS training.6.Compile and keep varied records, incident reports, and payroll documents as required.7.Perform related work as required.8.Directs the enforcement of all City codes and ordinances in a manner that protects andsafeguards the welfare of the public and enhances quality of life in the City.
Knowledge, Skills, & Abilities:
•Thorough knowledge of the operation and maintenance of all apparatus, and equipmentand methods used in combating, extinguishing and preventing fires, as well emergency
medical care.
•Thorough knowledge of rules and regulations governing the fire department, standards,and protocols of the department
•A knowledge of all federal state and local laws related to the activities of the fire
department.
•Thorough knowledge of the principles and practices involved in training personnel.
•Ability to react quickly and remain calm under duress and strain.
•Ability to lead firefighters, effectively, maintain discipline, promote harmony, exercisesound judgment and cooperate with other officials.
•Ability to prepare clear and concise reports.
•Possess strong leadership, problem solving and interpersonal relationship skills including
the ability to maintain effective working relationships with co-workers, supervisors,contractors, and the public; and can maintain confidentiality regarding investigations andinspections.
•Is able to regularly respond to emergency calls within established departmental time
periods.
•Has ability and desire to project a professional image through knowledge of job, positiveattitude, and accurate and timely completion of work.
Minimum Qualifications:
Minimum job requirements are specialized training beyond high school of one year or less and at least 4 years of related experience. Meets all of the qualifications for the Firefighter plus meets or exceeds all recommended requirements for NFPA fire officer I (1021) and has some incident command training. Must maintain a maximum response time to assigned fire station as defined in department policy.
Appendix B
23 of 117
FALCON HEIGHTS FIRE DEPARTMENT
2077 W. LARPENTEUR AVENUE FALCON HEIGHTS, MN 55113-5594 PHONE (651) 792-7635 FAX (651) 792-7610
HOME OF THE MINNESOTA STATE FAIR AND THE U OF M ST. PAUL CAMPUS
PRINTED ON RECYCLE PAPER
Physical Demands & Working Conditions:
The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job. The duties listed above are
intended only as illustrations of the various types of work that may be performed. The omission
of specific statements of duties does not exclude them from the position if the work is similar, related or a logical assignment to the position.
A small portion of the work performed by the Captain is administrative in nature. Most work
requires the Captain to meet and perform the requirements of a firefighter. Thus, the Captain may
be required to: spend excessive time outside exposed to the elements; tolerate extreme fluctuations in temperature while performing firefighting duties; perform physically demanding work in hot (up to 400 degree Fahrenheit), humid (up to 100 %) atmospheres while wearing equipment that significantly impairs body-cooling mechanisms; experience frequent transition from hot to cold
and from humid to dry atmospheres; work in wet, icy, muddy areas, and uneven terrain; perform a variety of tasks on slippery, hazardous surfaces such as on roof tops or from ladders; work in areas where sustaining traumatic or thermal injuries is possible; face exposure to carcinogenic dusts such as asbestos, toxic substances such as hydrogen cyanide, corrosives, carbon monoxide, or organic solvents either through inhalation or skin contact; face exposure to infectious biological
agents such as hepatitis B or HIV; wear personal protective equipment that weighs approximately 50 pounds while performing firefighting tasks; perform physically demanding work while wearing positive pressure breathing equipment with resistance to exhalation and a flow rate specified by current SCBA manufacture; perform complex tasks during life-threatening emergencies; work for long periods of time, requiring sustained physical activity and intense concentration; make
decisions that could have life or death consequences for employees and civilians under difficult and stressful conditions with limited information during emergency conditions; be exposed to grotesque sights and smells associated with major trauma and burn victims; make rapid transitions from rest to near maximal exertion without warm-up periods; operate in environments of high noise, poor visibility, limited mobility, at heights, and in enclosed or confined spaces; use manual
and power tools in the performance of duties; rely on senses of sight, hearing, smell, and touch to help determine the nature of the emergency, maintain personal safety, and make critical decisions in a confused, chaotic, and potentially life-threatening environment through-out the duration of operation; encounter smoke filled environments, and a variety of physical hazards, damaged structures, moving mechanical equipment, electrical equipment, radiant energy, and possible
exposure to explosives; meet the physical requirements outlined in NFPA 1582 (Medical requirements for fire fighters); and perform the tasks outlined in NFPA 1001 (Fire fighter professional qualifications).
Appendix B
24 of 117
FALCON HEIGHTS FIRE DEPARTMENT
2077 W. LARPENTEUR AVENUE FALCON HEIGHTS, MN 55113-5594 PHONE (651) 792-7635 FAX (651) 792-7610
HOME OF THE MINNESOTA STATE FAIR AND THE U OF M ST. PAUL CAMPUS
PRINTED ON RECYCLE PAPER
Job Summary:
To protect life and property by performing fire suppression, hazardous materials incident mitigation, and rescue services. Maintains fire equipment, apparatus and facilities, participates in training, and carries out other duties as required. Works independently under readily available
supervision to ensure the overall goals and objectives of the Fire Department are met. Carries a
pager and responds to emergency calls as required by department policy.
Scope of Responsibility:
The Firefighter’s primary scope is the performance of fire suppression and rescue. A Firefighter may, on occasion, be assigned limited administrative responsibility and, on a limited basis, may
mentor and assist in training less experienced firefighting personnel. Performs basic troubleshooting and decision making within established parameters that has limited financial impact, while working under direct supervision.
Essential Duties and Responsibilities:
1. Performs firefighting activities including driving fire apparatus, operating pumps and
related equipment, laying hose and performing fire suppression, containment, ventilationand extinguishing tasks.
2.May take a limited leadership role during calls for service, as assigned by a supervisor.
3.Serves as a representative of the City, performing duties in a courteous and professionalmanner that conveys a positive image of city government and that fosters cooperation andsupport with peers, superiors, citizens and other agencies.
4. Makes suggestions and participates in Fire Department training, operations, and
initiatives as assigned.
5. Perform other related duties as apparent or assigned.
Appendix B
25 of 117
FALCON HEIGHTS FIRE DEPARTMENT
2077 W. LARPENTEUR AVENUE FALCON HEIGHTS, MN 55113-5594 PHONE (651) 792-7635 FAX (651) 792-7610
HOME OF THE MINNESOTA STATE FAIR AND THE U OF M ST. PAUL CAMPUS
PRINTED ON RECYCLE PAPER
Minimum Qualifications:
Minimum job requirements include specialized training beyond high school that can be obtained
in one year or less and six months or less of related experience, or equivalent. Key characteristics are knowledge of government and fire/rescue services, leadership, problem solving and interpersonal relationship skills. Must successfully pass City administered initial and periodic tests, which may include: physical agility test, physical examination, stress test,
drug screen, pulmonary function test, and psychological evaluation. Must possess minimum
certification equal to the State of Minnesota’s equivalent for: 1.Firefighter I2.Firefighter II3.Hazardous Materials Operations
4.Emergency Medical Responder (EMR)
Must possess valid Minnesota driver’s license and be insurable. Must maintain a maximum
response time to assigned fire station as defined in department policy.
Physical Demands & Working Conditions:
The work environment characteristics described here are representative of those an employee
encounters while performing the essential functions of this job. While performing the duties of this job, the employee regularly works in outside weather conditions. The employee occasionally works near moving mechanical parts and in high, precarious places or confined spaces, and is occasionally exposed to blood borne pathogens, wet and or humid conditions, fumes or airborne particles, toxic or caustic chemicals, risk of electrical shock and vibration. .
Exposure to multiple disagreeable elements of at least three or more of which are intense occurs up to 15% of the time.
The noise level in the work environment is usually moderate, except during certain firefighting activities when noise levels may be loud.
The duties listed above are intended only as illustrations of the various types of work that may be performed. The omission of specific statements of duties does not exclude them from the position if the work is similar, related or a logical assignment to the position.
The Firefighter may be required to: spend excessive time outside exposed to the elements; tolerate extreme fluctuations in temperature while performing firefighting duties; perform physically demanding work in hot (up to 400 degree Fahrenheit), humid (up to 100 %) atmospheres while wearing equipment that significantly impairs body-cooling mechanisms; experience frequent
Appendix B
26 of 117
FALCON HEIGHTS FIRE DEPARTMENT
2077 W. LARPENTEUR AVENUE FALCON HEIGHTS, MN 55113-5594 PHONE (651) 792-7635 FAX (651) 792-7610
HOME OF THE MINNESOTA STATE FAIR AND THE U OF M ST. PAUL CAMPUS
PRINTED ON RECYCLE PAPER
transition from hot to cold and from humid to dry atmospheres; work in wet, icy, muddy areas,
and uneven terrain; perform a variety of tasks on slippery, hazardous surfaces such as on roof tops
or from ladders; work in areas where sustaining traumatic or thermal injuries is possible; face exposure to face exposure to smoke, noise and/or vibration exceeding 80 decibels (constant or intermittent) which may cause marked distraction or possible hearing loss, carcinogenic dusts such as asbestos, toxic substances such as hydrogen cyanide, corrosives, carbon monoxide, or
organic solvents either through inhalation or skin contact; face exposure to infectious biological
agents such as hepatitis B or HIV; wear personal protective equipment that weighs approximately 50 pounds while performing firefighting tasks; perform physically demanding work while wearing positive pressure breathing equipment with resistance to exhalation and a flow rate specified by current SCBA manufacture; perform complex tasks during life-threatening emergencies; work for
long periods of time, requiring sustained physical activity and intense concentration; make
decisions that could have life or death consequences for employees and civilians under difficult and stressful conditions with limited information during emergency conditions; be exposed to grotesque sights and smells associated with major trauma and burn victims; make rapid transitions from rest to near maximal exertion without warm-up periods; operate in environments of high
noise, poor visibility, limited mobility, at heights, and in enclosed or confined spaces; use manual
and power tools in the performance of duties; rely on senses of sight, hearing, smell, and touch to help determine the nature of the emergency, maintain personal safety, and make critical decisions in a confused, chaotic, and potentially life-threatening environment through-out the duration of operation; encounter smoke filled environments, and a variety of physical hazards, damaged
structures, moving mechanical equipment, electrical equipment, radiant energy, and possible
exposure to explosives; meet the physical requirements outlined in NFPA 1582 (Medical requirements for fire fighters); and perform the tasks outlined in NFPA 1001 (Fire fighter professional qualifications).
Appendix B
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FALCON HEIGHTS FIRE DEPARTMENT
2077 W. LARPENTEUR AVENUE FALCON HEIGHTS, MN 55113-5594 PHONE (651) 792-7635 FAX (651) 792-7610
HOME OF THE MINNESOTA STATE FAIR AND THE U OF M ST. PAUL
PRINTED ON RECYCLE PAPER
Incidents
Incident numbers created: 121
Dispatched incidents: 112
City receiving response: Falcon Heights- 60-54% Lauderdale-52-46%
Number of day-time incidents (0700-1700) 56-50%
Number of non-daytime incidents (1700-0700) 56- 50%
Number of times “unable to respond” 3 times - 2.7%
Number of times Chief or Captain first to arrive 30- 27%
Number of times engine or ladder first to arrive - 82- 73%
Number of times dispatched and canceled prior to arrival: 17
Average over-all response time: (Captain /Chief): 8 minutes 49 seconds
Average response for supersession unit (engine or ladder): 9 minutes 54 seconds
Call types:
Alarms sounding: 23
Apartment Incident: 1
Clean-up following an accident: 1
CO detector sounding: 8
Commercial fire: 1
Dwelling incident: 1
Illegal burn: 2
Medical: 1
Natural gas odor: 8
Public service: 12
Smoke in a commercial building: 1
Smoke in a dwelling: 2
Smoke in an apartment: 7
Smoke in the area: 4
Vehicle Accident: 24
Vehicle fire: 2
Wire down: 14
Appendix C
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FALCON HEIGHTS FIRE DEPARTMENT
2077 W. LARPENTEUR AVENUE FALCON HEIGHTS, MN 55113-5594 PHONE (651) 792-7635 FAX (651) 792-7610
HOME OF THE MINNESOTA STATE FAIR AND THE U OF M ST. PAUL
PRINTED ON RECYCLE PAPER
0
5
10
15
20
25
30
2019 Incidents
Appendix C
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BLANK PAGE
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1
PROFESSIONAL SERVICES AGREEMENT
FOR FIRE SERVICE ADMINISTRATIVE DIRECTION AND COMMAND SERVICES This Agreement is made by and between the City of Roseville, a Minnesota municipal corporation
(“Roseville”), and the City of Falcon Heights, a Minnesota municipal corporation (“Falcon
Heights”), as of the ____ day of ____________, 2019. WHEREAS, the City of Falcon Heights possesses its own Fire Department;
WHEREAS, the City of Lauderdale contracts with Falcon Heights to provide fire service
operations; WHEREAS, Falcon Heights desires to contract with the City of Roseville to provide fire service administrative direction and command services over its fire department; and,
WHEREAS, the parties desire to memorialize in writing their respective obligations under such contractual relationship. NOW, THEREFORE, intending to be bound by the consideration and obligations contained
herein, the sufficiency of which is expressly acknowledged, the parties hereby agree to the following Agreement: 1. Scope of Work.
Roseville agrees to provide the professional services described in Exhibit “A” attached hereto (“Work”) and the audit described in Exhibit “B” attached hereto (“Audit”) in consideration for the compensation set forth in Provision 3 below. 2. Term. The term of this Agreement shall be from __________, 2019, through __________, 2020, the date of signature by the parties notwithstanding. The parties may extend the term of this Agreement by mutual written consent of all parties.
3. Compensation for Services. Falcon Heights agrees to pay the City of Roseville a total compensation of $40,000.00 for the initial term of this Agreement. Roseville shall submit to Falcon Heights a quarterly written invoice for $10,000.00, which shall be paid in the same manner as other claims
made to the City of Falcon Heights.
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2
4. Termination.
This Agreement may be terminated at any time by any party, with or without cause, by delivering to the all other parties a written notice at least sixty (60) days prior to the date of such termination. The date of termination shall be stated in the notice. Upon termination by any party, Roseville shall be paid for services rendered through and until the date of
termination.
5. Assignment. No party may assign this Agreement, nor its rights and/or obligations hereunder, without
the prior written consent of all other parties.
6. Waiver. Any waiver by any party of a breach of any provisions of this Agreement shall not affect,
in any respect, the validity of the remainder of this Agreement or either parties’ ability to
enforce a subsequent breach. 7. Workers’ Compensation Each party shall be responsible for injuries or death of its own personnel. Each party will
maintain workers’ compensation insurance or self-insurance coverage, covering its own
personnel while they are performing 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 volunteer or their dependents, even if the injuries were caused wholly or partially by the negligence of the other Party or its officers, employees, or volunteers.
8. Damage to Equipment Each party shall be responsible for damages to or loss of its own equipment. Each party waives the right to sue the other Party for any damages to or loss of its equipment, even if the damages or losses were caused wholly or partially by the negligence of the other Party
or its officers, employees, or volunteers.
9. Indemnification and Defense. Subject to the limitations and immunities in MN Statute Chapter 466, to the fullest extent
permitted by law, Falcon Heights agrees to defend, indemnify and hold harmless Roseville
and its mayor, council members, officers, agents, employees and representatives from and against all liability, claims, petitions, demands, damages, costs, judgments, losses and expenses of any kind and in any forum or process, including but not limited to attorney’s fees and costs, arising out of or resulting from any actual or alleged negligent or wrongful
act or omission of Roseville pertaining to the performance or failure to perform under this
Agreement. This provision does not apply to willful, intentional, and tortious misconduct by Roseville personnel.
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3
Subject to the limitations and immunities in MN Statute Chapter 466, to the fullest extent
permitted by law, Falcon Heights agrees to defend, indemnify and hold harmless Roseville
and its mayor, council members, officers, agents, employees and representatives from and against all liability, claims, petitions, demands, damages, costs, judgments, losses and expenses of any kind and in any forum or process, including but not limited to attorney’s fees and costs, arising out of or resulting from any actions or omissions on the part of any
officers, agents, employees and representatives of Falcon Heights and/or Lauderdale
pertaining to the subject matter of this Agreement. The parties agree that liability under this Agreement is controlled by Minnesota Statutes §471.58, subd. 1a, and that the total liability for the parties shall not exceed the limits on
governmental liability for a single unit of government as specified in Minnesota Statutes
§466.04, subd. 1(a). Nothing in this Agreement is intended to, nor shall be construed to, constitute a waiver of any liability limitations available to any party under Minnesota Statutes Chapter 466.
10. Counterparts. This Agreement may be executed in multiple counterparts, each of which shall be considered an original.
11. Governing Law; Venue. This Agreement shall be controlled by the laws of the State of Minnesota. Any legal action brought under this Agreement shall be venued in a court of competent jurisdiction located
in Ramsey County, Minnesota.
12. Severability. The provisions of this Agreement are severable. If any portion hereof is, for any reason,
held by a court of competent jurisdiction to be contrary to law, such decision shall not
affect the remaining provisions of this Agreement. 13. Notices.
Any notice to be given by any party upon any other under this Agreement shall be properly
given in writing either personally delivered or by e-mail or by U.S. mail to a party’s City Manager or City Administrator as follows: City of Roseville: City of Falcon Heights:
Patrick Trudgeon, City Manager Sack Thongvanh, City Administrator Pat.Trudgeon@cityofroseville.com Sack.Thongvanh@falconheights.org 2660 Civic Center Drive 2077 Larpenteur Avenue West Roseville, MN 55113 Falcon Heights, MN 55113
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4
The parties agree that delivering notices to the official successors of the above-named representatives shall be deemed sufficient under this Agreement. Notices shall be deemed effective on the date of receipt if given personally, on the date of
deposit in the U.S. mails if mailed, or on the date of delivery to an overnight courier if so
delivered; provided, however, if notice is given by deposit in the U.S. mails or delivery to an overnight courier, the time for response to any notice by the other party shall commence to run one business day after the date of mailing or delivery to the courier. Any party may change its address for the service of notice by giving written notice of such change to the
other party, in any manner above specified, 10 days prior to the effective date of such
change
14. Entire Agreement. Unless stated otherwise herein, the entire agreement of the parties is contained in this Agreement. This Agreement supersedes all prior oral agreements and negotiations
between the parties relating to the subject matter hereof as well as any previous agreements
presently in effect between the parties relating to the subject matter hereof. Any alterations, amendments, deletions, or waivers of the provisions of this Agreement shall be valid only when expressed in writing and duly signed by all parties.
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5
CITY OF ROSEVILLE
Date: _________________________ __________________________________ Mayor
Date: _________________________ __________________________________
City Manager
Date:_________________________ ___________________________________ Fire Chief
APPROVED AS TO FORM:
Date:_________________________ __________________________________ City Attorney
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6
CITY OF FALCON HEIGHTS
Date: _________________________ __________________________________ Mayor
Date: _________________________ __________________________________
City Administrator
APPROVED AS TO FORM:
Date:_________________________ __________________________________
City Attorney
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EXHIBIT A (“Work”)
Fire Service Administrative Direction and Command services
Scope of Services and General Program Structural Outline
This is not a contract for fire suppression or medical related emergency incident response.
Roseville Fire will respond to predetermined incident types, or requests based on pre-existing
automatic/mutual/closest unit agreements in place.
“Roseville Fire Administration” personnel consist of a Fire Chief, Assistant Fire Chief, three
Battalion Chiefs and one administrative coordinator.
The city of Roseville agrees to provide the City of Falcon Heights the personnel necessary to
provide the below “Scope of Services;” the personnel will be available 24 hours per day.
Overall supervision and management of all emergency and non-emergency day-to-day
department operations and tasks.
The city of Falcon Heights understands and acknowledges that Roseville Fire Administration is
under the direction of the Falcon Heights City Administrator, and not subject to supervision or
direction of existing Falcon Heights Fire Department leadership or personnel.
Incident command and resource support will be given to Falcon Heights Fire Department for
structure fires or major incident types, as previous auto & mutual aid agreements dictate, as
well as when necessary as determined by Falcon Heights personnel, or Roseville Fire.
Control and coordination of operations budget for expenditure and purchase applications. This
includes, but is not limited to, invoices, payroll, membership fees, etc.
Review and implementation of Standard Operating Guidelines (SOG) and Standard Operating
Policies (SOP) to assure compliance with Local, State, Federal, NFPA, and best practices to
assure for the safety of Firefighters and the community.
Provide a safe, courteous, professional, and consistent level of service for the department and
community.
The Roseville Fire Administration will provide new contract audit, and recommendations report
to the Falcon Heights City Administration and City Council within 120 days of execution of
contract. The Roseville Fire Administration will have full permission and access to Falcon
Heights Fire Department facilities and equipment.
The Roseville Fire Administration will have full access to all training and personnel records.
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Roseville Fire Administration will provide to the City of Falcon Heights, Falcon Heights Fire
Department, and Firefighters:
• Organizational management
• Fire, hazardous materials, rescue, and emergency medical services training
o Perform the duties of training chief
• Personnel development
• Fleet and equipment management
• Firefighter OSHA and medical examination requirement management
• Personal protective equipment (PPE) management
• Fire investigation
• Perform recommendations on hiring, demotions, promotions, all personnel
management decisions with approval of City Manager
• Management of fire station activities and space
Roseville Fire Administration will be reasonably available for department head-level meetings
and events within the Falcon Heights organizational structure. Roseville Fire Administration will
make reports to the City Administrator regularly, and City Council as requested.
Expanded scope/additional work: The City of Falcon Heights and the City of Roseville agree that
at any time during the term of the contract either party may initiate discussions regarding the
expansion of the scope of this contract to include expanded or additional services provided by
the Roseville Fire Department.
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EXHIBIT B (“Audit”)
1. Training
a. Calendar Review and Planning
i. 2018
ii. 2019
iii. 2020
b. Hours of training for each topic
i. MBFTE/MFSCB Compliant?
ii. EMSRB/NREMT Compliant?
c. Personnel files
i. All of these items organized and compiled correctly
ii. Any outstanding personnel issues or discipline currently
d. 2020 calendar
i. Training
ii. Community Events
2. Leadership Structure
a. Leadership Review and Assessment
i. Promotions
ii. Demotions
3. The right people in the right places
a. Assessing daytime, nighttime, and weekend availability
4. Meetings & Trainings
a. Nights/Days/When/why, etc.
5. Dispatch Work
a. Response Plan Review
b. Phoenix G2 Update
c. Pager/Everbridge Review
6. Internal Communications
a. Website or a Firewire-type program?
b. Image Trend?
c. How do they communicate?
i. Email?
ii. Text?
7. Reports and Report Writing
a. Image Trend- What version and how does it operate?
b. Firehouse?
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EXHIBIT B (“Audit”)
8. Uniform Assessment
a. What needs to be addressed?
9. Gear, Helmet and PPE Assessment
a. NFPA compliant?
b. OSHA Compliant?
10. Annual Performance Checks and Inspections
a. SCBAs
b. Engine pump
c. Ladder
d. Hose testing
e. Equipment
i. Saws
ii. Fans
iii. Extinguishers
11. Annual Medical Examinations
a. What do they currently perform?
b. Who performs the medical examinations?
12. SOP/SOG
a. Full review of any/all SOGs
b. What needs to be cleaned up?
c. What is missing?
13. Personnel Assessments
a. Company officer review
b. Years of service, training, experience
i. Long-mid-term range assessment on retirement/transient employment
14. Officer Development
15. Inspections
a. Fire and Life Safety Inspections Completed?
b. Plan Review?
c. Pre-Plans for CAD?
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REQUEST FOR COUNCIL ACTION
Families, Fields and Fair __________________________
The City That Soars!
Item Fire Services to the City of Lauderdale
Description
The City of Falcon Heights has provided fire protection services to the City of
Lauderdale for at least three decades and every fall, we sends the City of
Lauderdale a letter with cost breakdown that will be invoices in the upcoming year.
The cost allocations in readiness to serve, fire inspection services, billable fire
calls/false alarms and capital payments for Ladder Truck 757.
The City received a total of $ 40,605 from the City of Lauderdale for Fire Services.
Readiness To Serve
The readiness to serve formula is based on the pervious year’s total market value
with a multiplier for the City of Lauderdale. The concern with this model structure
is that fire operations and serves does not decrease if the City’s total market value
decreases. This will put more of the burden on our levy. The alternative would be
to base the Readiness To Serve cost on the percentage of calls for service.
Fire Inspection Services
The City also provide fire inspection services to the City.
Billable Fire Calls and False Alarms
Lauderdale is billed for calls for service and false alarms.
Capital Payment for Ladder Truck 757
The truck was purchase for 2015 and a calculation was used to determine capital
payments from the City of Lauderdale. The City of Lauderdale contributes $2,250
annually. The formula used was not accurately calculated.
Budget Impact N/A
Attachment(s) • Fire Contract
• Contract Letter
Action(s)
Requested
Staff is looking for direction on how to proceed.
Meeting Date May 6, 2020
Agenda Item Policy D1A
Attachment Contract & Cost Letter
Submitted By Sack Thongvanh, City Administrator
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September 17, 2019 Heather Butkowski City Administrator City of Lauderdale 1891 Walnut Street Lauderdale, MN 55113 Dear Heather:
On behalf of the Mayor Council members and firefighters of Falcon Heights, I want to express our enthusiasm for continuing our long-term relationship in sharing fire services. As you know,
this has been a cost-effective way of providing services to both of our communities, and we look forward to serving Lauderdale in 2020.
Per the Agreement for Fire Services between the City of Falcon Heights and the City of Lauderdale signed in 2013, the below serves as the costs for the City of Lauderdale in 2020 as defined in the said agreement. 1. Readiness to serve:
The readiness to serve factor covers partial cost for guaranteeing fire service. This is billed in January 2020. Estimated 2020 Market Value $226,256,200
X Multiplier .00009723
Total $21,998.89
2. Fire Inspection Services: The City of Falcon Heights will continue to provide Fire Inspection services to Lauderdale at the following estimated rate:
Estimated budget is $31.50 per hour X 140 hours=$4,410.00
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3. Response to fire calls and false alarms:
0-45 Minutes 46-120 Minutes 121-360 Minutes Over 360 Minutes
(Extreme)
Fire Call
(per truck)
$457.68 $457.68 $893.83 $1,420.03
Identified False Alarm (per call)
$228.85 $457.68 Not Applicable Not Applicable
4. Capital Payment for 2016 Replacement of Truck 757 $2,250 annually based upon the updated 2013 Fire Agreement. 5. Estimated total costs: Capital Share (Last Payment 2023) $2,250
Readiness to Serve $21,998.89 Fire Inspections $4,410
Fire Protection $20,000 (estimate) Total Estimate: $48, 658.89 We are very pleased to be continuing our service to Lauderdale in this capacity. If you have any questions or concerns, please feel free to contact me at (651) 792-7611 or sack.thongvanh@falconheights.org. Sincerely,
Sack Thongvanh City Administrator cc: Roland Olson Amanda Lor
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REQUEST FOR COUNCIL ACTION
Families, Fields and Fair __________________________
The City That Soars!
Item Receive Presentation for the 2021 Pavement Management Program
Description
City Staff is proposing to initiate the planning and preliminary design for
roadway maintenance included in the 2021 Pavement Management Project
(PMP). The proposed project includes the following streets:
• Garden Avenue, from Snelling Avenue to Hamline Avenue
• Tatum St, from Larpenteur Ave to Roselawn Ave
• Lindig St, from Larpenteur Ave to cul-de-sac
• Fry St, from Larpenteur Ave to Maple Knoll Dr
• Saint Marys St, from Larpenteur Ave to Maple Knoll Dr
• Snelling Service Dr, from Hoyt to Hollywood Ct
• Snelling Service Dr, from Idaho Ave to cul-de-sac
• Asbury St, from Crawford Ave to Roselawn Ave
• Arona St, from Crawford Ave to Roselawn Ave
• Simpson St, from Crawford Ave to Roselawn Ave
• Ruggles St, from Snelling Service Dr to Pascal St
The proposed project area abuts approximately 331 properties, one of which is
Falcon Heights Elementary School.
Staff will also present an alternate plan for adding in Pascal St, from Larpenteur
to Roselawn and Albert St from Larpenteur to Garden.
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) 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) Project Location Map
Alternate Project Location Map
Presentation
Meeting Date May 6, 2020
Agenda Item Policy D2
Attachment Project Location Map, Alternate Project
Location Map, Presentation
Submitted By Jesse Freihammer, City Engineer
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Action(s)
Requested
Receive Presentation for the 2021 Pavement Management Program
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Community
Park
CurtisField
Grove
Park
University of MinnesotaGolf Course
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CALIFORNIA AVE W
MURPHY AVE
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HENDON AVE
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BUFORD AVE
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MINNESOTA AVE W
NE
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JUDSON AVE W
LARPENTEUR AVE W
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WRIGHT AVE W
RANDALL AVE W
HOYT AVE W
GARDEN AVEGARDENAVE GARDEN AVEAS
B
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SIM
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IDAHO AVE W IDAHO AVE W
HOYT AVE W HOYT AVE W
IOWA AVE WIOWA AVE W
HA
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ROSELAWN AVE W
LARPENTEUR AVE WLARPENTEUR AVE W
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HOYT AVE W
FOLWELL AVE
Prepared by:City of Roseville Engineering DepartmentFebruary 14, 2020
mapdoc: 2021PMP.mxdmap: 2021PMP.pdf
Data Sources and Contacts:* Ramsey County GIS Base Map (1/03/20)* City of Roseville Engineering DepartmentFor further information regarding the contents of this map contact:City of Roseville, Engineering Department,2660 Civic Center Drive, Roseville MN
DISCLAIMER:This map is neither a legally recorded map nor a survey and is not intended to be used as one. This map is a compilation of records,information and data located in various city, county, state and federal offices and other sources regarding the area shown, and is tobe used for reference purposes only. The City does not warrant that the Geographic Information System (GIS) Data used to preparethis map are error free, and the City does not represent that the GIS Data can be used for navigational, tracking or any other purposerequiring exacting measurement of distance or direction or precision in the depiction of geographic features. If errors or discrepanciesare found please contact 651-792-7075. The preceding disclaimer is provided pursuant to Minnesota Statutes §466.03, Subd. 21 (2000),and the user of this map acknowledges that the City shall not be liable for any damages, and expressly waives all claims, and agrees todefend, indemnify, and hold harmless the City from any and all claims brought by User, its employees or agents, or third parties whicharise out of the user's access or use of data provided.
Proposed 2021Pavement Management Project
´
0 250 500 750 1,000Feet
2021 Mill & Overlay Project
2021 Reclaim Project
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Community
Park
CurtisField
Grove
Park
University of MinnesotaGolf Course
LARPENTEUR AVE W
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DAN PATCH AVE
CRAWFORD AVE
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AUTUMN ST
FITCH AVE
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CL
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QUESTWOOD DR
FO
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P
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HOLLYWOOD CT
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CARTER AVE N
SN
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CALIFORNIA AVE W
MURPHY AVE
PR
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N
BO
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GARDEN AVE
HENDON AVE
SUMMER ST SH
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CARTER AVE
FOLWELL AVE
FIF
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AL
B
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PR
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BUFORD AVE
RA
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MINNESOTA AVE W
NE
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JUDSON AVE W
LARPENTEUR AVE W
CO
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UN
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W
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WRIGHT AVE W
RANDALL AVE W
HOYT AVE W
GARDEN AVEGARDENAVE GARDEN AVEAS
B
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SIM
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RUGGLES ST
PA
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IDAHO AVE W IDAHO AVE W
HOYT AVE W HOYT AVE W
IOWA AVE WIOWA AVE W
HA
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ROSELAWN AVE W
LARPENTEUR AVE WLARPENTEUR AVE W
MA
P
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ROSELAWN AVE W
HA
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JUDSON AVE W
KNAPP
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GIBBS AVE
FIF
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V
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COMMONWEALTH AVE
GO
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N
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A
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BUFORD AVEBU
F
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C
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DUDLEY AVE
ROSELAWN AVE W
FU
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NO
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FU
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HOYT AVE W
FOLWELL AVE
Prepared by:City of Roseville Engineering DepartmentMay 1, 2020
mapdoc: 2021PMP.mxdmap: 2021PMP.pdf
Data Sources and Contacts:* Ramsey County GIS Base Map (4/01/20)* City of Roseville Engineering DepartmentFor further information regarding the contents of this map contact:City of Roseville, Engineering Department,2660 Civic Center Drive, Roseville MN
DISCLAIMER:This map is neither a legally recorded map nor a survey and is not intended to be used as one. This map is a compilation of records,information and data located in various city, county, state and federal offices and other sources regarding the area shown, and is tobe used for reference purposes only. The City does not warrant that the Geographic Information System (GIS) Data used to preparethis map are error free, and the City does not represent that the GIS Data can be used for navigational, tracking or any other purposerequiring exacting measurement of distance or direction or precision in the depiction of geographic features. If errors or discrepanciesare found please contact 651-792-7075. The preceding disclaimer is provided pursuant to Minnesota Statutes §466.03, Subd. 21 (2000),and the user of this map acknowledges that the City shall not be liable for any damages, and expressly waives all claims, and agrees todefend, indemnify, and hold harmless the City from any and all claims brought by User, its employees or agents, or third parties whicharise out of the user's access or use of data provided.
Proposed 2021Pavement Management ProjectAlternative
´
0 250 500 750 1,000Feet
2021 Mill & Overlay Project
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Pavement Management
Program
FALCON HEIGHTS –MARCH 18, 2020
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Pavement Management Project Overview
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Pavement Management Project -Alternate
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Pavement Management Project
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2021 PMP Estimates
Year Location Assessment MSA City-Streets City- Storm Total Cost Notes
2021
Tatum, Lindig, Fry, St
Marys $112,000 $130,000 $130,000 $37,000 $409,000 Mill and Overlays
2021
Asbury, Arona,
Simpson, Garden,
Ruggles $210,000 $245,000 $245,000 $70,000 $770,000
Mill and Overlays,
Garden (Reclaim)
Totals $322,000 $375,000 $375,000 $107,000 $1,179,000
Avg Current
PCI
Avg Bit
Age Length Miles
Avg Age of Bit when
replaced
Tatum, Lindig, Fry, St Marys 50.84 1987.87 1.54 33.13
Asbury, Arona, Simpson,
Garden, Ruggles 60.43 1993.65 2.06 27.35
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Garden Avenue
History of Garden
Road was originally constructed in the 1950’s
Road was widen to current conditions in the 1970’s
Project was originally scheduled for a reclaim and inlay in 2015
Potential Issues/Opportunities
School zone & lack of pedestrian infrastructure
Sidewalk assessment district
Proposed public involvement
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Sidewalk Assessment District -Option
435.44 SIDEWALK IMPROVEMENT DISTRICTS; COSTS SPLIT BY BENEFIT.
Subdivision 1.Authorized.
Any municipality may, by ordinance, establish sidewalk improvement districts within a municipality, and have authority to defray all or part of the total costs of sidewalk construction and repair by district benefits and apportioning the district's cost to all of the parcels located in the district on a direct or indirect benefit basis.
Subd. 2.For safety.
The governing body of any municipality may establish sidewalk districts on the basis that all areas within each district have safe pedestrian walkways to and from schools and school bus stops, public transportation facilities, and other services to the neighborhood and community.
Subd. 3.Uniformity; wide sidewalks; indirect benefit.
The total costs of sidewalk district improvements may be apportioned and assessed to all parcels or tracts of land located in the established assessment district on a uniform basis as to each classification of real estate. Where sidewalk widths are wider than the standard width of the district, the additional costs may be assessed as a direct benefit to the abutting property. An indirect district benefit assessment may involve all parcels or tracts of land located in the assessment district without regard to location of sidewalks, as it is deemed that all parcels or tracts of land within the assessment district benefit equally.
Subd. 4.Up to five years.
The governing body may assess the costs on all district sidewalk improvements up to a maximum of five years on equal annual installments, plus interest on the unpaid balance.
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Sidewalk Assessment District -Option
Would need to establish a City Ordinance
Define improvement area
Define type of improvements
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Garden Ave –Existing west of Holton –36’ wide
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Garden Ave –Existing west of Holton –36’ wide
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Garden Ave –Option A west of HoltonNarrow road to 29’ with 7’ SW adjacent to curb
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Garden Ave –Option A west of HoltonNarrow road to 29’ with 7’ SW adjacent to curb
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Garden Ave –Option B west of HoltonNarrow road to 25’ with 6’ SW and 6’ turf boulevard
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Garden Ave –Option B west of HoltonNarrow road to 25’ with 6’ SW and 6’ turf boulevard
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Garden Ave –Falcon Heights Elementary
Narrow road at ends to 29’ with 7’ SW adjacent to curb
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Garden Ave –Falcon Heights Elementary
Narrow road at ends to 26’ with 7’ SW adjacent to curb small boulevard
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Garden Avenue –Public Involvement
#1 Preliminary Feedback
Neighborhood Meeting in April or May 2020 –
Falcon Heights PTA meeting in April or May 2020
Council receives feasibility report
#2 Secondary feedback on updated design options and costs
Neighborhood Meeting in September 2020
#3 Public Hearing -October 2020
Council meeting to approve final layout.
Authorize preparation of plans and specifications
Overall 2021 PMP
Accept plans and specifications and order advertisement for bids for the project -Winter 2020
Award Bids for the project -March 2021
Construct Project -June through September 2021
Declare costs and order preparation of proposed assessment and call assessment hearing-September 2021
Final assessment hearing, adopt and confirm assessments -October 2021
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Questions?
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Assessment Policy-Streets
Assessment Policy
◦Assessed per the front footage of the lots
◦Corner lots assessed 100% long, 0% short side
◦Assessment Rates (street costs only)
◦Residential -40% of per foot of frontage project cost
◦Commercial/Multi-unit residential -60% of per foot of frontage project cost
◦Tax-exempt -100% of per foot of frontage project cost
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Assessments-Timeline
Assessment timeline is shown below and will correspond with City Council meetings:
Order feasibility report -March 2020
Receive feasibility report and order public hearing for the project -Summer 2020
Hold public hearing for the project, adopts resolution ordering the improvement and preparation of plans and specifications -Fall 2020
Accept plans and specifications and order advertisement for bids for the project -Winter 2020
Award Bids for the project -March 2021
Construct Project -June through September 2021
Declare costs and order preparation of proposed assessment and call assessment hearing-September 2021
Final assessment hearing, adopt and confirm assessments -October 2021
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REQUEST FOR CITY COUNCIL ACTION
Families, Fields and Fair __________________________
The City That Soars!
Policy
Item Advertisement Policy for Newsletter
Description
The City of Falcon Heights is exploring new ways to keep the local community
informed and to promote local businesses. The Fall 2019 newsletter that was
distributed was printed through vendor Rengel Printing. Rengel printing offers
communities to work with local businesses to buy ads in their newsletters.
Rengel printing is based out of Central Minnesota and has worked with many
cities that have their local businesses place ads in their newsletters. Businesses
will have the opportunity to purchase a half or full page advertisement slot. The
cost of the half and full page advertisements will depend on the next newsletters
total number of pages and advertisement slots available.
The Spring 2020 newsletter features the Parks and Rec summer programming
guide. The cost for the 24 page newsletter excluding postage was about $2,300.
Staff has created a policy that guides the contents of advertisements.
Advertisement policy would be distributed to all local businesses that are
interested in placing their ads in the city newsletter.
Budget Impact N/A
Attachment(s) • Advertisement Policy
• Advertisement Guidelines
Action(s)
Requested
Staff recommends discussing if businesses that sell liquor would be allowed to
advertise their product in the newsletter. Advertisement guidelines should also be
reviewed for cost and content.
Meeting Date May 6, 2020
Agenda Item Policy D3
Attachment Advertisement Policy
Submitted By Nalisha Nandkumar, Assistant to the City
Administrator
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Circulation:
Purchasing ad space in our newsletter informs our community about local events, news and business
information. Our bi-annual newsletter is mailed to about 4,000 homes twice per year. Our boundary
areas include Roseville, Falcon Heights, Lauderdale and St. Paul.
Advertising Deadlines:
The City of Falcon Heights mails a fall newsletter in late August and a spring newsletter in late March.
Please contact us for advertising deadlines.
Tips for creating your ad:
• Resolution of images must have a minimum of 300 dpi resolution
• All 4-color artwork and/or images must be provided in CMYK (Cyan, Magenta, Yellow, and
Black) color mode.
• All black & white artwork and/or images must be provided in grayscale color mode. Heavy black
ink might cause smearing. Indicate Pantone® (PMS) colors when spot color colors are used for
printing and provide artwork in Pantone® color mode.
• Fonts must be embedded in PDF files. (some fonts have copyright restrictions and will not embed in pdf files.)
• Embed all images and outline text in Illustrator files.
• Flatten all layers when working in Photoshop
Full Page: $250
Half Page: $150
Submitting your ad to us:
Please email your formatted ads to:
Nalisha.nandkumar@falconheights.org
Contact Nalisha with any questions at the above
email address or at 651-792-7617.
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Vendor shall obtain commercial messages and/ or advertisements consistent with the following
guidelines. Any commercial messages and/or advertisements which contain any of the following
characteristics of which, is of the type or category listed, shall be and hereby are expressly prohibited.
1. Advertisements should not promote sale or consumption of tobacco/alcohol products or
depiction of the use of tobacco/alcohol products.
2. Advertisements should not depict political messages (ex: candidate promotions, political parties,
etc.)
3. Advertisements should not include materials, depictions, promotions or offerings which are the
type prohibited by or by their nature would violate any postal restrictions or regulations or any
federal, state, or local law, rule or regulation.
4. Advertisements should not include any form of nudity or semi-nudity, profanity, obscenity, or
lewdness or characterizations which suggest, depict or promote any such element or sexually
oriented products, activities or materials.
5. Advertisements should not promote any form of illegal drugs, illegal drug use or illegal drug
materials or characterizations which suggest or depict the promotion or glorification of any such
products, activities or materials.
6. Advertisements should not promote the use or sale of firearms, explosives or other weapons, or
the depiction, suggestion or glorification of violence or acts of a violent nature.
7. Advertisements should not use language or descriptive material which taken in form and
context is deemed to be unsuitable for and contrary to community standards or standards of
appropriateness for governmental or family publications.
8. Advertisements should not use words, language, representations or descriptive material of any
kind having more than one meaning or connotation, one of which would be otherwise be
prohibited under these guidelines.
9. Vendors, municipal licensed businesses within Falcon Heights city limits, will be allowed to post
advertisements in City newsletter.
Commented [NN1]: Will this exclude businesses such as Merwin, Stouts?
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REQUEST FOR COUNCIL ACTION
Families, Fields and Fair __________________________
The City That Soars!
Item Private Community Garden and Interim Ordinance
Description
In late February, a Falcon Heights property owner posted on social media the
possibility of turning their front yard into a vegetable garden, in collaboration with
neighbors and sharing the produce amongst those who helped.
Throughout the discussion of native landscaping, vegetable gardens were not
considered, and these plants would not fit the definitions approved in the code
changes. Gardening is classified as a permitted accessory use in the R-1 zone (so
long as no retail sale of products is conducted on the premise). City staff visually
surveyed the residential areas of the city and noticed a few small vegetable gardens
in front yards, often in raised beds.
If the City Council feels it is appropriate to limit vegetable gardens, in locations,
size, setbacks, etc, it could be prudent to adopt an Interim Ordinance placing a
moratorium on such gardens to allow city staff adequate time to study. The Interim
Ordinance could place temporary prohibitions for up to one year.
A summary of policies regarding residential and/or community gardens is
provided below.
Falcon Heights
Permitted accessory use in the R-1 district (no retail sales allowed)
Roseville
Private Gardens and Community Gardens are permitted temporary use in all
residential zones. Community garden is defined as follows: An area of land managed
and maintained by a group of individuals to grow and harvest food crops and/or non-food,
ornamental crops, such as flowers, for personal or group use, consumption or donation. Community gardens may be divided into separate plots for cultivation by one or more
individuals or may be farmed collectively by members of the group and may include common
areas maintained and used by group members.
Meeting Date May 6, 2020
Agenda Item Policy D4
Attachment N/A
Submitted By Justin Markon, Community
Development Coordinator
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North St. Paul
Community gardens (defined for both public and private land, on which may
produce fruit, vegetables, and/or ornamentals) are permitted as an interim use in
all Residential and Mixed Use districts (no standalone Business Districts).
In other cities, gardens were classified as permitted and/or accessory uses in
residential and floodway districts.
Budget Impact N/A
Attachment(s) N/A
Action(s)
Requested
Staff recommend a discussion on private community gardens and gardening in
front yards of residential properties.
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REQUEST FOR COUNCIL ACTION
Families, Fields and Fair __________________________
The City That Soars!
Item Drive-Thru at Dino’s Mediterranean Fresh
Description
The owners of Dino’s Mediterranean Fresh (1700 Snelling Avenue) recently
approached City staff to discuss the possibility of operating their drive-through.
This request was made in light of the coronavirus pandemic to expand the options
for Dino’s to serve customers, since their business has lost at least 75% of sales in the
past few weeks and that social distancing may be part of society for a long time
after the virus dissipates. A drive-through window exists on the north side of the
building, which was installed when the property was redeveloped in 2003. The final
Site Plan does not show a drive-through lane.
In February 2006, the City Council passed an interim ordinance prohibiting permits
for drive-through businesses. In September 2006, an Ordinance was approved that
limited drive-thru to financial institutions and placed a number of conditions on
their operation.
To allow a drive-through at Dino’s, a number of actions would have to be taken.
This could include Ordinances amending City Code as well as variances for
impervious lot coverage and drive-through design (depending on changes to City
Code). At this time, a formal application has not been submitted.
A summary of policies regarding drive-thru is provided below.
Falcon Heights
Allowed only as an accessory use to financial institutions and limited to the B-2
zoning district
Roseville
Conditional use in all business districts
Little Canada
Conditional use in B-3 General Business District
St. Anthony Village
Conditional use in General Commercial District
Meeting Date May 6, 2020
Agenda Item Policy D5
Attachment N/A
Submitted By Justin Markon, Community
Development Coordinator
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Arden Hills
Conditional use in B-2, B-3, and B-4 business districts
Shoreview
Conditional use in Retail Service and General Commercial Districts
North St. Paul
Conditional use in Downtown Mixed-Use District, Permitted use in Traditional and
Corridor Mixed-Use Districts (no standalone Business Districts)
Budget Impact N/A
Attachment(s) • Site Map
Action(s)
Requested
Staff recommend a discussion on the possibility of City action that would allow for
construction of a drive-through facility at Dino’s.
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Attachment – Dino’s Site Map
Dino’s is located at 1700 Snelling Ave, just north of the Snelling-Larpenteur intersection.
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REQUEST FOR COUNCIL ACTION
Families, Fields and Fair __________________________
The City That Soars!
Item IT Updates - INET Joint Powers Agreement (JPA) Proposal
Description
There has been on-going discussion around our shared IT services with the City of
Roseville and the other governmental jurisdictions that are involved. There are
currently about 34 Member Agencies and 9 Agencies receiving limited services. The
member agencies currently all operate via one-to-one agreement with the City of
Roseville.
About eight years ago, the JPA structure was discussed, but ultimately failed
because the member agencies felt they has more influence in an agreement with
Roseville than as a member of a joint powers board.
With the retirement of IT Manager Terrence (Terre) Heiser, and the resignation of
Roseville Finance Director/IT Director who left for LOGIS has given the
jurisdictions involved in I-NET an opportunity to explore IT services.
Budget Impact There will be an impact on the 2021 Budget, but the significance and impact will not
be realized until there is an accurate count of agencies that would continue IT
services with I-Net through a Joint Powers Agreement.
Attachment(s) • Roseville Memo and Presentation
Action(s)
Requested
Staff is looking for direction on how to proceed.
Meeting Date May 6, 2020
Agenda Item Policy D6
Attachment JPA Presentation
Submitted By Sack Thongvanh, City Administrator
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City Manager’s Office
Memo
To: Metro I-Net Members
cc: Pete Bauer & Jason Swalley, Metro I-Net
From: Patrick Trudgeon, Roseville City Manager
Date: February 13, 2020
Re: Metro I-Net Discussion Points
Metro I-Net originally started as a collaboration between Roseville and Mounds View to share
IT resources in 1999. Since that time, Metro I-Net has grown to 35 member organizations receiving full IT services and 9 associate members receiving limited IT services. Not only has the number of Metro I-Net members grown, each member agency’s needs have
grown exponentially. Some examples in recent years include the deployment of laser fiche,
remote computer access, electronic door access, wireless access points, as well as body cam support for law enforcement. Currently, Metro I-Net is under organizational control of the Roseville City Manager and
Roseville City Council. All Metro I-Net employees are actually Roseville employees and fall
under Roseville personnel policy, its liability coverage, and compensation structure. The Roseville City Manager makes employment decisions for Metro I-Net including the hiring and termination of employees. The City of Roseville includes the $3.5 million Metro I-Net budget as part of its city budget.
While this arrangement has worked for many years, the following issues is making it harder to keep Metro I-Net sustainable into the future:
• Roseville City Council concern about the amount of Metro I-Net staff and the
added liability and carrying costs for that amount of employees
• Roseville City Council concern the use of space within City given other city
department space needs
• The Roseville employee compensation plan lags behind the market for other local
governments and especially with LOGIS, a joint powers entity that provides IT
services to many local governments in the Twin Cities. LOGIS has recruited
several Metro I-Net staff members over the past couple of years
• As a result of the Roseville compensation plan and organizational structure, it is
not possible to create the necessary executive leadership to guide the large $3.5
million Metro I-Net enterprise
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Page 2
• Finally, it should be noted that the Roseville City Council could at any time
decide to no longer be the lead agency for Metro I-Net and a result, breakup
Metro I-Net and let members figure out how to best provide IT services for their
organization. It should be pointed out that Roseville City Council has not
discussed doing this, but it is always a potential concern in the future.
Having Metro I-Net as a joint powers entity does provide members more direct control over governance of Metro I-Net, including costs, personnel, and policies and takes away uncertainty of the future of Metro I-Net.
The highlights of the joint powers agreement, as currently contemplated, are as follows: • The initial members of the JPA will be the current members of Metro I-Net
• JPA is planned to become effective on 1/1/2021
• Metro I-Net will be governed by a Board of Directors with each member having a
Director and Alternate designated
• Metro I-Net board meetings subject to open meeting law
• Each member will have the number of votes equivalent to its share of the budget
• Members will not be allowed to vote if they are in default of their financial obligation
or violation of IT security policies
• Metro I-Net board will meet at least four times (Jan., April, July, Oct.) annually
• Metro I-Net board will have officers elected to 3-year terms
• Metro I-Net board will have power take all action in establishing and managing the
operations of Metro I-Net
• Metro I-Net board will enter into a contract with a member to serve as the fiscal and
operations agent for the organization
• Metro I-Net board will hire an executive director who will be responsible for day-to-
day operations
• The executive director will have broad authority to run the operations of Metro I-Net
• The executive director can be terminated by a 2/3 vote of the Metro I-Net board
• The Metro I-Net board will establish an executive committee consisting of the 4 board
officers and the member serving as the fiscal agent
• The executive committee would meet on a more frequent basis and work on duties as
assigned by the board such as the budget and administrative issues
• The JPA outlines the schedule for the creation and consideration of the annual budget.
• The JPA creates 3 different classes of charges
• Class 1 – Annual personnel & other operating expenses
• Class 2 - Capital charges for hardware and software
• Class 3 – Necessary additional charges
• The JPA outlines procedures for members to withdraw from Metro I-Net
• JPA creates a Metro I-Net “Associate” which is an entity that is receiving a contractual
service from Metro I-Net
• The JPA has no termination date but does outline procedures to dissolve the
organization
92 of 117
Page 3
The new organizational structure will increase the costs for each member. The exact costs
have not been determined yet and is highly dependent on the number of members that join the
JPA. If all current members remain as members of the JPA, it is estimated that each member, including Roseville, would see an increase of 5% over the 2020 cost. At this point, Roseville is seeking a commitment by your governing board to enter into a Metro I-Net joint powers agreement, subject to final review and approval of the JPA
document. This will allow us to proceed in completing the drafting of the JPA and have an
assurance on the costs to create the new entity.
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94 of 117
METRO I-NET MEMBER
MEETING
February 13, 2020
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Welcome and Introductions
Update on Metro Cities Joint Powers Agreement
Next Steps
2020 Metro I-Net Work Plan
Member Agencies
February 13, 2020
Metro I-Net Member Meeting
Agencies Receiving Limited Services
Arden Hills, Anoka, Birchwood Village, Coon Creek Watershed, Centennial Fire Department, Centennial Lakes Police Department, Circle Pines, Centerville, East Bethel, Falcon Heights, Forest Lake, Gem Lake, Ham Lake, Hugo, Lauderdale, Little Canada, Little Canada Fire Department, Lake Elmo, Lexington, Lake Johanna Fire Department, Lino Lakes, Mahtomedi, MN State Fair Police Department, Mounds View, Mississippi Watershed Management Organization, North Oaks, North St. Paul, Oakdale, Ramsey Washington Watershed District, Roseville, St. Anthony, St. Francis, Vadnais Heights, Vadnais Lake Watershed District, White Bear Township
Blaine, Columbia Heights Police Department , Fridley, Maplewood, North Suburban Cable Commission, Ramsey County Library, Ramsey Washington Cable Commission, Spring Lake Park, White Bear Lake
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•Metro I-Net has grown considerably since its creation
•The entire operation is under control of the City of Roseville
•Challenge for the Roseville City Council to take on additional employees, space, and liability
February 13, 2020
Metro I-Net Member Meeting
Why a joint powers entity?
•Challenge in recruiting and retaining employees due to Roseville compensation plan due to LOGIS and other IT agencies
•City of Roseville could decide to no longer participate in Metro I-Net
•Members will have more of a say in governance, policies, and costs
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•Sub-group of six members (Circle Pines, Maplewood, Mounds View, Mississippi Watershed, Roseville, and St. Anthony) met several times to lay out some a basic framework of a joint powers entity and agreement.
•Engaged Attorney Jim Strommen of Kennedy and Graven to assist in the joint powers framework and work on draft agreement
February 13, 2020
Metro I-Net Member Meeting
Status of Metro I-Net Joint Powers Agreement
•Group reviewed and commented the drafts prepared by Attorney Strommen
•Before continuing working on draft JPA, group felt it was necessary to gather the members to provide an update and start securing commitments in moving forward with a JPA
98 of 117
•The initial members of the JPA will be the current
members of Metro I-Net
•JPA is planned to become effective on 1/1/2021
•Still considering what the
threshold of members will need to be to make JPA viable
February 13, 2020
Metro I-Net Member Meeting
Framework of Metro I-Net Joint Powers Entity
•Metro I-Net will be governed by a Board of Directors with each member having a Director and Alternate designated
•Metro I-Net board meetings subject to open meeting law
•Each member will have the number of votes equivalent to its share of the budget
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•Members will not be allowed to vote if they are in default of their financial obligation or violation of IT security policies
•Metro I-Net board will meet at least four times (Jan., April, July, Oct.) annually
•Metro I-Net board will have officers elected to 3-year terms
February 13, 2020
Metro I-Net Member Meeting
Framework of Metro I-Net Joint Powers Entity
•Metro I-Net board will have power take all action
in establishing and managing the operations of Metro I-Net
(See Article VI of draft JPA)
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•Metro I-Net board will enter into a contract with a
member to serve as the fiscal and operations agent for the organization
•Metro I-Net board will hire an executive director who will be responsible for day-to-day operations
February 13, 2020
Metro I-Net Member Meeting
Framework of Metro I-Net Joint Powers Entity
•The executive director will have broad authority to
run the operations of Metro I-Net
•The executive director can be terminated by a 2/3 vote of the Metro I-Net board
101 of 117
•The Metro I-Net board will establish an executive committee consisting of the 4 board officers and the member serving as the fiscal agent
•The executive committee would meet on a more frequent basis and work on duties as assigned by the board such as the budget and administrative issues
February 13, 2020
Metro I-Net Member Meeting
Framework of Metro I-Net Joint Powers Entity
•The JPA outlines the schedule for the creation and consideration of the annual budget.
•The JPA creates 3 different classes of charges
•Class 1 –Annual personnel & other operating expenses
•Class 2 -Capital charges for hardware and software
•Class 3 –Necessary additional charges
102 of 117
•The JPA outlines procedures for members
to withdraw from Metro I-Net
•JPA creates a Metro I-Net “Associate” which is a
entity that is receiving a contractual service from Metro I-Net
February 13, 2020
Metro I-Net Member Meeting
Framework of Metro I-Net Joint Powers Entity
•The JPA has no termination date but does
outline procedures to dissolve the organization.
103 of 117
•We have estimated an additional $175,000 annually for overhead with the operation the joint powers Metro I-Net
•With the assumption that we have 100% of the members as part of the JPA, this represents a 5% increase for each member over what you are paying in 2020
February 13, 2020
Metro I-Net Member Meeting
Cost impacts
•However, with less than 100% of the members
being part of the JPA, the costs will rise more dramatically.
104 of 117
February 13, 2020
Metro I-Net Member Meeting
Cost impacts
•If we have only members that join in the JPA that represent 80% of the 2020 budget, it will equal a 31% increase for the remaining members
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•We need to know if your organization will be joining
the Metro I-Net JPA in the very near future in order to properly prepare a budget, continue working on the
governance documents, and plan for the transition
February 13, 2020
Metro I-Net Member Meeting
Importance of Commitment to Metro I-Net JPA
•Request that you get a commitment from your
governing policy board to plan on entering into a joint powers agreement given the framework and
costs outlined today subject to final review and approval of the joint powers agreement
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•Approval of the actual JPA will need to come at a
later date since we cannot finalize it until he have an understanding on who will participate in Metro I-Net
moving forward.
February 13, 2020
Metro I-Net Member Meeting
Importance of Commitment to Metro I-Net JPA
•If you or your governing board would like to look at
other options for IT services in order to compare, urge you to begin that process now
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•Will provide a fact sheet outlining the rationale and reasons for a JPA
•Will provide a listing of services you are receiving (along with definitions on what they are) and the costs for each service
•Will provide you an estimate of the costs to participate in the JPA
February 13, 2020
Metro I-Net Member Meeting
Information to help you discuss the Metro I-Net JPA with your policy board
•It should be noted that leaving Metro I-Net will put
a greater burden on your organization to manage your data, hardware, software, and user
support even if you contract with a third-party to manage those items
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•Century Link migration/ phone system
•Arbitrator expansion
•Antivirus replacement
•Two Factor Authentication for web email
•Zayo equipment refresh
February 13, 2020
Metro I-Net Member Meeting
2020 Work Plan
•IT Security Audit
•Streamlining asset management
•Automating software deployment
•Window 7 computer replacements
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2020 Budget 3,320,704$ Budget Share RoundUp Votes
AH Arden Hills 70,342$ 2.12% 3.00% 3
ANO Anoka 297,760$ 8.97% 9.00% 9
BV Birchwood Village 6,956$ 0.21% 1.00% 1
CCW Coon Creek Watershed 34,066$ 1.03% 2.00% 2
CFD Centennial Fire 14,357$ 0.43% 1.00% 1
CLPD Centennial Lakes Police 45,786$ 1.38% 2.00% 2
CP Circle Pines 46,605$ 1.40% 2.00% 2
CV Centerville 24,148$ 0.73% 1.00% 1
EB East Bethel 50,294$ 1.51% 2.00% 2
FH Falcon Heights 44,321$ 1.33% 2.00% 2
FL Forest Lake 141,641$ 4.27% 5.00% 5
GL Gem Lake 4,845$ 0.15% 1.00% 1
HL Ham Lake 52,056$ 1.57% 2.00% 2
HUGO Hugo 73,563$ 2.22% 3.00% 3
LAU Lauderdale 17,865$ 0.54% 1.00% 1
LC Little Canada 56,744$ 1.71% 2.00% 2
LCFD Little Canada Fire 12,025$ 0.36% 1.00% 1
LE Lake Elmo 80,320$ 2.42% 3.00% 3
LEX Lexington 24,721$ 0.74% 1.00% 1
LJFD Lake Johanna Fire 34,772$ 1.05% 2.00% 2
LL Lino Lakes 204,058$ 6.15% 7.00% 7
MAH Mahtomedi 67,081$ 2.02% 3.00% 3
MV Mounds View 141,720$ 4.27% 5.00% 5
MW Maplewood 74,765$ 2.25% 3.00% 3
MWMO Mississippi Watershed 47,087$ 1.42% 2.00% 2
NO North Oaks 18,359$ 0.55% 1.00% 1
NSP North St. Paul 222,965$ 6.71% 7.00% 7
OAK Oakdale 260,576$ 7.85% 8.00% 8
RV Roseville 633,636$ 19.08% 20.00% 20
RW RWMWD 49,941$ 1.50% 2.00% 2
SA Saint Anthony 167,380$ 5.04% 6.00% 6
STF Saint Francis 123,412$ 3.72% 4.00% 4
VH Vadnais Heights 111,785$ 3.37% 4.00% 4
VLM Vadnais Lakes Watershed 11,502$ 0.35%1.00% 1
WBT White Bear Twp 53,249$ 1.60% 2.00% 2
Total 121
Needed to Pass 61
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AID AGENCY ID NAME
Monthly
Personnel
Charge
Monthly
Operating
Charge
Monthly
Hardware
Capital Charge
Monthly
Software
Capital Charge
Total Monthly
Charge
TOTAL
ANNUAL
AH Arden Hills $ 4,209 $ 929 $ 391 $ 333 $ 5,862 $ 70,342
ANO Anoka $ 19,345 $ 2,717 $ 1,500 $ 1,252 $ 24,813 $ 297,760
BLN Blaine $ 1,148 $ 871 $ 86 $ 332 $ 2,436 $ 29,235
BV Birchwood Village $ 428 $ 63 $ 35 $ 54 $ 580 $ 6,956
CCW Coon Creek Watershed $ 2,459 $ 134 $ 115 $ 131 $ 2,839 $ 34,066
CFD Centennial Fire $ 882 $ 123 $ 80 $ 111 $ 1,196 $ 14,357
CH Columbia Heights Police $ 243 $ 35 $ 7 $ 60 $ 345 $ 4,143
CLPD Centennial Lakes Police $ 3,096 $ 357 $ 138 $ 225 $ 3,816 $ 45,786
CP Circle Pines $ 2,716 $ 692 $ 226 $ 249 $ 3,884 $ 46,605
CV Centerville $ 1,498 $ 258 $ 125 $ 132 $ 2,012 $ 24,148
EB East Bethel $ 3,315 $ 469 $ 151 $ 256 $ 4,191 $ 50,294
FH Falcon Heights $ 2,445 $ 860 $ 185 $ 203 $ 3,693 $ 44,321
FL Forest Lake $ 8,885 $ 1,633 $ 657 $ 629 $ 11,803 $ 141,641
FRD Fridley $ 1,284 $ 918 $ 213 $ 884 $ 3,299 $ 39,586
GL Gem Lake $ 300 $ 70 $ 15 $ 18 $ 404 $ 4,845
HL Ham Lake $ 3,294 $ 548 $ 261 $ 235 $ 4,338 $ 52,056
HUGO Hugo $ 4,665 $ 866 $ 326 $ 273 $ 6,130 $ 73,563
JLEC Anoka JLEC $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐
LAU Lauderdale $ 1,127 $ 168 $ 83 $ 110 $ 1,489 $ 17,865
LC Little Canada $ 2,950 $ 1,173 $ 241 $ 364 $ 4,729 $ 56,744
LCFD Little Canada Fire $ 742 $ 127 $ 59 $ 75 $ 1,002 $ 12,025
LE Lake Elmo $ 5,273 $ 766 $ 330 $ 323 $ 6,693 $ 80,320
LEX Lexington $ 1,623 $ 204 $ 110 $ 123 $ 2,060 $ 24,721
LJFD Lake Johanna Fire $ 2,483 $ 190 $ 75 $ 149 $ 2,898 $ 34,772
LL Lino Lakes $ 12,831 $ 2,020 $ 1,095 $ 1,059 $ 17,005 $ 204,058
MAH Mahtomedi $ 4,297 $ 695 $ 285 $ 313 $ 5,590 $ 67,081
MSFPD MN State Fair Police $ 1,530 $ 276 $ 100 $ 53 $ 1,959 $ 23,510
MV Mounds View $ 8,804 $ 1,426 $ 726 $ 854 $ 11,810 $ 141,720
MW Maplewood $ 2,520 $ 890 $ 1,395 $ 1,425 $ 6,230 $ 74,765
MWMO Mississippi Watershed $ 2,960 $ 405 $ 352 $ 207 $ 3,924 $ 47,087
NO North Oaks $ 1,129 $ 196 $ 84 $ 121 $ 1,530 $ 18,359
NSAC North Suburban Cable $ 1,420 $ 1,129 $ 128 $ 292 $ 2,968 $ 35,619
NSP North St. Paul $ 13,925 $ 2,316 $ 967 $ 1,373 $ 18,580 $ 222,965
OAK Oakdale $ 17,906 $ 2,102 $ 1,116 $ 590 $ 21,715 $ 260,576
RCL Ramsey County Library $ 365 $ 729 $ 66 $ 139 $ 1,299 $ 15,585
RCS Ramsey County Sheriff $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐
RV Roseville $ 38,221 $ 8,886 $ 2,970 $ 2,726 $ 52,803 $ 633,636
RW RWMWD $ 2,800 $ 989 $ 180 $ 194 $ 4,162 $ 49,941
SA Saint Anthony $ 10,106 $ 1,951 $ 880 $ 1,012 $ 13,948 $ 167,380
SCC Ramsey‐Washington Cable $ 447 $ 661 $ 80 $ 211 $ 1,398 $ 16,779
SLP Spring Lake Park Police $ 135 $ 22 $ 4 $ 33 $ 194 $ 2,331
STF Saint Francis $ 8,057 $ 1,071 $ 468 $ 688 $ 10,284 $ 123,412
VH Vadnais Heights $ 7,170 $ 1,147 $ 480 $ 518 $ 9,315 $ 111,785
VLM Vadnais Lakes Watershed $ 861 $ 68 $ 22 $ 8 $ 959 $ 11,502
WBL White Bear Lake $ 731 $ 91 $ 57 $ 161 $ 1,040 $ 12,475
WBT White Bear Twp $ 3,347 $ 540 $ 247 $ 304 $ 4,437 $ 53,249
Total Monthly $ 213,973 $ 41,778 $ 17,109 $ 18,804 $ 291,664
Total Annual $ 2,567,673 $ 501,336 $ 205,313 $ 225,646 $ 3,499,968
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4,
6
9
5
$
3,
9
9
4
$
70
,
3
4
2
$
2.
0
%
3
,
5
1
7
$
3,
5
1
7
$
73
,
8
5
9
$
11
,
7
2
4
$
82
,
0
6
6
$
21
,
9
8
2
$
92,324 $ 28,137 $ 98,479 $
AN
O
An
o
k
a
23
2
,
1
3
7
$
32
,
5
9
9
$
18
,
0
0
2
$
15
,
0
2
4
$
29
7
,
7
6
0
$
8.
5
%
1
4
,
8
8
8
$
14
,
8
8
8
$
31
2
,
6
4
9
$
49
,
6
2
7
$
34
7
,
3
8
7
$
93
,
0
5
0
$
390,811 $ 119,104 $ 416,865 $
BL
N
Bl
a
i
n
e
13
,
7
7
4
$
10
,
4
5
1
$
1,
0
3
1
$
3,
9
7
9
$
29
,
2
3
5
$
0.
8
%
1
,
4
6
2
$
1,
4
6
2
$
30
,
6
9
7
$
4,
8
7
3
$
34
,
1
0
8
$
9,136 $ 38,371 $ 11,694 $ 40,929 $
BV
Bi
r
c
h
w
o
o
d
Vi
l
l
a
g
e
5,
1
3
1
$
75
7
$
42
2
$
64
5
$
6,9
5
6
$
0.
2
%
3
4
8
$
34
8
$
7,
3
0
4
$
1,
1
5
9
$
8,
1
1
5
$
2,174 $ 9,129 $ 2,782 $ 9,738 $
CC
W
Co
o
n
Cr
e
e
k
Wa
t
e
r
s
h
e
d
2
9
,
5
0
9
$
1,
6
0
2
$
1,
3
8
2
$
1,
5
7
2
$
34
,
0
6
6
$
1.
0
%
1
,
7
0
3
$
1,
7
0
3
$
35
,
7
6
9
$
5,
6
7
8
$
39
,
7
4
3
$
10
,
6
4
6
$
44,711 $ 13,626 $ 47,692 $
CF
D
Ce
n
t
e
n
n
i
a
l
Fir
e
10
,
5
8
1
$
1,
4
8
0
$
96
3
$
1,
3
3
2
$
14
,
3
5
7
$
0.
4
%
7
1
8
$
71
8
$
15
,
0
7
5
$
2,
3
9
3
$
16
,
7
4
9
$
4,486 $ 18,843 $ 5,743 $ 20,099 $
CH
Co
l
u
m
b
i
a
He
i
g
h
t
s
Po
l
i
c
e
2
,
9
1
5
$
42
3
$
79
$
72
6
$
4,1
4
3
$
0.
1
%
2
0
7
$
20
7
$
4,
3
5
0
$
69
1
$
4,
8
3
4
$
1,295 $ 5,438 $ 1,657 $ 5,800 $
CL
P
D
Ce
n
t
e
n
n
i
a
l
La
k
e
s
Po
l
i
c
e
3
7
,
1
5
1
$
4,
2
8
0
$
1,
6
5
3
$
2,
7
0
2
$
45
,
7
8
6
$
1.
3
%
2
,
2
8
9
$
2,
2
8
9
$
48
,
0
7
5
$
7,
6
3
1
$
53
,
4
1
7
$
14
,
3
0
8
$
60,094 $ 18,314 $ 64,100 $
CP
Cir
c
l
e
Pi
n
e
s
32
,
5
9
8
$
8,
3
0
7
$
2,
7
1
1
$
2,
9
9
0
$
46
,
6
0
5
$
1.
3
%
2
,
3
3
0
$
2,
3
3
0
$
48
,
9
3
6
$
7,
7
6
8
$
54
,
3
7
3
$
14
,
5
6
4
$
61,170 $ 18,642 $ 65,248 $
CV
Ce
n
t
e
r
v
i
l
l
e
17
,
9
7
3
$
3,
0
9
8
$
1,
4
9
8
$
1,
5
7
9
$
24
,
1
4
8
$
0.
7
%
1
,
2
0
7
$
1,
2
0
7
$
25
,
3
5
6
$
4,
0
2
5
$
28
,
1
7
3
$
7,546 $ 31,695 $ 9,659 $ 33,808 $
EB
Ea
s
t
Be
t
h
e
l
39
,
7
7
4
$
5,
6
2
5
$
1,
8
1
7
$
3,
0
7
7
$
50
,
2
9
4
$
1.
4
%
2
,
5
1
5
$
2,
5
1
5
$
52
,
8
0
8
$
8,
3
8
2
$
58
,
6
7
6
$
15
,
7
1
7
$
66,010 $ 20,117 $ 70,411 $
FH
Fa
l
c
o
n
He
i
g
h
t
s
29
,
3
4
3
$
10
,
3
1
5
$
2,
2
2
5
$
2,
4
3
8
$
44
,
3
2
1
$
1.
3
%
2
,
2
1
6
$
2,
2
1
6
$
46
,
5
3
7
$
7,
3
8
7
$
51
,
7
0
8
$
13
,
8
5
0
$
58,172 $ 17,728 $ 62,050 $
FL
Fo
r
e
s
t
La
k
e
10
6
,
6
2
2
$
19
,
5
9
5
$
7,
8
7
8
$
7,
5
4
5
$
14
1
,
6
4
1
$
4.
0
%
7
,
0
8
2
$
7,
0
8
2
$
14
8
,
7
2
3
$
23
,
6
0
7
$
16
5
,
2
4
7
$
44
,
2
6
3
$
185,903 $ 56,656 $ 198,297 $
FR
D
Fr
i
d
l
e
y
15
,
4
0
4
$
11
,
0
1
6
$
2,
5
5
7
$
10
,
6
0
8
$
39
,
5
8
6
$
1.
1
%
1
,
9
7
9
$
1,
9
7
9
$
41
,
5
6
5
$
6,
5
9
8
$
46
,
1
8
4
$
12
,
3
7
1
$
51,957 $ 15,834 $ 55,420 $
GL
Ge
m
La
k
e
3,
6
0
4
$
84
1
$
18
4
$
21
6
$
4,8
4
5
$
0.
1
%
2
4
2
$
24
2
$
5,
0
8
7
$
80
7
$
5,
6
5
2
$
1,514 $ 6,358 $ 1,938 $ 6,782 $
HL
Ha
m
La
k
e
39
,
5
3
2
$
6,
5
7
7
$
3,
1
2
7
$
2,
8
2
1
$
52
,
0
5
6
$
1.
5
%
2
,
6
0
3
$
2,
6
0
3
$
54
,
6
5
9
$
8,
6
7
6
$
60
,
7
3
2
$
16
,
2
6
8
$
68,324 $ 20,823 $ 72,879 $
HU
G
O
Hu
g
o
55
,
9
7
7
$
10
,
3
9
1
$
3,
9
1
8
$
3,
2
7
7
$
73
,
5
6
3
$
2.
1
%
3
,
6
7
8
$
3,
6
7
8
$
77
,
2
4
1
$
12
,
2
6
0
$
85
,
8
2
3
$
22
,
9
8
8
$
96,551 $ 29,425 $ 102,988 $
JL
E
C
An
o
k
a
JL
E
C
‐
$
‐
$
‐
$
‐
$
‐
$
0.
0
%
‐
$
‐
$
‐
$
‐
$
‐
$
‐
$
‐$ ‐$ ‐$
LA
U
La
u
d
e
r
d
a
l
e
13
,
5
2
6
$
2,
0
2
0
$
99
4
$
1,
3
2
4
$
17
,
8
6
5
$
0.
5
%
8
9
3
$
89
3
$
18
,
7
5
8
$
2,
9
7
7
$
20
,
8
4
2
$
5,583 $ 23,448 $ 7,146 $ 25,011 $
LC
Li
t
t
l
e
Ca
n
a
d
a
35
,
4
0
6
$
14
,
0
7
8
$
2,
8
9
2
$
4,
3
6
8
$
56
,
7
4
4
$
1.
6
%
2
,
8
3
7
$
2,
8
3
7
$
59
,
5
8
1
$
9,
4
5
7
$
66
,
2
0
1
$
17
,
7
3
3
$
74,476 $ 22,698 $ 79,442 $
LC
F
D
Li
t
t
l
e
Ca
n
a
d
a
Fir
e
8,
8
9
8
$
1,
5
2
3
$
70
5
$
89
9
$
12
,
0
2
5
$
0.
3
%
6
0
1
$
60
1
$
12
,
6
2
7
$
2,
0
0
4
$
14
,
0
3
0
$
3,758 $ 15,783 $ 4,810 $ 16,836 $
LE
La
k
e
El
m
o
63
,
2
8
1
$
9,
1
9
6
$
3,
9
6
5
$
3,
8
7
8
$
80
,
3
2
0
$
2.
3
%
4
,
0
1
6
$
4,
0
1
6
$
84
,
3
3
6
$
13
,
3
8
7
$
93
,
7
0
7
$
25
,
1
0
0
$
105,420 $ 32,128 $ 112,448 $
LE
X
Le
x
i
n
g
t
o
n
19
,
4
7
7
$
2,
4
4
9
$
1,
3
1
4
$
1,
4
8
1
$
24
,
7
2
1
$
0.
7
%
1
,
2
3
6
$
1,
2
3
6
$
25
,
9
5
7
$
4,
1
2
0
$
28
,
8
4
1
$
7,725 $ 32,446 $ 9,888 $ 34,609 $
LJ
F
D
La
k
e
Jo
h
a
n
n
a
Fi
r
e
29
,
7
9
5
$
2,
2
8
5
$
89
8
$
1,
7
9
3
$
34
,
7
7
2
$
1.
0
%
1
,
7
3
9
$
1,
7
3
9
$
36
,
5
1
0
$
5,
7
9
5
$
40
,
5
6
7
$
10
,
8
6
6
$
45,638 $ 13,909 $ 48,680 $
LL
Li
n
o
La
k
e
s
15
3
,
9
7
2
$
24
,
2
3
6
$
13
,
1
4
4
$
12
,
7
0
6
$
20
4
,
0
5
8
$
5.
8
%
1
0
,
2
0
3
$
10
,
2
0
3
$
21
4
,
2
6
2
$
34
,
0
1
0
$
23
8
,
0
6
8
$
63
,
7
6
8
$
267,827 $ 81,624 $ 285,682 $
MA
H
Ma
h
t
o
m
e
d
i
51
,
5
6
2
$
8,
3
4
3
$
3,
4
2
1
$
3,
7
5
5
$
67
,
0
8
1
$
1.
9
%
3
,
3
5
4
$
3,
3
5
4
$
70
,
4
3
6
$
11
,
1
8
0
$
78
,
2
6
2
$
20
,
9
6
3
$
88,044 $ 26,833 $ 93,914 $
MS
F
P
D
MN
St
a
t
e
Fa
i
r
Po
l
i
c
e
18
,
3
6
6
$
3,
3
0
6
$
1,
1
9
8
$
64
0
$
23
,
5
1
0
$
0.
7
%
1
,
1
7
6
$
1,
1
7
6
$
24
,
6
8
6
$
3,
9
1
8
$
27
,
4
2
9
$
7,347 $ 30,857 $ 9,404 $ 32,914 $
MV
Mo
u
n
d
s
Vi
e
w
10
5
,
6
4
6
$
17
,
1
1
2
$
8,
7
1
0
$
10
,
2
5
2
$
14
1
,
7
2
0
$
4.
0
%
7
,
0
8
6
$
7,
0
8
6
$
14
8
,
8
0
6
$
23
,
6
2
0
$
16
5
,
3
4
0
$
44
,
2
8
8
$
186,008 $ 56,688 $ 198,408 $
MW
Ma
p
l
e
w
o
o
d
30
,
2
4
1
$
10
,
6
8
2
$
16
,
7
4
4
$
17
,
0
9
9
$
74
,
7
6
5
$
2.
1
%
3
,
7
3
8
$
3,
7
3
8
$
78
,
5
0
4
$
12
,
4
6
1
$
87
,
2
2
6
$
23
,
3
6
4
$
98,130 $ 29,906 $ 104,672 $
MW
M
O
Mi
s
s
i
s
s
i
p
p
i
Wa
t
e
r
s
h
e
d
3
5
,
5
1
7
$
4,
8
6
0
$
4,
2
2
2
$
2,
4
8
8
$
47
,
0
8
7
$
1.
3
%
2
,
3
5
4
$
2,
3
5
4
$
49
,
4
4
2
$
7,
8
4
8
$
54
,
9
3
5
$
14
,
7
1
5
$
61,802 $ 18,835 $ 65,922 $
NO
No
r
t
h
Oa
k
s
13
,
5
5
0
$
2,
3
4
9
$
1,
0
0
3
$
1,
4
5
7
$
18
,
3
5
9
$
0.
5
%
9
1
8
$
91
8
$
19
,
2
7
7
$
3,
0
6
0
$
21
,
4
1
9
$
5,737 $ 24,097 $ 7,344 $ 25,703 $
NS
A
C
No
r
t
h
Su
b
u
r
b
a
n
Ca
b
l
e
1
7
,
0
3
7
$
13
,
5
4
4
$
1,
5
3
9
$
3,
4
9
9
$
35
,
6
1
9
$
1.
0
%
1
,
7
8
1
$
1,
7
8
1
$
37
,
4
0
0
$
5,
9
3
7
$
41
,
5
5
6
$
11
,
1
3
1
$
46,750 $ 14,248 $ 49,867 $
NS
P
No
r
t
h
St
.
Pa
u
l
16
7
,
0
9
8
$
27
,
7
8
8
$
11
,
6
0
1
$
16
,
4
7
7
$
22
2
,
9
6
5
$
6.
4
%
1
1
,
1
4
8
$
11
,
1
4
8
$
23
4
,
1
1
3
$
37
,
1
6
1
$
26
0
,
1
2
6
$
69
,
6
7
7
$
292,642 $ 89,186 $ 312,151 $
OA
K
Oa
k
d
a
l
e
21
4
,
8
7
7
$
25
,
2
2
2
$
13
,
3
9
5
$
7,
0
8
2
$
26
0
,
5
7
6
$
7.
4
%
1
3
,
0
2
9
$
13
,
0
2
9
$
27
3
,
6
0
5
$
43
,
4
3
0
$
30
4
,
0
0
6
$
81
,
4
3
0
$
342,007 $ 104,231 $ 364,807 $
RC
L
Ra
m
s
e
y
Co
u
n
t
y
Lib
r
a
r
y
4
,
3
8
2
$
8,
7
4
6
$
79
2
$
1,
6
6
5
$
15
,
5
8
5
$
0.
4
%
7
7
9
$
77
9
$
16
,
3
6
4
$
2,
5
9
7
$
18
,
1
8
2
$
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831,647 $ 253,455 $ 887,090 $
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33
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75% Funded with Overhead 40% Increase 112 of 117
REQUEST FOR COUNCIL ACTION
Families, Fields and Fair __________________________
The City That Soars!
Item Election Notice
Description
The City continues to explore different communication methods to use and also to
determine what to communicate to our residents that they feel is important. The
request is to mail postcards to all residents of the upcoming presidential election.
A city-wide mailing of a postcard would cost approximately $1,500. This includes
$500 for printing and $1,000 for mailing. We have used a new printing company for
our newsletters and recent Census reminder postcard. These materials are mailed
using the U.S. Poster Service’s Every Door Direct Mail function, which allows bulk
mailings at a cheaper per-unit cost. EDDM covers all residences (including
apartments) and business in a specified area. Our recent mailings have covered
4,100 units, with some overlap into St. Paul and Roseville because EDDM is zip
code based, without regard to city boundaries.
Budget Impact A city-wide mailing of a postcard would cost approximately $1,500.
Attachment(s) N/A
Action(s)
Requested
Staff is looking for direction on how to proceed.
Meeting Date May 6, 2020
Agenda Item Policy D7
Attachment N/A
Submitted By Sack Thongvanh, City Administrator
113 of 117
BLANK PAGE
114 of 117
REQUEST FOR COUNCIL ACTION
Families, Fields and Fair __________________________
The City That Soars!
Item Resolution Outlawing Hate Speech-Acts
Description
The City if Falcon Heights is committed to cultivating a caring community and
continues to value diversity. We the City, pride ourselves in our increasingly
diverse population and value each any everyone that lives in our community, but
also the residents of the surrounding communities.
The resolution is intended to highlight our commitment with the main points:
I. Affirm its commitment to denouncing all hate motivated actions and speech.
II. Reaffirm its commitment to fostering a safe and welcoming community for
all of its residents and visitors.
III. Asserts its adherence to practices of human decency and respect in all
conduct and interactions within the city’s limits.
Budget Impact N/A
Attachment(s) • Draft Proposed Resolution Outlawing Hate Speech-Acts
Action(s)
Requested
The Community Engagement Commission is looking for feedback and how to
proceed.
Meeting Date May 6, 2020
Agenda Item Policy D8
Attachment N/A
Submitted By Sack Thongvanh, City Administrator
115 of 117
Resolution NO. xxx
City of Falcon Heights
Ramsey County Minnesota
A Resolution Outlawing Hate Speech-Acts
Whereas, the guiding principle of Falcon Heights as outlined by the 2040 Comprehensive Plan
and the city’s 2019 Strategic Plan is to cultivate a caring community; and
Whereas, Falcon Heights prides itself on its increasingly diverse population which includes
~26% people of color as of 2017; and
Whereas, ~18% of Falcon Heights residents were born outside of the US; and
Whereas, the incidence of hate motivated speech and crime has increased over the last few
years; and
Whereas, valuable members of our community, including women, racial minorities, people with
disabilities, and religious minorities are the target of most hate crimes; and
Whereas, it is in the best interest of the city to protect all of its residents against hateful actions
and speech;
Now, Therefore, Be it Resolved that the City of Falcon Heights hereby (i) affirm its commitment
to denouncing all hate motivated actions and speech (ii) reaffirm its commitment to fostering a
safe and welcoming community for all of its residents and visitors (iii) asserts its adherence to
practices of human decency and respect in all conduct and interactions within the city’s limits.
Sources:
Falcon Heights MN, Data USA. https://datausa.io/profile/geo/falcon-heights-mn
MN Attorney General Moves to Combat Hate crimes After Statewide Tour. http://www.startribune.com/attorney-general-moves-to-combat-hate-crimes-after-statewide-tour/564580422/?refresh=true
MN Department of Human Rights, Report to the Legislature. https://mn.gov/mdhr/news-
community/reports/legislative-report.jsp
116 of 117
REQUEST FOR COUNCIL ACTION
Families, Fields and Fair __________________________
The City That Soars!
Item Sanctuary City status
Description
Recently, a council member requested that the City Council discuss the possibility
of Falcon Heights adopting a sanctuary city status. This topic was also mentioned
by the former mayor in late 2018, but it was not adopted as it was determined that
Ramsey County did not have policies to coordinate with U.S. Immigration and
Customs Enforcement (ICE).
While the term sanctuary city (or county/state) does not have a formal definition, it
revolves around how local jurisdictions cooperate with immigration enforcement.
Actions that would be limited cooperation include not asking about immigration
status, not deputizing local law enforcement as ICE agents, not giving ICE advance
notice when immigrants are released from jail, and not detaining people for extra
time so that ICE can get them (called a “detainer request” or “immigration hold”).
Currently, Minneapolis and St. Paul consider themselves a Welcoming City by
affirming their commitment to protecting undocumented immigrants and
prohibiting city employees, including police, from asking people about immigration
status. Both Hennepin and Ramsey Counties do not participate in immigration
holds.
Budget Impact N/A
Attachment(s) N/A
Action(s)
Requested
Staff recommend a discussion on the possibility of designating Falcon Heights as a
sanctuary city.
Meeting Date May 6, 2020
Agenda Item Policy D9
Attachment N/A
Submitted By Justin Markon, Community
Development Coordinator
117 of 117