HomeMy WebLinkAboutAgenda Packets - 2011/08/01
CITY OF MOUNDS VIEW
CITY COUNCIL WORK SESSION AGENDA
MOUNDS VIEW CITY HALL
Monday, August 1, 2011
7:00 p.m.
ROLL CALL: Flaherty, Stigney, Hull, Mueller, Gunn
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. Review Draft 2012 General Fund Budget
2. Fund Balance Reporting - Implementation of GASB Statement 54
3. Review Ramsey County Elections Proposal
4. Discuss Potential Canine Unit in the MVPD
5. Discuss Potential Sign Code Revisions Regarding Dynamic Signs
Next Work Session: TUESDAY, September 6, 2011, at 7pm
Next City Council Meeting: Monday, August 8, 2011, at 7pm
Item No: 3
Meeting Date: August 1, 2011
Type of Business: Work Session
City of Mounds View Staff Report
To: Honorable Mayor and City Council
From: James Ericson, City Administrator
Item Title/Subject: Review Elections Management proposal from Ramsey
County
Introduction:
The City and Ramsey County have been discussing the feasibility of having Ramsey
County assume primary management and oversight of elections activities for the City on a
contract basis. Ramsey County presently provides such services for the cities of St. Paul,
Falcon Heights and the Mounds View School District. Other cities are presently
contemplating such a contract.
Discussion:
Managing the primary and general elections has increasingly become a very complicated
and time consuming endeavor, as each year it seems new and more stringent mandates
and procedures are adopted. The training involved is extensive; this last election myself,
Desaree Crane and two other staff members participated in election training relating to the
election itself as well as absentee balloting. In addition to the staff training, staff then
coordinates the recruitment and training of the election judges—as many as eighty-five
individuals attend the training sessions.
The County’s election division, led by Joseph Mansky, is highly skilled and capable of such
contract oversight, a function they already provide for other entities. The County has
prepared an agreement for the City’s consideration which would transfer almost all election
responsibility to the County. The only responsibilities of the City would be to accept
absentee ballots, canvass the election results, provide the title and text for any city-
sponsored ballot questions and provide final approval of the polling places.
The cost of the first contract, a one-year agreement for the 2012 calendar year, is $36,000.
Next year, 2012, will be a presidential election, the busiest and thus most expensive of
elections in a four year cycle. Mounds View has budgeted/spent the following amounts for
election services since 2007:
Budget Actual
2007 14,409
2008 32,051
2009 11,851
2010 38,210
2011 10,323
2012 38,893* * Proposed
Elections Proposal
August 1, 2011
Page 2
As shown on the previous page, we have preliminarily budgeted $38,893 for the 2012
election. The amount proposed by the County is less than our budgeted amount. On this
basis, it would appear that the one-year County proposal would be a better value ($36,000
contract cost versus $38,893 budgeted in 2012) however the proposed budget for 2012
includes about $8,000 in staff wages which would continue to be paid, thus the proposal
would actually end up costing the City about $5,000 more for the year.
The one-year contract prepared by the County is proposed as an introductory arrangement
to be followed by a four-year contract assuming both parties wish to continue. The City
would anticipate a cost savings in the future years when the one-year cost of $36,000
becomes spread over two years. Thus, in 2013 and 2014, the annual cost would drop to
$18,000 per year. In comparison, the two-year cost in Mounds View has been averaging
between $23,000 and $25,000.
Staff believes contracting with the County would be beneficial for a number of reasons,
such as:
• Eliminates the need to send staff to multiple election training sessions
• Puts the responsibility for elections with a County division whose only
function and purpose is to coordinate and manage elections
• Potential cost savings through economies of scale—as more communities
contract with the County, the overhead for each decreases
• Provides for consistent budgeting from year to year rather than the
alternating highs and lows
• Allows staff to focus on other key work responsibilities that suffer during
election seasons
• Provides flexibility in staffing, allowing employees to focus on their primary
responsibilities and other duties as assigned
Recommendation:
Staff requests that the City Council review the attached proposal from Ramsey County and
provide feedback and direction as to whether it would like to proceed. The City Attorney’s
office has reviewed the proposal and found the agreement acceptable. The County will
need a response to provide sufficient time to gear up for the coming year.
Respectfully submitted,
________________________
James Ericson
City Administrator
Item No: 4
Meeting Date: August 1, 2011
Type of Business: W ork Session
Administrator Review: ____
City of Mounds View Staff Report
To: Honorable Mayor and City Council
From: Thomas Kinney, Chief of Police
Item Title/Subject: Police Canine (K9) Program
Introduction:
Police Canines (K9) are widely utilized across the United States among all levels of law
enforcement agencies. The main uses for a K9 officer include suspect tracking and
apprehension, building searches, narcotic detection, increased officer safety and for public
relations and community outreach efforts. This report will cover some of the advantages
and disadvantages in administering a K9 program, as well as expected costs and
administrative issues to consider.
Discussion:
Advantages
One of the more common uses and requests for a canine by an officer relate to a need to
track and search for a suspect. This usually involves someone who has recently fled the
scene of a crime. However, other non-criminal incidents could involve the need to locate a
missing or vulnerable person. The ability of having a K9 officer within the Mounds View
Police Department, offers a potentially quicker response from the officer to assist with this
request, rather than waiting for a K9 officer from a surrounding agency to respond and
proceed to the scene. If the officer were not on duty, a decision would be made on whether
the officer was to be called at home or to enlist the services from an outside agency. The
task of searching for a suspect who may be hiding can be a dangerous one for all officers
and having the services of a trained canine can only increase the safety factors for the
other officers by having the dog handle this duty.
Narcotic detection is a large area of service a trained canine can offer. Officers can
frequently encounter suspected narcotic situations in motor vehicles while on traffic stops.
A canine has senses far superior to humans in enabling the detection and location of
suspected narcotics. Higher numbers of narcotic arrests can potentially result in an
increase in forfeitures of motor vehicles and cash.
A canine within the patrol division can enhance officer safety by placing the dog in the
potentially higher risk situation. For instance, during a building search, the dog would be
the first inside and conducting the majority of the building search with the officers remaining
as secondary searchers. The mere presence of a police canine in any situation can
certainly be a psychological deterrent to any person considering any violent action. An
announcement that a canine is to be released at a scene can have a strong impact on any
persons contemplating further evasion or apprehension.
Item 04
August 1, 2011, Work Session
Page 2
Certainly a large benefit of a police canine on staff is for positive community relations
and public outreach. Most community members are fascinated with police canines and
welcome any demonstration to highlight the talents and training that police canines can
display. Local schools and events such as National Night Out, Festival in the Park, Safety
Camp, Town Hall Meetings and other gatherings can provide the means to educate and
connect with various community groups and members.
Disadvantages
Civil liability remains a concern for a police canine program. The risk of dog bites is present
and will likely occur during apprehensions. The key to managing this area is the certified
training the handler and animal attend and receive from the United States Police Canine
Association (USPCA). The need for initial certification and annual recertification is vital to
reducing liability to the City of Mounds View. Effective policies and procedures are a
necessity which can also reduce that liability.
Court rulings have been favorable for cities in the event of a bite and litigation is initiated.
Proper training and documentation of the canine training along with clear policies and
procedures governing the operation of canine deployment provide strong groundwork in
the area of risk management.
The canine handler and animal can potentially be removed from regular street patrol at
times for this all important training, which then removes a patrol position from regular shift
duties and potentially impacts schedule coverage. Canine handlers require compensation
for the home animal care in some form as addressed by the Fair Labor Standards Act
(FLSA). This can be accomplished through overtime pay, reduced work hours and/or some
combination of each. Of course, this will either add additional cost to pay the handler or
create some shortage of coverage if offered shorter working hours. For example, an officer
working a 12 hour shift could be adjusted to work 11 hours, but receive pay for a full 12
hours. This will be discussed further in the cost section ahead.
Administrative Issues
There are also other issues requiring implementation before a canine unit can be fully
operational. The selection of the canine handler, clear written policies and procedures,
certified training and squad vehicle use are areas that are crucial to ensuring a successful
canine program.
The selection of the officer to serve as the canine handler can make or break a
department’s canine program. The duties of working as a canine officer demand high
physical standards as well as self-motivation, dedication and proper support of the officer’s
family. A desired process for selecting the handler would likely follow similar steps as with
promotional opportunities, to include an application process, oral interview and potentially a
physical agility test.
Clear policy development and procedures, as previously mentioned, are vital to the
groundwork for the direction and operation of the program. Areas of how the canine is to
be utilized, transportation and care of the dog, procedures for any bite incidents and mutual
aid situations are all to be addressed in a clear department policy.
Item 04
August 1, 2011, Work Session
Page 3
Canine handlers must be certified by the USPCA in order to achieve high professional
standards and also to limit any liability. This standard is essential to having the best
qualified handler and dog. Annual recertification is also a key factor to maintaining these
high professional standards.
A squad car is required to be assigned to the handler for take home. A simple rear seat
conversion can be installed allowing for the appropriate design for canine use. The rear
seat could be a full area for the dog or possibly a 2/3 insert for the dog to allow room to
transport one prisoner. The existing squad fleet would not increase, but would use a squad
car already in service to act as the canine vehicle.
Expense and Cost
Research has been conducted into the approximate cost of starting up a canine unit to be
approximately $18,000. The initial cost includes the cost of the dog, initial training
academy, vet bills, dog food, dog care, installation of equipment, and other equipment that
is needed.
(See table 1 below)
Table 1
Establishing A Canine Unit
(Pricing Based on 2011 Figures)
Police Service Dog $7,500.00
Veterinarian Care $1,000.00/yr.
Food $500.00/yr.
Basic Equipment Package $800.00
Basic Canine Handler School $2,500.00
Basic Narcotic Detector School $500.00
K9 Transport Container $2,000.00
Installation $1,500.00
Tactical Deployment and Heat Alert System $900.00
Dog house and kennel at the handler’s residence $800.00
________________
$18,000.00 Total
While this initial cost can be considered a large expense, there are ways to reduce this cost
through various means. The St. Paul Police Department has a nationally recognized canine
program that is highly respected. Communication has occurred with staff from the St Paul
Police Department canine unit and an invitation has been extended to our agency to attend
the spring 2012 basic canine handler school. In addition, a non profit organization in St
Paul called the St Paul Police K-9 Foundation has placed the Mounds View Police
Department on a list to receive a grant worth $6000, should this program be approved and
able to move forward. This is only one of two grants available for agencies outside of St
Paul. The St Paul Police K-9 Foundation does require a response as soon as practicable,
so the reserved grant opportunity may be offered to another interested agency.
Item 04
August 1, 2011, Work Session
Page 4
Options for further funding are often achieved through fundraising by private non-profit
groups and donations from the community. This has been the case in the cities of
Roseville, St Paul, Blaine and others. The amount generated through this type of means is
dependent upon community interest and participation. It would be difficult to estimate how
much could potentially be raised to fund a canine program. As an example, a recent event
titled as a “pet walk” in the city of Blaine helped raise over $6000 through the efforts of a
group formed as a non-profit 501-C3 organization. Further means of achieving funds could
also be funded through the police forfeiture fund.
Reducing the original projected cost of $18,000 by the $6000 St Paul K9 Foundation grant
leaves approximately $12,000 required to generate through fundraising, donations and
forfeiture funds.
There are additional annual costs to anticipate such as overtime pay for the officer and the
on-going veterinarian care and food expense for the canine. Vet care and food can expect
to total $1500/year, as listed in Table 1. Potential overtime pay for the officer is estimated
to run $4000-$8000/year. Most of this cost is due to the additional compensation to the
handler for the care of the canine while at home. This is a provision of the Fair Labor
Standards Act (FLSA), which requires the handler to receive some form of compensation
for the dog care. The Ramsey County Sheriff’s Dept currently pays a canine handler an
additional half hour overtime pay to the officer on work days and a full hour overtime pay
while on days off.
An alternative arrangement could be based on time where the officer who is scheduled to
work 12 hour shifts, is paid for the full 12 hours, but only works 11 hours. The disadvantage
with this arrangement, as mentioned previously, is the created schedule gap with coverage.
There could also be the possibility of a combination of either type of arrangement.
However, this would likely be negotiated through the Law Enforcement Labor Services
collective bargaining agreement.
Overtime could be limited by departmental policy addressing what circumstances the
canine officer would be called off duty in reporting for work.
The estimated projected annual cost of overtime and canine maintenance expenses could
be $5500-$9500 per year.
Summary
The addition of a canine program offers benefits to the police department and community
that can only advance the safety, productivity and effectiveness of the department as well
as significantly provide a new means of community relationship.
The implementation of a canine program would assist the officers in safe searches and
apprehension and offer more efficient methods of narcotic detection. Ownership of a
departmental canine would significantly reduce the reliance we have had on other
agencies’ canine units. Careful selection of the canine handler and clear policy direction
will drive a successful program.
Item 04
August 1, 2011, Work Session
Page 5
Partnering with the St Paul Police Department to arrange a dog purchase and attendance
at their highly established and regarded canine handler school, as well as the generous
foundation grant offer, would be the recommended course to follow, should this program
be approved. Considering the $6000 grant offer from the St Paul foundation, this still
leaves approximately $12,000 to raise through private fundraising, donations and
potentially utilizing the police forfeiture fund. Annual costs to provide vet care, food and
overtime expenses can also be projected at $5500-$9500.
Recommendation:
Staff seeks direction from the council on whether this K9 program is of interest for the
city. If so desired, further information and research can be obtained.
Respectfully Submitted,
__________________
Thomas Kinney
Chief of Police
Item No: 5
Meeting Date: August 1, 2011
Type of Business: Work Session
City of Mounds View Staff Report
To: Honorable Mayor and City Council
From: James Ericson, City Administrator
Item Title/Subject: Review City Code Requirements Pertaining to Dynamic
Signs
Introduction:
The City amended its sign code on January 12, 2009 to include operational requirements
and conditions for the use of dynamic display signage with the adoption of Ordinance 816.
The ordinance instituted several regulations regarding such signs as well as creating a
conversion process by which billboard companies could install a dynamic display billboard
face if it removed two-full faces elsewhere in the community.
Discussion:
Since the adoption of the ordinance, it has become evident that that the amount of time
that each unique message must be held on dynamic signs was more than necessary.
Subdivision 9d(5) of Section 1008.10 states the following:
The owner or operator of a dynamic display sign shall control and
display the primary or background images and messages on the sign
so they maintain each display for a minimum of ten (10) seconds.
The intent of the ten second hold requirement was to prevent the sign’s message from
becoming a distraction to motorists. In practice, it has become clear that the hold time is
much longer than it needs to be. In this same section, the code provides an allowance for
dynamic signs where the background must be held for ten seconds but secondary graphics
were allowed to blend in and out of the message in a soft transition. This allowance has
been utilized by one area business without incident or complaint. For this reason, staff
believes the ten-second hold requirement could be reduced to allow for faster transition
between sign impressions without adversely affecting public safety.
Billboards
In the time that has passed since the ordinance’s adoption, many dynamic display
billboards have been erected in the Twin Cities metropolitan area. Staff is not aware of
any incidents or complaints arising from such signs, and it would seem that many of the
original concerns expressed regarding the signs have not come to fruition. Perhaps the
driving public has become sufficiently desensitized to the distractions presented by
dynamic display billboards. Whatever the reason, staff would like to know if the City
Council would be willing to revise the City Code regarding dynamic display billboards to be
more accommodating, as the present requirements effectively discourage conversion of a
billboard to a dynamic display.
Dynamic Display Sign Regulations
August 1, 2011
Page 2
The two factors that have effectively prevented the erection of a dynamic display billboard
is the hold time and the conversion requirement. According to the City Code, the hold time
for each display impression is 15 seconds. The billboard industry standard for hold time
(they call it “dwell” time) is eight seconds. Regarding conversion, the Code requires that for
each one dynamic face converted, two static faces must be removed. Given the
economics associated with outdoor advertising and the length of time the structures must
be maintained to amortize the original cost of construction, both issues--the dwell time and
the two-for-one conversion requirement—have proven to be insurmountable impediments.
Recommendation:
Staff requests Council direction regarding non-billboard dynamic display hold times and
feedback concerning the possibility of removing the disincentives pertaining to dynamic
display billboards.
Respectfully submitted,
________________________
James Ericson
City Administrator