HomeMy WebLinkAboutAgenda Packets - 2017/09/05CITY OF MOUNDS VIEW
CITY COUNCIL WORK SESSION AGENDA
MOUNDS VIEW CITY HALL
TUESDAY, September 5, 2017
6:00 p.m.
ROLL CALL: Mueller, Gunn, Hull, Meehlhause, Bergeron
PUBLIC COMMENT
Citizens may speak to issues not on tonight's agenda. Before speaking, please give
your full name and address for the minutes. Also, please limit your comments to three
minutes.
Agenda Items Discussed by Consensus
1. Presentation by Fire Chief Charlie Smith on the SBM Strategic Plan
2. Discuss Replacement of Council Chambers & Control Room AV Equipment
3. Review Administration Pending Projects
Next Work Session: October 2, 2017 at 6:00 pm
Next City Council Meeting: September 11, 2017 at 6:00 pm
IT vi t, i
I am honored to present the 2017-2022 Strategic Plan for the Spring Lake Park -Blaine -
Mounds View Fire Department (SBMFD). This document provides guidance for how we
conduct business today, our vision for the future. While comprehensive and containing
implementation timeframes, the intent is for the plan to remain
flexible in nature. Flexibility allows for plan modifications
based on new information, allowing for needed modification to
the way we conduct business. This methodology will
continually ensure we are serving our internal and external
stakeholders to the best of our ability.
The comprehensive and collaborative plan was
developed after receiving input from the entire membership.
This occurred during multiple strategic planning sessions during
the summer and fall of 2016. From the beginning, it was vitally
important that the plan be developed with a significant amount
of input from internal stakeholders. With that input, the
foundation of the plan was formed.
We are a high performing organization, taking
pride in the service we provide to our three communities. We
possess an innovative history, unique service model and provide
exceptional service at the lowest per capita rate in Minnesota.
These factors ensure an operational approach that continually
maintains a proper balance between efficiency and effectiveness.
Our personnel are intensely dedicated to service, form the
foundation of our organization and are the most valuable of
assets.
The SBMFD is fortunate to provide service for one of
the fastest growing districts in the State of Minnesota. The plan
outlined in this document will prepare us to provide service for a
growing population, which is on track to be one of the largest in
Minnesota.
Thank you to all those who participated in the creation of
this comprehensive plan. Please take the time to study our plan
and share in our direction for the future.
Charles V. Smith IV
Fire Chief
11SBMFD 2017-2022 Strategic Plan
t cQ�ITii ��s
2 - Our Mission, Vision and
Values
3 - About Us
4 - Strategic Planning
7 - Goals, Strategies and Action
Items
18 -Implementation/Revision
18 -Our Team
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Our mission, vision and values guide our organization. Our mission is the reason our
organization exists: our purpose. Our vision is where we want to be: our future. Our values are
the guiding principles we follow each day and provide the foundation for attaining our vision.
The Spring Lake Park -Blaine -Mounds View Fire Department will preserve life and
property by providing exceptional fire prevention, innovative public education and effective all
hazard emergency response, ensuring unparalleled customer service.
The Spring Lake Park -Blaine -Mounds View Fire Department will be an industry leader
in fire prevention, all hazard emergency mitigation and customer service by possessing an
innovative spirit; exhibiting steadfast dedication to the wellbeing of our personnel and the
communities we serve; exercising competent and caring leadership at all levels; championing
collaboration and embracing continual organizational change.
The Spring Lake Park -Blaine -Mounds View Fire Department is a high performing and
dynamic organization, which exceeds expectations of all our stakeholders. Our personnel are
dedicated to providing innovative and exceptional services, now and in the future. To achieve
our vision, we accept that we must:
• Provide innovative fire prevention and all hazard emergency response through continuous
program development, implementation of industry best practices, use of cutting edge
technology and integration of emerging methodology.
• Create high performance personnel through intensive training, professional development,
mentorship and altruistic leadership.
• Provide an agile, effective and efficient force by ensuring personnel possess state of the
art equipment, employ sound tactics and strategy, and utilize efficient and effective
resource management.
• Provide the highest level of customer service with integrity, pride and commitment,
which exceeds the expectations of all external and internal stakeholders.
• Grow our business, capitalizing on new opportunities by leveraging our organizational
strengths, resources and our personnel's knowledge, skills and abilities.
• Maintain our unique service model; ensuring stakeholders receive exceptional service
while striving for equity between efficiency and effectiveness.
• Create an organizational culture that is built upon integrity, selfless dedication to service,
honesty and extraordinary excellence.
• Engage in collaborative teamwork at all levels to ensure the success of our programs as
well as those of our response partners.
21SBMFD 2017-2022 Strategic Plan
Residents incorporated the Spring Lake Fire
Department on January 17, 1944 as a non-profit corporation,
starting with two pieces of apparatus and twenty volunteer
firefighters. The Fire District was quite large at the time and
consisted of the current communities of Blaine, Spring Lake
Park, Mounds View, Fridley, Arden Hills, Shoreview and
Coon Rapids.
Today, the SBMFD is a dynamic, high performing
organization, which provides extraordinary all hazard
emergency response, innovative fire prevention services, and
public fire education to the communities of Spring Lake Park,
Blaine and Mounds View. SBMFD currently serves a
permanent population of over 82,000 residents who are
dispersed throughout approximately 40 square miles. The
coverage area includes the Anoka County Airport, critical
state infrastructure, major regional employers and numerous
schools.
The Operations Division provides service through a
unique combination -staffing model, staffing with full time
personnel and volunteers, delivering an effective service at
the lowest per capita cost in Minnesota. Current daytime
response combines 15 full-time SBMFD personnel staffing
Fire Stations 1 and 3 with 12 full-time City of Blaine
employees staffing Fire Station 5. During the evening,
service is provided by our 57 volunteer personnel who
respond to their assigned fire stations from their homes.
Many of our full-time personnel are also volunteer
firefighters during the evening.
The Community Risk Reduction Division delivers
innovative fire prevention and safety programs to our
stakeholders in several focus areas. A very dedicated
and competent cadre of career and volunteer personnel
deliver the programs and are heavily involved in the
community. These personnel belong to many groups,
which include our Fire Corps, Educators, Fire
Explorers and Suppression. The service they deliver
is critical to the safety and wellbeing of our
communities. Some of these innovative and crucial
programs are; After the Fire Care, Bike Helmet
Fittings, Car Seat Clinics, Citizens Academy, First Aid
and CPR, Home Safety Surveys, Safety Camp, Senior
Safety Fair, School Education and Youth Fire Setter Intervention.
31SBMFD 2017-2022 Strategic Plan
During the summer and fall of 2016, we conducted strategic planning sessions with all
personnel. During the planning sessions, a comprehensive Strength -Weakness -Opportunities -
Threats (SWOT) analysis was conducted, obtaining feedback needed to create a clear vision of
SBMFD's present and future needs. Analysis of the information collected during the SWOT,
identified significant internal and external challenges. From each challenge, goals were created
along with strategies and action items required to achieve each goal. While the duration of this
strategic plan is approximately five years, strategic goals will be achieved using flexible
timeframes. This tactic achieves the overall objective of maintaining organizational flexibility,
ensuring continued organizational growth.
Internal Challenges
Communication
Clear, concise, consistent and multi -directional information flow is a hallmark of a healthy
organizational culture. Effective and frequent communication contributes to growth, efficient
operation of the organization as well as significantly reducing negative information and its
conduits. As a department, we need to re-establish, effective communication methods, change
current processes to make communication more effective and strive to communicate clearly and
concisely through all levels of the organization.
Equipment/Apparatus
Possessing state of the art apparatus and equipment is critical to the success of a high performing
organization. Replacement of obsolete apparatus and equipment must be managed within an
effective timeframe, as outlined by national standards and best practices. Possessing state of the
art equipment is also a force multiplier, allowing personnel engaged in incident mitigation to
deliver significant capability with minimum staffing levels. The SBMFD currently possesses
many front-line apparatus, which have exceeded service life. Their advanced age contributes to
poor performance, increased out -of -service time due to maintenance issues and unacceptable
levels of safety for personnel. The average age of the fleet is 14 years, which is one year less
than the maximum service life recommended in National Fire Protection Association (NFPA)
1901. In addition to the age of the apparatus, old/obsolete items that outfit apparatus are
increasingly susceptible to failure. The department must continually advocate for a
comprehensive capital replacement plan, ensuring personnel have state-of-the-art
equipment/apparatus now and in the future.
Personnel, Accountability
To ensure the good order of the Department, personnel must always maintain high standards of
performance, behavior and unfailing integrity. When personnel are not meeting standards and/or
expectations, leadership must hold them accountable. Detrimental performance, lack of
adherence to standards and lapses of integrity undermine organizational culture. In addition,
negative behavior sets a poor example resulting in lack of discipline and substandard
performance. The Department must ensure leaders model desired performance, positive
behavioral traits and ensure correction of those who do not meet expectations.
41SBMFD 2017-2022 Strategic Plan
Training
Realistic, applicable and frequent training prepares personnel to operate in extremely hazardous
and dynamic environments. The methods by which department personnel train accurately
determines performance levels during all hazard mitigation operations; excellent training will
provide for excellent performance. Effective training is the single most important item that will
determine the success of our organizations ability to execute our mission. It is imperative the
Department provide frequent, realistic and applicable training through all learning platforms
available. Support for the training division will ensure successful implementation of programs
and provide for continuity and organizational growth.
Change Management
Organizations must continue to evolve or face irrelevance or worse, extinction. With new
leadership in place throughout most levels of the organization, it is essential that change is
encouraged, occurs in a positive manner and is managed properly. Often with new leaders, the
desire to progress quickly can cause a significant disruption in organizational culture, negatively
affecting personnel and the mission. It is imperative that organizational change, at any level, be
accompanied by a feedback process that provides for input by personnel on all levels. An
inclusive process will encourage collaboration, buy -in and successful implementation of the
desired change with minimal, if any, negative consequences. The organization must set realistic
and achievable expectations when undergoing change process, providing for expedience while
ensuring input from affected individuals. The larger the change, the longer the process.
Succession Planning
Planning for the future of an organization is a critical element to long-term successful execution
of the mission as well as focusing on the business of today. Identifying, developing and
preparing fixture leaders will not only benefit our organization, but, those organizations with
which we collaborate. Proper succession planning will result in seamless transitions, cultivation
of critical formal and informal networks, creation of knowledgeable and prepared leaders and
continuation of positive organizational culture.
Utilization of'Personnel
Our personnel are the best in the business and our most precious asset. To retain the best, we
must utilize all our personnel to their fullest potential and continuously provide opportunities for
professional development and growth. Fully utilizing our personnel will contribute to retention
of experienced personnel, development of new personnel; create high levels of morale and
commitment, significantly benefitting the organization and the community we serve.
External Challenges
Financial Constraints
Our business is that of service. We exist to provide for the needs our customers at a moment's
notice. As a service organization, we generate minimal revenue to offset our operating costs. As
our operational tempo and services provided increase, so will the cost of doing business. We
strive to be exemplary stewards of taxpayers' funds and provide transparency when conducting
transactions. Spending is conducted using effective and sound fiscal policies such as obtaining
SISBMFD 2017-2022 Strategic Plan
goods and services at the lowest effective cost and conscientious purchasing. It is our
responsibility to educate external stakeholders about our needs, the costs to conduct business and
to advocate for proper funding to ensure effective service now, while the focus is on the future.
It is also our responsibility to leverage our resources in new ways to capture new revenue
streams and reinvest in our resources, creating continual growth and development. We shall seize
all possible grant opportunities to offset or enhance operational and capital expenditures and
collaborate with external customers to ensure the most efficient use of organizational resources.
Service Area Growth
The population of SBMFD's service area is anticipated to grow by 30% over the next 25 years,
adding over 24,000 permanent residents. Along with this growth, an increase in calls for service
and additional need for the delivery of community risk reduction programs will follow. It is
imperative that we forecast and plan for this increase by continually assessing future needs,
requesting funding for operations and infrastructure, as well as offering additional services to
meet the evolving needs of stakeholders. The Department needs to start planning now for
initiatives occurring a decade from now.
Staffing
As our service area grows, the need for services will increase. This increase in need will require
a proportional increase in staffing to continue to support our current service model. Proper
staffing is essential to conducting daily operations and is critical for safe and effective all hazard
mitigation. We will need to ensure we have an efficient and effective staffing plan in place to
not only handle anticipated growth, but anticipated additional services requiring a change in
mission.
Changing District Demographics
As communities grow, the demographics often change requiring different levels and types of
service. SBMFD must constantly be aware of demographic changes within the communities we
serve and prepare for additional challenges. Understanding all facets our communities as they
change will ensure we continue to provide exemplary service to all customers.
61SBMFD 2017-2022 Strategic Plan
The information obtained from the SWOT analysis allowed the Department to identify
challenges, both internal and external, which affect the organization now and in the future. From
the analysis, six focus areas were developed which were used to plan our organizational course
for approximately the next five years. The following are the strategic goals of the SBM Fire
Department and are not listed in any priority order:
Training
Ensure all personnel are provided applicable, realistic and dynamic training using diverse and
innovative methods.
Communication
Provide for concise, consistent and accurate communication to all stakeholders.
Resource Investment
Invest heavily and continually in new equipment, apparatus and facilities which embeds modern
technology and methodology into daily operations.
Personnel
Develop personnel through comprehensive leadership and education programs, ensuring
effective utilization of talent while creating a culture of accountability.
Change Management
Ensure proper organizational change process is consistently followed to achieve widespread buy
in and collaboration during continuous and progressive organizational culture revision.
Service Growth
Ensure organization is prepared for future growth, changing demographics and providing for
additional service demands.
71SBMFD 2017-2022 Strategic Plan
Ensure all personnel are provided applicable, realistic and dynamic training
using diverse and innovate methods.
STRATEGY #1:
Collaborate to develop and deliver training programs based on identified need.
Action Steps:
1. Form working group representative of department to assist in training program development.
• Time: Immediate
2. Assess and ensure training programs and physical training assets meet to the greatest extent
possible: industry best practices, NFPA standards, ISO requirements, OSHA laws and State
regulations.
• Time: Immediate
3. Train and certify 25% of operations personnel in wildland firefighting positions equivalent to
individual structural positions using National Wildfire Coordinating Group and Minnesota
Department of Natural Resources position requirements.
• Time: 6 months
4. Collaborate with mutual aid partners and train in unified operations and incident command.
• Time: 12 months
5. Conduct annual strategic review to analyze past performance and make changes as needed to
meet anticipated service changes and incorporate emerging methodology/technology.
• Time: 12 months
STRATEGY #2:
Incorporate new technology and methodology to increase efficiency of training
programs.
Action Steps:
1. Redesign training program incorporating more single station/single company training.
• Time: hnmediate
2. Incorporate online training platforms whenever possible, to reduce seat time for personnel,
while increasing documented number of training hours.
• Time: Immediate
3. Implement an online training platform to deliver and track training.
• Time: 6 months
STRATEGY #3:
Plan for future addition of training props to include live burn structure(s).
Action Steps:
1. Perform needs assessment to determine training props required for future successful training
program delivery as well as determining future location.
• Time: 12 months
81 SBM FD 2017-2022 Strategic Plan
2. Provide staff with cost assessment/basic plans for structures/props to be included in 2019
capital budget request.
• Time: 12 months
3. Secure property and develop site plan for new training structures.
• Time: 24 months
4. Incorporate new training structures/props into monthly/yearly training cycles.
• Time: 36 months
STRATEGY #4:
Form working group to determine infrastructure needs, develop strategic plan and
marketing plan for SBMFD training center.
Action Steps:
1. Form working group of essential stakeholders to assess current and future ability of the
SBMFD training center to deliver programs to external customers.
• Time: 10 months
2. Develop five-year strategic plan, including a marketing plan for training center.
• Time: 12 months
3. Provide cost assessment for any needed infrastructure to be included in capital budget
request.
• Time: 24 months
91 SBM FD 2017-2022 Strategic Plan
Provide for concise, consistent and accurate communication to all stakeholders.
STRATEGY #1:
Conduct regular meetings for internal stakeholders to ensure continuous and clear
communication flow throughout the organization.
Action Steps:
1. Conduct monthly leadership team meetings keeping all personnel updated on division
projects and create accountability for project completion.
• Time: Immediate
2. Conduct quarterly officer meetings to ensure information flow between Chief Officers and
Company Officers are clear and occur on a regular basis.
• Time: Immediate
3. Conduct bi-annual Safety Committee meetings to ensure safety issues are identified,
investigated and preventative measures are recommended and implemented.
• Time: Immediate
STRATEGY #2:
Use all available forms of electronic media to communicate with internal and
external stakeholders.
Action Steps:
1. Provide regular monthly updates for internal stakeholders via electronic transmission.
• Time: Immediate
2. Ensure social media and website are used effectively to transmit current, accurate messages
regarding community safety and department activities.
• Time: Immediate
STRATEGY #3:
Attend and conduct regular meetings, collaborating with response partners and
community organizations to ensure our message reaches a diverse population.
Action Steps:
1. Ensure key staff attend and participate in regular, meetings with internal and external
stakeholders.
• Time: Immediate
lOISBMFD 2017-2022 Strategic Plan
Invest heavily and continually in new equipment, apparatus and facilities which
embeds modern technology and methodology into daily operations.
STRATEGY #1:
Create a long-term capital plan to ensure continuous replacement of critical
apparatus and equipment providing a consistent level of annual expenditures.
Action Steps:
1. Perform needs assessment and prioritize equipment and apparatus replacement based on
National Standard and best practice timeframes.
• Time: Immediate
2. Perform needs assessment on facilities; prioritize repairs and upgrades to enhance operational
capability.
• Time: Immediate
3. Embrace all grant -funding opportunities for needed apparatus, equipment and programs,
maximizing local funding and reducing capital replacement plan timeframe.
• Time: Immediate
STRATEGY #2:
Perform a needs assessment to determine if current facilities require
reconfiguration and/or relocation.
Action Steps:
1. Assess current Fire Station locations using current and future data, ISO requirements, NFPA
requirements, response times, staffing and community risk profile to determine future
locations, staffing and apparatus configuration.
• Time: 24 months
STRATEGY #3:
Ensure apparatus and equipment fulfill multiple mission requirements. Create a
multi -role fleet that is effective, efficient and agile while possessing significant
redundancy in all hazard mitigation capability, notably suppression.
Action Steps:
1. Modify current operational concept from Engine centered to Quint centered in Fire Stations
assigned Quint apparatus.
• Time: 12 months
2. Implement operational deployment model that combines Quint, with smaller support
apparatus, operating as a small task force (light force) at each working structure fire or
similar large incident.
• Time: 12 months
111SBMFD 2017-2022 Strategic Plan
3. Ensure apparatus and equipment responding to Anoka County Airport/aircraft incidents
exceed minimum Federal Aviation Administration and NFPA requirements for Aircraft
Rescue and Firefighting.
• Time: 24 months
4. Significantly upgrade current wildland firefighting apparatus and equipment to create a
response package that exceeds current requirements of the National Wildfire Coordinating
Group and Minnesota Department of Natural Resources.
• Time: 24 months
121SB MFD 2017-2022 Strategic Plan
Develop personnel through comprehensive leadership and education programs,
ensuring effective utilization of talent, preparing personnel for leadership roles,
While creating a culture of accountability.
STRATEGY #1:
Provide for continuous leadership training and educational opportunities through
multiple sources, developing future leaders and ensure their success.
Action Steps:
1. Develop internal leadership expectations; model expected leadership behavior and mentor
leaders at all levels.
• Time: 12 months
2. Identify, mentor and provide professional development opportunities for personnel who
exhibit positive leadership traits, a passion to lead and ability to learn.
• Time: 12 months
3. Increase funding each year for the tuition reimbursement program; encourage department
personnel to pursue advanced educational degrees.
• Time: 60 months
STRATEGY #2:
Ensure hiring and promotional requirements are inclusive, achievable, and
maintainable, while meeting high standards of performance.
Action Steps:
1. Review promotional process/requirements, obtain input from personnel and modify process
to ensure officer positions are filled on a continuous basis.
• Time: 4 months
2. Review hiring requirements, identify deficiencies and implement changes to ensure process
is compliant with Federal/State Statutes, National Standards and best practices.
• Time: 18 months
STRATEGY #3:
Determine how to best utilize career and volunteer personnel to their greatest
potential.
Action Steps:
1. Leaders of each workgroup/division perform an analysis of respective areas of responsibility
and develop a three-year strategic plan for each.
• Time: 24 months
2. Form working group to review, revise and recommend changes to annual service
requirements for the volunteer corps, focusing on retention and promotion.
• Time: 24 months
1315BMFD 2017-2022 Strategic Plan
STRATEGY #4:
Apply continuous and consistent levels of accountability throughout entire
organization.
Action Steps:
1. Ensure all personnel adhere to policies, procedures, standards and performance expectations;
exercise objective accountability.
. Time: Immediate and continuous
2. Review, revise and implement an annual personnel review program that focuses on goal
setting and professional development.
Time: 12 months
3. Revise policies/procedures to reflect current and future operations.
Time: 18 months
141SBMFD 2017-2022 Strategic Plane
Ensure proper organizational change process in consistently followed to achieve
widespread buy -in and collaboration during continuous and progressive
organizational culture revision.
STRATEGY 41:
Create organizational culture that is comfortable and accepting of continuous
organizational change.
Action Steps:
1. Identify, adopt and implement an effective organizational change process, obtaining largest
amount of feedback within acceptable and efficient change timeframe.
• Time: Immediate and continuous
2. Collaborate with applicable external stakeholders during the change process to maintain
external situational awareness, objectivity and cultivation of new ideas.
Time: Immediate and continuous
STRATEGY #2:
Provide for transparency during all processes.
Action Steps:
1. Ensure all hiring, promotional, financial and change processes areas transparent as possible
while protecting internal business interests.
. Time: Immediate and continuous
151SBM FD 2017-2022 Strategic Plan
Ensure organization is prepared for future growth, changing demographics and
providing for additional service demands.
STRATEGY #1:
Plan for addition of facilities, staff and equipment to meet future service needs.
Action Steps:
1. Work with SBMFD staff and Blaine City Staff to determine optimum location(s) for a new
Fire Station to be constructed in NE Blaine.
Time: 12 months
2. Purchase/set aside property for new NE Fire Station; determine staffing requirements and
apparatus configuration.
Time: 24 months
3. Provide funding to add three, full-time response positions to replace expiring SAFER grant
positions.
Time: 36 months
4. Secure funding, design phase new NE Fire Station.
Time: 60 months
5. Begin construction new NE Fire Station and purchase needed apparatus/equipment.
Time: 72 months
STRATEGY #2:
Employ multiple measures of service effectiveness throughout the Fire District,
ensuring internal and external stakeholders receive the most effective and efficient
service possible.
Action Steps:
1. Improve ISO rating for the City of Blaine and maintain ISO rating in the Cities of Spring
Lake Park and Mounds View; achieve an ISO rating of 3 for the entire Fire District.
• Time: 8 months
2. Complete Standards of Response Coverage (SDRC) and Department Accreditation through
the Center for Public Safety Excellence (CPSE).
• Time: 24 months
3. Comply with all provisions of NFPA 1720.
• Time: 24 months
STRATEGY #3:
Explore/study/implement addition of new services, benefitting internal and
external stakeholders, leveraging existing personnel and resources.
Action Steps:
1. Explore response/contracting partnership with the Minnesota DNR/United States Forest
Service for wildland fire suppression.
161SBMFD 2017-2022 Strategic Plan
• Time: 24 months
2. Emergency Management Coordinator position feasibility study and implement
recommendations.
• Time: 24 months
3. Collaborate and achieve the Heart Safe Community designation for the SBMFD District,
including implementation of Pulse Point.
• Time: 24 months
4. Train full-time staff to conduct home safety surveys, pre -planning and basic fire inspections,
obtaining required certifications.
• Time: 24 months
5. Complete Community EMT feasibility study and implement recommendations.
• Time: 36 months
6. Upgrade full-time staff EMS certification to EMT, encourage and provide funding for
volunteer firefighter EMT certification, add advanced EMS interventions.
• Time: 36 months
171SBMFD 2017-2022 Strategic Plan
l rY
discuss the plan action items and timelines, clarifying expectations, and answer any questions
In addition, personnel will be assigned specific task/action items and develop performance
metrics for applicable action items.
To ensure the plan is being executed and following identified timelines, the leadership
team will meet on a quarterly basis. During meetings, personnel will provide updates for their
area of responsibility, presenting successes and difficulties encountered. As the plan
implementation nears the 24 -month mark, assigned staff will review the plan, in detail, and make
any necessary revisions. The detailed review and revision will ensure the plan is on target as
well as provide the opportunity to integrate new methodology, equipment and industry best
practices.
v
The creation of this comprehensive plan would not have possible without input from our
personnel. Their participation was the greatest contribution in forming the plan's foundation and
will be the single largest factor ensuring its success. Thank you to the following team members
for your exceptional performance and tireless dedication
Full -Time Staff
Station I
R. Younker
A. Blossom
G. Schrunk
C. Smith**
D. Retka**
W. Morris
A. Winkel*
13. Kottke
D. Retka**
C, Martin**
A.Wicklander*
J. Fraznzwa
C. Forster**
J. Lundquist
Station 3
C. Smit
Judy Baker
C. Martin**
A. Scavo
D. Anderson**
L. Benroa
L. Areas
S. Ryder**
B. Clough**
M. Vacco**
M. Putnam
M. Zikmund**
C. Johnson
M. Mattson
Station 5*
R. Evens
D. Anderson**
C. Lueck
A. Shaw
B. Fiske*
S. Watts
M. Vacco**
D. Authier
B. Pevito
T. Miller*
T. Rodenborg
B. Clough**
D. Bowman
B. Zukowski
A. Winkel*
M. Grantz**
G. Krohnfeldt
D. Swanson
A.Wicklander*
Educators
S. Smith**
J. Zemlicka
I. Schoeman**
B. Drayfahl*
M. Ziknumd**
M. Gosch**
M. Grantz**
J. Becker
G. Rud*
R. Booker
1. Schoeman**
S. Warner
J. Connolly
I. Diaz*
A. Krepsky
A. Scavo**
T. Johnson
J. Frahm
J. Baker*
G. Nelson
J. Hansen (P/T)
T. Stepaniak
K. Skow-Fiske
J. Jahn*
J. Becker
R. Booker (P/T)
K. Paulseth
J. Sundeen*
K. Krist
M.J. Clark (P/T)
Station 2
M. Pennoyer
M. Duchene*
M. Hokkanen
C. Vaudeville
M. Schaff
M. Prebil*
O. Better
Board of Directors
B. Downie
P. Tignor
R. Reif
T. Newland
J. Baker*
T. Walters
Fire Corps
S. waits
H. Wells
J. Jaim*
S. Ryder**
T. Skillings
J. Lu
Station 4
A. Sloan
T. Hill
J. Petrick
J. Anderson
B. Knowles
A. Westerberg
M. Gosch**
I. Diaz*
C. Wickstrom
C. vaudeville
M. Prebil*
S. Smith**
D. Diers
T. Stepaniak
R. Payment
M. Dahlin
G. Nelson
**SBMFDFull-Time
Chief Officer
*City of Blaine Full -Time
Station Officer
181SBM FD 2017-2022 Strategic Plan
2017 SBMFD Goals, Strategies and Action Items
Trainine
1. Form working group representative of department to assist in training program development.
2. Assess and ensure training programs and physical training assets meet to the greatest extent
possible: industry best practices, NFPA standards, ISO requirements, OSHA laws and State
regulations.
3. Train and certify 25% of operations personnel in wildland firefighting positions equivalent to
individual structural positions using National Wildfire Coordinating Group and Minnesota
Department of Natural Resources position requirements.
4. Redesign training program incorporating more single station/single company training.
5. Incorporate online training platforms whenever possible, to reduce seat time for personnel,
while increasing documented number of training hours.
6. Implement an online training platform to deliver and track training.
7. Form working group of essential stakeholders to assess current and future ability of the
SBMFD training center to deliver programs to external customers.
Communication
8. Conduct monthly leadership team meetings keeping all personnel updated on division projects
and create accountability for project completion.
9. Conduct quarterly officer meetings to ensure information flow between Chief Officers and
Company Officers are clear and occur on a regular basis.
10. Conduct bi-annual Safety Committee meetings to ensure safety issues are identified,
investigated and preventative measures are recommended and implemented.
11. Provide regular monthly updates for internal stakeholders via electronic transmission.
12. Ensure social media and website are used effectively to transmit current, accurate messages
regarding community safety and department activities.
13. Ensure key staff attend and participate in regular, meetings with internal and external
stakeholders.
Resource Investment
14. Perform needs assessment and prioritize equipment and apparatus replacement based on
National Standard and best practice timeframes.
15. Perform needs assessment on facilities; prioritize repairs and upgrades to enhance
operational capability.
16. Embrace all grant -funding opportunities for needed apparatus, equipment and programs,
maximizing local funding and reducing capital replacement plan timeframe.
Personnel
17. Review promotional process/requirements, obtain input from personnel and modify process
to ensure officer positions are filled on a continuous basis.
18. Ensure all personnel adhere to policies, procedures, standards and performance expectations;
exercise objective accountability.
Change Management
19. Identify, adopt and implement an effective organizational change process, obtaining largest
amount of feedback within acceptable and efficient change timeframe.
20. Collaborate with applicable external stakeholders during the change process to maintain
external situational awareness, objectivity and cultivation of new ideas.
21. Ensure all hiring, promotional, financial and change processes are as transparent as possible
while protecting internal business interests.
Service Growth
22. Improve ISO rating for the City of Blaine and maintain ISO rating in the Cities of Spring
Lake Park and Mounds View; achieve an ISO rating of 3 for the entire Fire District.
•
City of Mounds View Staff Report
Item No. 2
Meeting Date: September 5, 2017
Type of Business: Work S
City Administrator Review.
To: Honorable Mayor and City Council
From: Vanessa Van Alstine, Cable Television Coordinator
Item Title/Subject: Discuss Replacement of Council Chambers & Control Room
AV Equipment
Introduction:
City staff is requesting City Council discussion and direction about replacement of the City
Council Chambers and Control Room audio/video equipment.
Background:
In accordance with Resolution No. 5557, all meetings held at Mounds View City Hall by the
City Council or any committee, subcommittee, board, department, or commission or which
are subject to the Open Meeting Law, except for meetings of the Human Resources
Committee and Police Civil Service Commission, and as otherwise expressly provided by
statute, are also subject to the requirement that the meeting be cablecast when staff is
available. The video, audio, network, and control equipment in the City Council Chambers
and the Control Room is the method by which meetings are televised. Cable staff televises
from 80 to 110 meetings per year, as well as other events like the Town Hall Meeting,
Candidates Forums, and interview shows.
The age of the current system is unknown, but there have been no substantial changes in
the past ten years. Based on the information from the Video Facility Inventory, attached,
most of equipment is about 20 years old, with some monitors in service for 34 years. The
system is overdue for replacement. As the equipment ages the risk of failure rises. There
has been a steady uptick of annoyance failures, with cameras not holding shot presets,
momentary glitches in the video output, failure of the computer graphics card on multiple
occasions, and audio dropouts. Over time these types of issues will only become more
common, and one day a mission -critical component will fail, impacting the abilityto televise
the meeting at all.
Staff started working on a capital equipment replacement planning with staff from CTV
North Suburbs in 2011. The project was put on hold at the time because CTV North
Suburbs was moving to a new a facility. Their technical staff were committed to design for
their own studio, control room, master control, and other projects, leaving no resources
available to assist the cities.
In 2011, preparation began for the franchise negotiations with Comcast in advance of
the expiration of the cable franchise in December 2013. The Buske Group did on-site
Item 2
September 5, 2017, Work Session
Page 2
inspection of the video production equipment at several sites including Mounds View in
August 2011. Their Needs Assessment Report, excerpt attached, dated July 15, 2013,
found that, "Much of the production equipment in the Council Chambers of the 10 member
cities also needs to be replaced." The report suggested an equipment package including
Chambers/Meeting Rooms at $333,108, Post -Production at $10,038, and Archive at
$40,000. Also indicated is a replacement schedule for some of the equipment at 5 year, 7.5
year, and 10 year out from the initial build totaling an additional $90,038.
It was suggested that Mounds View delay replacing the Council Chambers and Control
Room Equipment for two primary reasons. The first was the hope for capital equipment
grants as part of the franchise agreement. Those potential monies may not be available to
cities that had already replaced their equipment and no longer had demonstrated need.
Secondly, the suggested equipment packages, as part of a negotiating tool, had budgets
exceeding what a city might normally spend. No one wanted to undermine the group's
negotiating position by committing to costs below the estimates in the needs ascertainment
report when there was a chance of some additional funding through capital equipment
grants.
Negations with Comcast continued for seven years, with several short extensions of the
franchise to permit parties to carry on business as usual during the interim. At their August
3, 2017, meeting the North Suburban Cable Commission voted to recommend to the nine
member cities approval of a ten year franchise with Comcast. The First Reading and
Introduction of Ordinance 937, granting a cable franchise to Comcast of Minnesota, Inc. is
scheduled for the September 11 City Council meeting. The largest impact of the franchise
is the approximately 40% reduction of PEG support to the North Suburban Access
Corporation, but there are other cuts including the loss of universal service, as well as no
capital equipment grants to assist the member cities with chambers upgrades.
Discussion:
Given the age and condition of the current equipment, and the elimination of reasons to
delay replacement planning, staff has been working with the technical staff from CTV North
Suburbs, primarily Patrick Cook, Senior Technician & Facilities Coordinator. Staff has also
been meeting with representatives from local AV integrators and researching equipment.
Most meetings have Council/Commission members and some staff at the dais, with the
podium available for additional staff, guest presenters and the public. This arrangement is
used by the City Council; Economic Development Authority; Planning Commission; Parks,
Recreation, and Forestry Commission; and Economic Development Commission. The City
Council uses six tables in the open space fortheir Work Session meetings, and the Charter
Commission and occasionally Planning Commission use four table setups. Since the City
does not have a video studio, staff has creatively utilized the available resources and
space to support as many types of productions as possible. The Council Chambers are
also used for events like the Town Hall Meeting, Candidates Forum, Streets Neighborhood
Meeting, and interview shows. The presentation systems in the room are used for non -
televised staff meetings and training. Overall, the Mounds View Council Chambers has a
Item 2
September 5, 2017, Work Session
Page 3
very high utilization of the system compared to other cities in the Commission.
Draft versions of an Equipment List, Video System drawing, and Audio System drawing are
attached. The design is from CTV North Suburbs, primarily Patrick Cook, Senior
Technician and Facilities Coordinator, with input from Jarame Berneche, Mobile Truck
Technician. Vanessa Van Alstine, Cable Television Coordinator, has been working with
them as a collaborator and contributing experience from the upgrade project at the City of
Little Canada in September 2015. The drafts are still a work in progress. There are many
options for equipment, and the right choice in a design is a balance of cost, reliability,
compatibility, suitability for the task, manufacturer support, ease of use, ongoing costs,
personal experience, and other considerations.
While the core technology choices of terminal equipment, router, switcher, cameras, and
audio control have been identified, there are still several parts of the system that can be
modified to best serve the needs of the people interacting with the system. Staff would like
direction in these areas.
1. Build system in one year, or spread across multiple years. The overall cost of the system
is being refined, but the current estimate is about $190,000. Previous versions of the
system have ranged from $160,000 to $250,000. Staff is working to narrow the possible
range and bring forward a budget for 2018 for discussion at the October Work Session.
The system could be done in one budget year, with a complete teardown of the existing
system and replacement with all new equipment in one phase. Certain systems could also
be split off and replaced in a second or third year.
Advantages to replacing the systems in one phase include fastest replacement of
aging/failing equipment, fewer disruptions to facility availability, no need for temporary
accommodation of legacy equipment, no changes to availability of planned purchases, full
benefit of new equipment immediately, and less staff time on project management.
Advantages to replacing the systems in two or three phases include spreading the cost
over multiple budget years, possible opportunity for improved performance as new
equipment comes to market, staggered system age for future replacement planning.
2. Room PA. The design of the in -room speaker system was poorly done. The existing
speakers cause feedback into the microphones so the system is not used except for videos
being played on the laptop. There have been complaints from residents that it is hard to
hear people in the Chambers. Without sound reinforcement in the room ("Is this on?")
many people ignore microphones available at events like the Town Hall Meeting, which
means their comments are not picked up in the recordings of the events.
The system design adds an amplifier, equalization, and multiple speakers in the Chambers
to support multiple zones of sound reinforcement. The intended zones are dais, meeting
tables, audience, and lobby. To prevent feedback, the programming of each zone can
include audio from microphone from outside that zone but omit the sources in it. For
example, the dais zone would include the podium, ceiling, and audience microphones, as
Item 2
September 5, 2017, Work Session
Page 4
well as the laptop, but not the dais microphones. The proposal would assist with audibility
in the Chambers and encourage proper microphone use.
3. Audio Muting. The current gooseneck microphones at the dais have no mute capacity.
Speakers are dependent on the meeting operator to bring their microphone down if there is
a side conversation, coughing fit, or other unwanted audio. The meeting operator tries to
manage these episodes, but is also simultaneously running the cameras, switcher, and
graphics systems.
The proposed solution is a gooseneck microphone with a base that incorporates a hold -to -
mute button with an indicator light. This type of microphone would sit on the desk instead
of being mounted to the front wall of the dais. This allows greater seating flexibility since
the microphone can be moved at will, but does add another object on the dais. It is the
simplest and least expensive way to incorporate mute capability.
Gooseneck microphones mounted to the front wall of the dais can still be used, but to add
muting means creating a more expensive custom system with a button to be mounted
somewhere on the dais. Other muting strategies include latching, which would allow a
person to push the button to mute their microphone until a second push unmuted it. That
system would require more complicated control to allow the meeting operator to unmute
any microphones that were accidently left muted. There are also hold -to -talk mute systems
that force the user to hold the button down the entire time they are speaking. Industry
representatives urged using that strategy, but the risk of audio loss from forgetting to push
the talk button is very high. One can also move forward with no muting and rely on the
meeting operator to control the microphones.
4. Document Camera. There are four strategies for a document camera, shown in order of
descending cost.
A ceiling visualizer is a ceiling -mounted HD replacement of the existing document camera.
It includes a synchronized lightfield. The illuminated part of the working surface is always
identical to the pick-up area of the camera making it easy for the presenter to know where
to place documents. It is controlled by the user in the Chambers using a remote control.
The meeting operator would not be able to control the zoom, focus or brightness of the
image unless the presentation system is updated, which is not currently in the scope of the
project.
Another option is to add a PTZ video camera in the ceiling that is pointed down over the
podium. The meeting operatorwould have control of the camera from the control room, but
the presenter still has to move their material to be centered in the field of view.
Both of these options put the document camera in about the same location as the present
system. This works well for meetings at the dais, but the document camera is usually not
available at Work Session meetings or other room configurations since the documents
need to be underneath a specific location in the ceiling.
Item 2
September 5, 2017, Work Session
Page 5
There are portable document cameras such as the ELMO P10HD. It is a tabletop unit that
has a camera and light source on folding arms above a document platform. The advantage
over a ceiling camera is that it can be used anywhere in the room. However, the largest
document that fits on the platform is 15.7" x 12.6" so it may not be adequate for large maps
and posters. The controls are operated on the unit by the person using it, and the meeting
operator has no control over the image.
There is also the option of not having a dedicated document camera. Often the material
presented is a printout of an electronic file. That content could be shown using the laptop
computer. For large maps or posters, the item can be placed on an easel and a shot gotten
with one of the other video cameras.
5. Monitors in Chambers. The Council Chambers is currently served by one projector,
which shows the meeting video feed except when the source is changed to the laptop or
document camera. The location of the screen on a sidewall gives a better view angle to
people sitting at one side of the dais. During Work Session meetings, some of the
participants have to turn around entirely to see the screen.
There are several ways to improve monitoring in the room. The current screen should be
replaced because HD video has a 16x9 aspect ratio instead of 4x3. The projector is
undersized in light output for the size and ambient lighting of the room. Some of the
possibilities include:
• Single projector and screen
• Projector and screen; add television set on the back wall, opposite of the lobby
monitor
• Projector and screen on both side walls
• Large television monitors on one or both side walls
• Individual monitors at each dais seat
6. Control and Automation. The only controls for the presentation system to switch between
meeting video, laptop, and document camera as sources is in the control room. Staff is not
able to change presentation sources themselves during the meeting. This also means that
using the Council Chambers for training and other non -televised meeting can be confusing
and requires ongoing support from the cable staff.
Automation and control systems would add functionality to the system, such as allowing
presentation inputs to be controlled in the Chambers and allowing controls for document
cameras to be duplicated in the control room to allow the meeting operator to operate
equipment in the Chambers. These types of systems add cost and complexity to the
project. Patrick Cook from CTV North Suburbs is still considering ways to provide essential
control as a minimal cost.
7. Outside Design Review. The system design, equipment list, and estimated costs are the
result of work by CTV North Suburbs staff through the Municipal Assistance Program ("100
hours") and the Cable Television Coordinator. There are still some holes in the design,
some of which may be resolved through the Council discussion of the preceding items,
Item 2
September 5, 2017, Work Session
Page 6
some of which staff can research and fill in, and some of which we may be still unaware.
One option is to hire one of the local AV integrators for a design review. According to the
integrators, design and engineering is typically 5% to 7% of the over overall cost of project
if they were starting from scratch. They were not willing to provide an estimate without
having more information about the project scope, and staff would want to know if Council is
supportive before investing more time with the integrators, but some of the representatives
indicated that a rough range of $5000-$12,000 would be a safe assumption.
This could seem redundant given the time that staff and CTV have put into the project.
However, a fresh set of eyes offers the opportunity to evaluate options for the Council
Chambers, Control Room and server closet spaces; review in detail the draft video and
audio designs and equipment list; ensure that the design documents have the level of
detail to get good bids. They may be able to offer suggestions for a workable system at
other budget price points. Staff's experience with the Little Canada AV project, which did
not have outside design review, is that the integrators had a lot of good, detailed questions
during the RFP period, which led to four sets of addenda to the bid documents. During the
integration period, there were myriad small things that had been overlooked, a few small
change orders, and a significant change order affecting a large portion of the audio system.
CTV North Suburbs is still developing an operational plan in light of their funding loss. The
Municipal Assistance program may be eliminated or drastically reduced. It may be modified
to only allow for production assistance, with any technical assistant handed as fee for
service. The City may not have the same access to design assistance next year. During the
recent meetings on this project, Patrick Cook suggested that CTV North Suburbs could act
as the integrator and build the system. This would provide them an income stream to
replace some of the lost PEG funding. Given the cost of this project, staff understands that
sealed bids are required. CTV North Suburbs would be encouraged to submit a proposal,
along with the local AV integrators.
Recommendation:
Staff recommends that the City Council review and discuss options for the replacement of
the City Council Chambers and Control Room audio/video equipment. Staff will revise the
planning documents and develop the budget submittal for the October 2 Work Session.
Respectfully submitted,
Vanessa Van Alstine
Attachments
1. Video Facility Inventory, 2 pages
2. Community Needs Ascertainment (excerpts), 5 pages
3. Use Cases, 5 pages
4. Equipment List Draft, 2 pages
5. Video and Audio System Drawings Draft, 2 pages
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COMMUNITY NEEDS ASCERTAINMENT
NORTH SUBURBAN COMMUNICATIONS COMMISSION
(Arden Hills, Falcon Heights, Lauderdale, Little Canada,
Mounds View, New Brighton, North Oaks, Roseville,
St. Anthony and Shoreview, Minnesota)
July 15, 2013
Prepared by
THE BUSKE GROUP
4808 T STREET
SACRAMENTO, CA 95819
(916) 441-6277
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Total $9,933
est. tax & shipping $903
subtotal $9,030
01
Panasonic
AG-HMC150PJU
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1
$2,850
$2,850
02
Panasonic
AG-YUC150
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1
$250
$250
03
Panasonic
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1
$180
$180
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1
$350
$350
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1
$50
$50
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$1,100
$1,100
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1
$1,500
$1,500
08
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1
$850
$850
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1
$1,500
$1,500
10
TBD
TBD
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2
$200
$400
Post Production
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Archive
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$913
$44,000
est,
subtotal
$9,125
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Mac Pro
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1
$4,000
$4,000
02
Samsung
TBD
Monitor
2
$400
$800
03
Blackmagic
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Interface card
1
$125
$125
04
Burly
TBD
eSATA storage solution (8 bay - 8TB
1
$3,000
$3,000
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Edit cart
1
$1,200
$1,200
Archive
C7, k'6'7
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$44,000
est,
tax
& shipping
$4,000
subtotal
$40,000
01
TBD
TBD
Allowance for LTO library
1
$20,000
$20,000
02
TBD
TBD
Allowance for multi -terabyte RAID
1
$8,000
$8,000
03
TBD
TBD
Allowance for optical authoring system
1
$8,000
$8,000
04
TBD
TBD
Allowance for optical duplication system
1
$4,000
$4,000
SETUP: City Council & Commission Meetings
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City Administrator Pending Tasks & Projects
Special Election. Ramsey County is taking the lead on this matter yet there are still some
tasks that Mounds View will need to do. While the special election will be held in the
Community Center (all four precincts will vote there) the early voting and absentee processing
will be done by the County at the Ramsey County library in Shoreview. The Charter does
require that we post notice of the election in the newspaper and that a copy be posted publically
in each precinct at least 15 days in advance. Joe Mansky is our contact at the County. Also,
by or before October 15, the County will send us a draft resolution which we'll need to approve
relating to the general election in 2018. Staff contacts are Mark Beer and the Interim
Administrator.
2. Round -about Signage. We are waiting on a response from MnDOT as to what kind of
signage, or height, they would permit within the roundabout. There is buried conduit under
the roundabout to permit electric and water to serve the interior. Beth Engum from Ramsey
County and Mark Lindeberg from MnDOT are our contacts. Lawrence Sign has prepared a
couple drafts. (Steve Rutkowski is our contact at Lawrence, SRutkowskitcar,lawrencesign.com,
651.488.6711.) Don Peterson will be the staff contact initially, although the Interim
Administrator could take the lead on working with the outside agencies and coordinating final
design activities.
3. Crossroad Pointe, The City owns approximately 4.25 acres at corner of Mounds View
Boulevard, County H2 and Edgewood Drive. We had a predevelopment agreement with the
Beard Group in 2016 for market rate apartments but they failed to move the project forward.
Three developers presented proposals at the Aug 21 work session, and the Council selected the
proposal submitted by INH Group. Their proposal included 168 units of market rate housing
and 20,000 sf retail. Part of the retail was proposed to be a gun club and shooting range,
although the developer indicated if the Council ultimately rejected that component, the project
was still viable. Public open house for the development proposal is tentatively scheduled for
September 18. Staff contacts are Planner / Supervisor Jon Sevald and Business Development
Coordinator Brian Beeman.
4. Utility Service Partners. The Council agreed to allow USP market their sanitary service line
and indoor plumbing programs to our residents. The next step is to approve the marketing
agreement which Kennedy & Graven is presently reviewing on our behalf. Depending upon
their turnaround and then negotiation with USP for any modifications, the agreement could be
scheduled for review and consideration at the Sept 11 Council meeting, although Sept 25 would
seem more likely. I would recommend that a few staff people (Mark, Nyle, Brian?) review
proposed marketing materials to ensure there is nothing misleading or inaccurate going out to
our residents.
Bethlehem Baptist Church. For years I have coordinated efforts with Vince Johnson, Pastor
for Outreach at BBC. Twice a year they ask us for funding opportunities and twice a year we
ask Public Works, the Parks and Rec Commission and the YMCA to develop a list of possible
programs or projects that would fit with the BBC's spirit of supporting the community. Pastor
Johnson has already reached out to me for second half 2017 ideas and am hoping to provide
these to him before I leave. BBC would like to make a determination and have something for
the Council to consider in September. Mark and/or Nyle could coordinate this when I'm gone.
6. Community Center Child Care. The lease agreement with Creative Kids expires on July 31,
2018. The YMCA has indicated that they would like an opportunity to provide child care
services at the Community Center, and the City Council has expressed a desire to solicit
proposals from the existing provider in addition to the YMCA. The Council was not supportive
of soliciting for proposals beyond the two tenants of the MVCC. Both entities will be asked
to submit proposals to the City by November 24, 2017. Mark can coordinate given his
experience with both entities.
7. Website Update. Brian Beeman is coordinating this project but has assistance from a staff
committee plus an external taskforce. Revize is waiting for our site map approval. Once
approved, they will create the site map then do the content migration. They will give us an
estimated timeline once we give them approval on the site map.
8. MWF Proiect. Jon Sevald is the lead on this project. As it stands, the developer has requested
a postponement of the action on their preliminary plat and development review requests to
allow them time to fully exhaust their options for gaining access onto Mounds View Boulevard
rather than Groveland Road.
9. Non -Conforming Curb -Cuts. Jon Sevald is tracking these non-compliant curb cuts that had
been approved pursuant to the Private Improvement Program (PIP) of previous street projects.
The PIP agreements required that owners make improvements to their driveways within one
year's time or the expanded curb cut would be removed and re -poured to match the existing
driveway opening. There are seven such curb cuts, and last year the City Council directed staff
to make one final attempt to remedy the non-compliance before concrete was removed and
replaced at the owners' expense. Jon will report to the Council about the status of this in the
near future.
10. Housing Resource Center. The City of Mounds View has been a longstanding client of the
HRC for many years, however resident usage of the HRC's "One stop shop" services has
decreased over time, resulting in decreased payments to the HRC. The HRC also administers
the City's home improvement loan programs funded by an initial seed of $50,000. There
remains about $20,000 left in the revolving loan account which at the end of October will be
returned to the City as the HRC will no longer be in existence. While the HRC administered
the City's loan programs, they contracted with Community Reinvestment Fund (CRF) to
service the loans. The City will need to enter into a separate agreement with CRF to continue
collecting payments on the outstanding loans, on our behalf. If the agreement is not on the
Sept 11 agenda, Mark Beer will coordinate the presentation to the City Council at a subsequent
meeting. Our contact at CRF is Michelle Page (inpage@erfusa.com.)
11. Comcast Franchise Renewal. Cor Wilson and her team at NSCC are preparing franchise
renewal documents for Council consideration. The public hearing will be September 25, for
which Cor and the NSCC attorney will be in attendance. The public hearing notice has been
sent to the newspaper for publication and the ordinance itself will need to be posted to the
City's website not less than ten days before second reading and adoption, which is scheduled
to occur on October 11. Thus, the ordinance will need to be uploaded to the website no later
than October 1'. While Mark can be the point person for this, the reports for both meetings
will be complete before I leave.
12. Cars Bike Shop property. Owner Richard Wolens appeared before the City Council on July
24, 2017, to ask for help with his wet basement. Former Director of Public Works Brian
Erickson had previously met with Mr. Wolens and explained to him that with last year's record
setting precipitation totals, many property owners were seeing water intrusions that don't
normally. And similar to Mr. Wolens, many property owners have sump pumps which haven't
turned off in many months, running non-stop. Mr. Wolens wanted to direct the flow from his
sump pumps into the City's sanitary sewer system to with Mr. Erickson indicated that was not
possible. A meeting is being scheduled with the City, the County (Molly Churchich) and the
City (Don Peterson.)
13. Non -Union Compensation Study. With the three bargaining groups having had a
compensation study recently completed in conjunction with their contract renewals, staff had
discussed with City Council the need to extend such a study to the 22 non-union staff members
to ensure our wages remain competitive. I have, or will have, requested proposals from area
consultants to conduct such a study on the remaining positions (four of which are or will be
vacant.) It would seem reasonable to expect results still this year, so Council could determine
that implementation could occur beginning in 2018, if any adjustments are deemed necessary.
Adjustments can be spread over a couple years, too. Mark Beer and the Interim Administrator
can coordinate working with the selected consultant.
14. Comprehensive Plan. Jon Sevald is the lead on this item as well and is working on a plan for
moving ahead with this rather large project.
15. Off -Sale Liquor Research. The City Council enacted a moratorium on any new off -sale
liquor licenses for liquor stores in April of 2016 via the adoption of Resolution 8551. The
moratorium was initially for six months, but was extended another six months. On August 14,
2017, the City Council extended the moratorium again for a full year. Five questions were
posed in the original resolution which need to be addressed, and this research has not yet been
initiated. The Interim Administrator could conduct this research or the Council could request
a consultant do the work.
16. Business Licensine. Barb Benesch will oversee and process any new or transferred business
licenses. There will be the 3.2 Malt Liquor license considered by the Council on September
11, and Barb can coordinate what happens subsequent to that. The only other license issue that
we might pop up is the possible intoxicating liquor license. See next item below.
17. New Vision Theatre. The former Carmike Cinema across the street from City Hall was
purchased by New Vision Theatres, which has expressed a desire to obtain a liquor license as
part of an overall plan to improve, upgrade and renovate the Mounds View location. Jon
Sevald is the primary contact regarding the ordinance amendment and zoning matter, while
Barb might be involved to assist with the licensing component. Their initial plans which have
not yet been finalized anticipate the resenting the entire theater with new luxury recliner seats,
replace all carpeting, paint, aisle lighting, new wall coverings in the auditoriums, new
concession stand, upgraded restrooms, a new bar and new lobby. If you're familiar with it, a
good example of what's being proposed is the Marcus Theater in Oakdale.
18. TCAAP Sanitary Sewer matter. There is a sanitary main that crosses under 35W from the
TCAAP site into Mounds View. The pipe is ours and there was a flow meter on our side of
the freeway. When TCAAP was in operation, the Army would pay the City for their flow. For
many years now, there has been no flow. Much of the anticipated sanitary discharge from Rice
Creek Commons would flow through our pipe, thus a new agreement will need to be finalized
to protect the City against damages or charges for the flow from Arden Hills. The Met Council
may take over the pipe from the City which would also be fine. Kennedy & Graven is working
on it. Don Peterson and the Interim Administrator would be staff contacts for this work.
19. City Code Recodification. The City Code was last recodified in September of 2015. More
than 30 ordinances have been approved since then, many of which amended the City Code.
Others, like franchise fee extensions or rezonings, are legislative activities of the Council and
those appear in the appendices of the City Code. Barb and Kerrie can provide Kennedy &
Graven with copies of the executed ordinances. It will likely take K&G a month to complete
the rewrite of the City Code, after which new titles will be distributed to staff that still have
paper copies of the Code and replacement documents will be uploaded to the Website.
20. Advisory Committees. The City Administrator attends various advisory committees. After
attending such meetings, the administrator gives reports to the City Council at subsequent
Council meetings to ensure a smooth flow of information.
a. One such committee is the YMCA Advisory Committee. This group meets quarterly at
the Community Center. Attendees include the YMCA staff, Don Peterson, Marl, Beer,
myself, Council member Meehlhause, plus a representative from Parks and Rec. Gary
Stevenson has been attending as the "resident at large". The Interim Administrator should
plan to attend these meetings.
b. Another advisory meeting is the Anoka County Airport Advisory committee. This group
meets less frequently and brings together city representatives from communities
surrounding the airport, staff from the airport and MAC, plus tenant and business reps
from the airport. Barbara Haake is our resident appointee and she and I regularly attend
these meetings. The Interim Administrator should plan to attend these meetings, especially
if the resident rep is unavailable to attend.
c. I have attended 35W Corridor Coalition meetings in the past, but since Council member
Gunn is the president, I didn't feel the duplication was warranted.
d. Relating to 35W, there are technical advisory committee meetings attended by
communities that will be impacted by the 35W Managed Lane Project. Most of the
attendees to this meeting are public works directors and city engineers. Jerome Adams
with MnDOT coordinates these meetings and City representation is important. Since we
do not have a public works director and Don Peterson is already overbooked, the Interim
Administrator should plan to attend.
21. Charter Commission Activity. The Charter Commission recently met with the City Council
to address the possibility of amending the Charter to change the timing of when a special
election would be required. I got the sense that the Commission was willing to consider a
language change, however neither body seemed to reach a consensus on what the appropriate
time frame should be.
22. Other Personnel Matters. In addition to seeking proposals from area consultants to conduct
a non-union personnel compensation study, the Council approved the job description for the
vacant HR Specialist position. The position will need to be pointed and a wage established.
This can be done concurrent to the compensation study by the same consultant or separately
by another consultant. Given the importance of this position, I would suggest acting on the
HR Specialist position separately which would in theory provide for a quicker turn -around
time. Once pointed and a wage assigned, staff can work with the League of MN Cities and/or
our benefits coordinator (Johnson McCann, which has an HR division we can use) to assist in
the creation of the job posting, the Training and Education (T&E) score sheet and application
screening.
23. I'll probably think of more before the meeting Monday night. O