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Home My WebLink AboutAgenda Packets - 2019/07/01ROLL CALL: CITY OF MOUNDS VIEW CITY COUNCIL WORK SESSION AGENDA MOUNDS VIEW CITY HALL Monday, JUIy 1, 2019 6:30 p.m. Mueller, Gunn, Hull, Meehlhause1 Bergeron 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. 2020 Census —Michael Gold Biss, US Census Bureau 2. State Senator Jason Isaacson 3. SBM Fire Budget — Chief Smith 4. Rain Garden Discussion — Administrator Zikmund 5. Council/Commission Meeting Archive Tapes — Administrator Zikmund 6. Charter Commission Membership Discussion Continued — Administrator Zikmund NEXT COUNCIL WORK SESSION: Monday, August 5, 2019 at 6:30 pm NEXT COUNCIL MEETING: Monday, July 9, 2019 at 6:30 pm THIS PAGE LEFT BLANK INTENTIONALLY MEMORANDUM to: Mounds View City Council from: Nyle Zikmund, City Administrator re: July 1, 2019 Workshop date: June 26, 2019 1. Census Discussion —See staff memo from Jon 2. State Senator Jason Isaacson 3. SBM Fire Operating and Capital Budget increases —see information in packet. Chief Smith and Board Rep Joe Flaherty will be present. Action Item —Provide Feedback to SBM FD on Budget 4. Rain Garden Discussion —See memo from K & G Consensus Requested —Provide direction to staff 5. Council Tapes Prior to the digital age of RAM or other memory we made tape copies of the council meetings. These are not "official records" as the minutes and resolutions serve that purpose. We have nearly 100 of these tapes from that period which would cost about $10 per tape or $10,000 to convert onto a storage disk. No one here at City Hall is able to remember or recall anyone ever requesting a desire to actually watch the tape. Currently we transfer data to a CD or other memory device. Consensus Requested — Provide direction to staff 6. Continuation of Carter Commission Discussion Consensus Requested —Provide Direction to staff TffiS ]PAGE LEFT BLANK INTENTS®NALLY �� City of Mounds View Staff He To: From: Item Title/Subject: Item No: 01 Meeting Date: July 1, 2019 Type of Business: WS City Administrator Review: �rt Honorable Mayor and City Council Jon Sevald, Community Development Director 2020 Census — Michael Gold-Biss & James Accurso, of the US Census Bureau Introduction: Census Staff have requested time to meet with the City Council to discuss; (1) establishing a local Complete Count Committee; and (2) opportunities to recruit Census Enumerators. Discussion: Federal, state, and regional agencies provide population estimates for Mounds View. 2018 estimates are; 13,1881, 1373272; and 13,3283. Each agency uses a slightly different method, but all estimates use the Decennial Census as the base -line. Mounds View's 2010 Census population was 12,155 (baseline for annual population estimates, and long-range forecasts). Census Day is April 1 Sc of every tenth year (April 1, 2020). Census estimates are used for a number of reasons, including: • Establishing Congressional district boundaries. Minnesota has a high potential of losing a US Representative seat to another state. • Establishing Federal funding allocations. Minnesota received $15.5 billion in federal funding, or $28,000 per person over a ten year period. • Real Estate Site Selectors, or consultants who advise corporations on properties to locate businesses or to expand their customer territories. Population changes are one of many factors, in addition to traffic counts, household income (sourced from the Census), and competition. • School Districts, as part of more detailed population forecasts, used to determine school expansions, closures, and classroom sizes. • Local Government Aid (LGA), formula based on population. • North Suburban Hospital District dissolvent; Mounds View received an $827,000 payment, of which $331,000 was based on the City's population share. Accuracy of Census counts is important. Mounds View is divided into four Census tracts, generally dividing the city into quadrants. The southeast quadrant has been identified as a Hard to Count community because of its 75% response rate during the 2010 Census (the other three quadrants had 84%, 86%, and 89% response rates). The uncounted 25% in the southeast corner of the City amounts to hundreds of residents. The Minnesota Demographic Center and Minnesota Council on Foundations are partnering with local governments and non -profits to form Complete Count Committees (CCC), focused on outreach in communities that are historically hard to count. This will include a state-wide multi- lingual media campaign that will become more visible as Census Day approaches. 1 US Census Bureau, 2018 American Community Survey a Minnesota Demographic Center, Total Population, 2017 s Metropolitan Council, 2018 Preliminary Estimate Item O1 Page 2 of 2 Ramsey County and St. Paul have formed a CCC, with participation from a number of suburbs including Mounds View, and area non -profits. The CCC is divided into seven sub -committees; Homeless; Business; Immigrants &Refugees; People of Color; Seniors; Renters; and Education. As time permits (this has been limited), Jon Sevald has attended or participated in quarterly state, and more frequent county meetings. In group discussions, the largest challenge is conducting outreach to populations that may be non -participatory, distrustful of government, and are non-English speakers. This is in addition to how to address the Citizenship question (awaiting Supreme Court decision). Specific to Mounds View, easy tasks will be to include information about the Census in utility billings, Mounds View Matters, and on the City's website, closer to Census Day (April 1 St), and conduct outreach during Night to Unite and Festival in the Park. More difficult tasks are to conduct outreach to those households which do not receive utility bills (renters), or are not proficient in English (cannot read Mounds View Matters), or do not participate in the Festival. In these cases, the outreach needs to come from other trusted sources such as neighbors, children, religious and other groups. It is this population that is the focus of CCC's. That said, in order to count, the Census needs workers • Recruiting Assistants • Office Operations Supervisors • Office Clerks The Census is recruiting the following: • Census Field Supervisors • Address Lister's • Census Enumerators /Takers Strategic Plan Strategy/Goal: Increase community engagement while being sensitive to the changing demographics &their needs and inclusive to all socioeconomic situations. Financial Impact: Printing costs (flyers in utility billings), and Staff time. Recommendation: Listen to Census Staffs presentation, and ask questions. Respectfully submitted, �� Jon Sevald, AICP Community Development Director Attachments 1. Power Point presentation .�� , +; �; r r ;, r"" {, ,,,,, �iis, 2020 Census Community Partnership and Chicago Region Michael Gold-Biss, Partnership Specialist ' Chicago Region -� -- U.S. Census Bureau M:6SI-261-0876 L michael.gold.biss@202DCensus.gov census.eov I @uscensusbureau h' United States° Census � Bureau 2020 Census U.S. Department of Commerce Economics and Sta[istics Administration us. cENsus euitEAu census.gov A Message from the Director The Chicago Region is pleased to share its plans for the upcoming census. We look forward to this opportunity to meet and engage partners in support of our 2020 Census mission: to conduct a census of population and housing and disseminate the results to the President, the states and the American people. Our goal is to count everyone once, only once, and in the right place! We want to share the many opportunities available to be engaged and partner with the Chicago region. With your assistance and support, we will take every opportunity to work in concert with the eight states in the region: Arkansas, Illinois, Indiana, Iowa, Michigan, Minnesota, Missouri and Wisconsin. United States' Census � Bureau U.S. Department of Commerce Economics and Sta[Istics Administra[ion U.S. CENSUS BUREAU CettSlfS.gOV Z Marilyn A. Sanders Chicago Regional Director United States° Census 2020 2020 Census A Message from the Director Thank you for attending and hosting this crucial meeting with the Chicago Region's 2020 Census Partnership team. I am certain you will find the information shared informative and staff from the Chicago Region responsive to your questions. We are available as a resource and engaged at every level to achieve a complete count of the population in this region. Feel free to email me, contact me by telephone or schedule a meeting if you desire. I can be reached at marilyn.a.sonders@census.gov or 630-288-9301. 1 look forward to the 2020 Census Experience! TJIIlted StdtE:S' I U.S. Department of Commerce Census Economic and Statistics Administration us.cENsusavaEAu Bureau census.gnv 2020 Census 3 u�ceasr.�� Census 202U Gov Parsons Signs Executive Order 18-12 to Officially Launch Missoural I s SCCC Regional Director, Marilyn A. Sanders, and Chicago Region ARCM Ellisa Johnson, traveled to Jefferson City, MO to join Governor Mike Parsons as he signed Executive Order 18-12, officially launching the Missouri State Complete Count Committee. They were joined by partners from around the State of Missouri, including Matt Hesser, Missouri State Data Center; Sarah Steelman, Commissioner of the Office of Administration; and Thomas McAulliffe, Director of Health Policy for the Missouri Foundation for Health. UIllfe(! Stdti?S' I U.S. Department of Commerce Census Economics and Statistics Administration U.S. CENSUS 6URFAU � Bureau census.gov L! u>t�c�asraces� Census 2020 2020 Census A Constitutional Mandate The U.S. Constitution (Article 1, Section 2) requires a headcount every 10 years, of everyone residing in the United States. ° All 50 states, Puerto Rico, Washington DC, and Island areas ° People of all ages, races, ethnic groups, citizens, and noncitizens The Next Census Occurs in 2020! URltE.d $tdtE'S` U.S. Department of Commerce Census Economics and Statistics Administration us. cEr+sus nuREnu Bureau census.gov 2020 Census 5 Democracy &Funding Legislative Representation is redetermined through Apportionment $675 Billion will be distributed annually based on Census information U111tEd $tdt25' I U.S. Department of Commerce Census Economics and Statistics Administration U.S. CENSUS BURFAU � Bureau census.gov United States Census 2020 COIJGRESSIONAL SEATS '® Nr Caus ism ` United States° Census Zo2o 2020 Census Environment The 2020 Census is being conducted in a rapidly changing environment, requiring a flexible design that takes advantages of new technologies and data sources while minimizing risk to ensure a high quality population count. United States= Census � Bureau 2020 Census U.S. Department of Commerce Economics and statistics Administration U.S. CENSUS BUREAU census.gov Redesign MOTIVATE PEOPLE TO RESPOND Conduct a nationwide communications and partnership campaign A MOBILE POPULATION INFORMAL OR COMPLEX LIVING ENVIRONMENT INCREASINGLY DIVERSE POPULATION r� COUNT THE POPULATION Collect data from all households including group and unique living arrangements CONSTRAINED FISCAL ENVIRONMENT United States° Census 2020 DECLINING RESPONSE RATES RAPIDLY CHANGING USE OF TECHNOLOGY INFORMATION EXPLOSION DISTRUST IN GOVERNMENT NON -RESPONSE FOLLOW-UP Collect data from all households, including group and unique living arrangements , UnitedStatesa C2020 ESTABLISH WHERE TABULATE DATA TO COUNT AND RELEASE Identify all addresses COUNT EVERYONE ONCE, ONLY CENSUS RESULTS where people could live ONCE AND IN THE RIGHT PLACE Process and provide 46 Census data United States" Census � Bureau U.S. Department of Commerce Economics and Statistics Administration U.S. CENSUS BUREAU ceusus.gov United States° �20205 2020 Census Re -Engineering Field Operations Using Technology To Efficiently and Effectively Manage 2020 Census Field Work STREAMLINED OFFICE AND STAFFING STRUCTURE United States Census � Bureau 2020 Census AREA MANAGER OF OPERATIONS CENSUS FIELD MANAGERS CENSUS FIELD SUPERVISORS LISTERS & ENUMERATORS U.S. Department of Commerce Economics and Statistics Administration U.S. CENSUS eUREAU census.gov INCREASED USE OF TECHNOLOGY • Automated and optimized work assignments • Automated recruiting, training, payroll, and expense reporting • Reduced paper and manual processing INCREASED MANAGEMENT AND STAFF PRODUCTIVITY • Increased visibility into case status for improved workforce management • Redesigned quality assurance operations • Improved communications 3LSJ c' Q Eo F United States° Census 2020 Cybersecurity Risk Mitigation Strategy MAINTAIN POSITIVE PUBLIC ° Federal Partnerships to assist with PERCEPTION/ TRUST OF OUR threat detection and recovery DATASECURITY Communication Plan to inform PREVrespondents about personal proactive AND DETECT CYBERTHREATS CONTINUALLY cybersecurity steps EVOLVING Industry Solutions to provide services CYBERSECURITY DESIGN that protect, detect and resolve threats SYSTEMS TO ADJUST QUICKLY Incident Response Plan to contain and ASTHREATS EMERGE manage security breaches APPROACH IMPLEMENT STRATEGICALLY AND REFINE AS NEEDED United States Census � Bureau U.S. Department of Commerce Economics and Statistics Administration U.S. CENSUS BUREAU ceusus.gov 1� United States° Census 2020 2020 Census Recruiting & Job Opportunities Chicago Regional Census Center (RCC) • Management • Clerical Recruiting • Information Tech • Space / Leasing Administrative Partnership For currentjob openings, visit 2020census.gov/jobs or call 8554011:1-2020 or if you have any questions, email us at chicago.rcc.recruiting@census.gov. United States° I U.S. Department of Commerce UIllted 5Y3L2Sa Census Economics and StatisticsAdministratlon Census uI . cENsus auaEnu Bureau census.gov 11 2020 2020 Census Recruiting & Job Opportunities 32 Area Census ®ffices (ACOs) AR, IA, IL, IN, MI, MN, MO, WI ° Recruiting Assistants • Office Operations Supervisors • Office Clerks Census Field Supervisors Address Listers • Census Enumerators / Takers For currentjob openings, visit 2020census.gov/jobs or call 855-JOB-2020 or if you have any questions, email us at Chicago.rcc.recruiting@census.gov. United Statesr U,S. Department of Commerce Census Economics and Statistics Administration U.S, CENSUS BUREAU Bureau census,gov 12 • • • u�asr,�gc Census 2020 2020 Census Recruiting and Assessment Changes New for 2020, online job application and online assessments now utilize: 0 0 Situational Judgement Questions Biodata Questions (Questions about life and work experiences, as well opinions, values, beliefs, and attitudes that reflect a historical perspective. — Wikipedio) CENSUS APPLICANT IS ADVERTISES DIRECTED TO AVAILABLE OUR RECRUITING JOBS ONLINE WEBSITE APPLICANT COMPLETES ONLINE APPLICATION AND ASSESSMENT Som ple Question: How quickly do you adapt to new things? O I adapt almost instantly. o I adapt, but it takes a little time. O I take my time to adapt. SYSTEM TRANSFERS APPLICATION TO APPLICANT DATABASE United States` U.S. Department of Commerce United States` Census Economics and5tatisticsAdministration Census US. CENSUS BUREAU � eureau ce2020 nsus.gov 13 L 1 2020 Census Operational Schedule /Key Milestones 2018 September Begin Recruiting for Census Jobs 2019 January August Area Census Offices Begin Opening Complete Count Committees Begin Activities In -Field Address Canvassing Starts 2020 February Begin Group Quarters Operations End of March Self -Response Period Begins End of March -July Begin Field Enumeration (in Selected Areas) April 1 2020 Census Day! Late April -August Conduct Nonresponse Follow -Up (NRFU) December 31 Deliver Apportionment Counts to President 2021 April 1 Deliver Redistricting Counts to States United States° I U.S. Department of Commerce United States` CensusEconomics and Statistics Administration C/e/�n/s'/bus U.S. CENSUS BURFAu ZOO Bureau census.gov 14 2020 Census Goal of the Partnership Program Work with local partners to Engage, Educate and Encourage participation in the 2020 Census by those who are less likely to self respond and who are known to be hard to count. The 2020 Census succeeds through partnerships with: • Tribal Governments State Governments • County and Municipal Governments • Community Organizations • Faith -based Institutions • Schools/Colleges • Businesses • Local Media • Philanthropy United States° Census � Bureau U.S. Department of Commerce Economics and Statistics Administration U.S, CENSUS BUREAU census.gov 15 ate- ^-- Un;tedst��^ Cen/s/�us 20Zu 2020 Census State Complete Count Commissions New for 2020! • Organized by governor's office or State Data Center Formed by executive order or by legislation • Governor appoints members of the commission • Commission organizes outreach efforts for entire state, provides guidance, resources and support for census implementation. MINOR Will 11 111 United States' U.S. Department of Commerce United States` Census Economics and Statistics Administration census US. CENSUS BUREAU /�0/�O Bureau censrrs.gov 16 1 L 2020 Census Complete Count Committees (Lus) • Organized at the county, municipal, or community level • Formed by local, official proclamation or passage of ordinance • Members appointed by the Highest Elected Official (HEO) • Committee organizes local outreach efforts • Provides leadership/support for participation United StdtES' U.S. Department of Commerce Census Economics and Statistics Adminis[ration U.S, CENSUS BUREAU Bureau censtis.gov 2020 Census CCCs Purpose Assist Census Bureau to meet the goal of a timely, accurate and cost- effective census count. • Act as 2020 Census Champions Provide "trusted voices" as Census Ambassadors. United StdteS`' I U.S. Department of Commerce Census Economics and Statistics Administration U.S. CENSUS BUREAU Bureau census,gov u�asrar.�a Census 20zu vrvcasr�es Census 2020 2020 Census CCCs Objectives Monitor census participation a Target outreach efforts in low response rate areas Marshall resources to support Complete Count goals • Collaborate with Regional Director and Partnership Specialists for training and support ® .�► i �m �! Bureau United States I cU.S. errsus,gov 19 LL Department of Commerce UiIItBdState.S` CensusEconomlcsandStatisticsAdministration Census U,S, CENSUS aUREAU zuzu � 2020 Census Who Should be Included on a CCC Heads of Relevant Government Agencies and Departments Clinics and Hospitals O Health Department C) Community " Organizations/ Non -Profits United States" Census � Bureau Executive Director President Early Childhood & K-12 Schools o 07 'r "Partnership Specialist is advisor and Census liaison to CCCs Library Professional Universities Associations Business & Colleges Offices U.S. Department of Commerce Economics and Statistics Administration U, S. CENSUS RURFAU CeIISNS.gOV 20 Media ® Social Services4 Faith -Based Communities �gional r+ssociations United States° Census 2020 2020 Census Sample Topics for the CCCs How to reach specific audiences, such as Millennials, students, Seniors, businesses, and faith -based communities How to help recruit for Census Jobs How to use and engage with Media & Social Media How to share, reinforce, and localize the Census message United States Census � Bureau 2020 Census U.S. Department of Commerce Economlrs and StaUs[ics Administration US. CENSUS BUREAU cenSUS.goV ZZ Community Outreach Community/Immigrant Based Organizations, Cultural programs and Centers, Embassies, Consulates General and Faith -Based Institutions will be heavily utilized to assist with recruiting, language support, translation services and raising awareness within the linguistically isolated areas as well. Key partners like the Polish American Association, Chinese American Service League, MALDEF and the Arab American Association will be heavily utilized for translation and education services. United States" Census � Bureau U.S. Department of Commerce Ecanomlcs and Statis[ia Administration U.S. CENSUS BUREAU Ce11SUS.lJOV 22 United States° C2020s Unitsastatese Census 2020 2020 Census Non -Profit Partners United States' Census � Bureau 2020 Census Engaging for impact m•n•a•> A7ichigan Nonprofit Association Michi a n Nonprofit Association DEMOCRACY U.S. Department of Commerce Economics and Statistics Administration U.S. CENSUS BU0.EAU census.gov 23 CCC Launch Calendar Indianapolis CCC ®etroit CCC St. Louis CCC Minneapolis CCC i4urora CCC Chicago CCC Census � Bureau U.S. Department of Commerce Economic and Statstics Administration U.S. CENSUS BUREAU census.gov February 2019 February 2019 March 2019 March 2019 April 2019 April 2019 24 Kansas City Census Funders' Collaborative Indiana Philanthropy Alliance • ro!CJfi. SI1ioFJ;^.,r (. COfT(i�f, f. United States'' Census 2020 UniiedStatese Census 2020 2020 Census Hard -To -Count (HTQ Demographics • Children (under 5yrs) • People Living in Poverty � - - ', - College Students People with Disabilities _ - Farm Workers Refugees • Homeless Renters Immigrants Snowbirds - Language Constrained ° Senior Citizens • Millennials • Veterans • Minorities United Statesa Census � Bureau 2020 Census U.S. Department of Commerce Economics and Statistics Administration U.S. CENSUS BUREAU census.gov Young Adults (18-24 yrs) ew NConstruction Once a decade, a voluntary opportunity for governments to submit addresses with city style mailing addresses for units constructed after L JCA that will be closed to the elements (i.e., basic construction completed) by census day. This only applies to governments that will receive decennial census questionnaires by mail. New Construction Starts Apri12019 United States" Census � Bureau U,S. Department of Commerce Economics and Statistics Administraton U.S. CENSUS 9UREAU census.gov New Construction Ends November 2019 2019 / 2020 26 C n us6 2020 Census Day April 1, 2020 Ututed5'tates Census 2020 2020 Census CCC Key Communication Phases Local governments and community leaders participate in activities highlighting that the 2020 Census is fast approaching and it is easy, important and safe. Gear Up Phase Engage Phase Educate Phase Encourage Phase Remind Phase Thank You Phase United States• Census � Bureau 2020 Census Now —Fall 2019 Nov —Dec 2019 Feb 2020 Mar —May 2020 May —Jul 2020 Sta rt J ul 2020 U.S. Department of Commerce Economics and Statistics Administratlon U.S. CENSUS BUREAU censrrs.gov Census Data Tools 27 2010 Mail Participation Rate Map (MPR) Low Response Score Map (ROAM) Data Access Tools American Community Survey (ACS), QuickFacts, Business Builder Census Data Access Workshops Regional Data Specialists United States` Census � Bureau U.S. Department of Commerce Economics and Statistics Adminis[ration U.S. CENSUS BUREAU censrrs.gov C n us� 2020 GET QUICK ACCESS ?O,, FACTS, Sma11 BusinasEdltlon UnitedStateS` Census 2020 2020 Census 2010 Mail Participation Rate Map (MPR) 2010 Census Participation Rates 4 41 State Rate Rank Arkansas 69% 38 Illinois 76% 11 Indiana 79% 3 Iowa 79% 3 Michigan 78% 5'� Minnesota 81% 2 Missouri 74% 24 ; Wisconsin 82% 1 n United States 74% NA n/a 0% 21 41 51 61 67 73 79 85 91 census.gov/censusexplorer/2010ratemap.htmI United States' U.S. Department of Commerce UmtedStatesc Census Economics and Statistics Administration Census U.S. CENSUS BUREAU �8ureau census.gov 29 2020 2020 Census Localized Mail Participation Rate Map ��3tt0 Rartictiparioiii R.rJ United States"' U.S. Department of Commerce UnrtedStateS° Census EconomlcsandStatisticzAdministration �encU� U.S. CENSUS BUREAU � 9ureau census.gov 30 2020 2020 Census Response Outreach Area Mapper (ROAM) Low Response Score C�.�o. United States Census Bureau 2020 Census U.S. Department of Commerce Economics and Statistics Adminlstra[ion U.S. CENSUS BUREAU census.gov census.gov/roam 31 UnitedStates° Census 2020 ROAM Low Response Score Area Map Census Tract 409.02 Ramsey County, Minnesota x 2 012-2016 ACS 5--year estimates M United StdtE'.S` U.S. Department of Commerce UnitedStates` Census Economics and Statistics Administration Census us.cENsuseuRrnu /� � Bureau census.gov 32 ZO /O 2020 Census Census Data Maps Compared Data Collection Objective Timeframe Color Coding United States° Census � Bureau 2020 Census U.S. Department of Commerce Economics and Statistics Administration U.S. CENSUS BUREAU census.gov CCC Training Winter 2018/2019 • In- person and via webinar e Materials provided by the Chicago RCC Partners can assist by providing training space United States= Census � Bureau U.S. Department of Commerce Economics and Statistics Administration U.S. CENSUS BUREAU census.gov 33 ROAM Map American Community Survey (ACS) 2012 - 2016 / 5 year estimate Identify hard -to -survey areas and provide a socioeconomic & demographic profile of those Census Tracts Most Current &Future Trends Darker /Deeper the color, the higher the Low Response Score (Light Beige to Green to Dark Blue) Census.gov/roam rv� o Census 2020 United States` Census 2020 2020 Census Critical Next Steps ° Determine ways you can Partner for the 2020 Census ° Appoint a Census Liaison ° Help with Recruiting for Census Jobs Establish a CCC Formalize with Letter to Regional Director Determine CCC Membership Request CCC Training United States' U.S. Department of Commerce Census Economics and Statistics Administradon U.S. CENSUS BUREAU Bureau census.gov 2020 Census 35 u�t�d crates. Census 2020 Working Together: 2020 Census Mission "We understand that a plan is only as good as those who are put in the game to mobilize the plan. Just like a football team, where everyone has to know their role, these plans will help us truly function as a TEAM —with the ultimate goal to count everyone once — and only once — and in the right place for the entire eight -state region." United States Census �� Bureau U.S. Department of Commerce Economics and Statistics Adminiitration U.S. CENSUS BUREAU censas.gov 36 Marilyn A. Sanders Regional Director, Chicago UnitedStates Census 2020 2020 Census Connect With Us 2020 Census Homepage Census Alerts 2020 Census Memorandum Series American Community Survey Census Jobs United 5tatesr Census � Bureau 2020 Census U.S. Department of Commerce Economics and Statistics Administra[ion U.S. CENSUS BUREAU cerrsus.gov censusME, ov/2020Census public..com/accounts/USCENSUS/ subscriber/new census.�ov/programs-surveys/decennial- census/2020-census/planning- management/memo-series.html census . Gov/p rod ra m s-surveys/a cs/ 2020census.�ov/jobs census.gov/about/regions/chicago/jobs/all.html uscensusbureau 37 Thank You for Your Partnership! If you have any questions during the 2020 Census, ®ur Partnership Specialists are here to help° U�dscacesm Census 2020 United States° Census 2020 United StdteS`' U.S. Department of Commerce UnrtedStateSa Census EconomlcsandStatlsticsAdministratlon Census U.S. CENSUS BUREAU � Bureau cerrsus.gov 38 2020 THIS PAGE LEFT BLANK INTENTI®NALLY Nyle Zikmund From. Charlie Smith <csmith@sbmfire.org> Sent: Tuesday, June 25, 2019 2:45 PM To: Nyle Zikmund Cc: Mark Beer Subject: Re: Workshop next week Caution: This email originated outside our organization; please use caution. Thank you for getting back to me. The operations increases are on page 12. Larger than normal increases include moving one PT position to FT and providing permanent funding for SBMs portion of the FRO position. Additional increases are: • $25,000 for PSDS which is playing catchup from the late addition of the full-time fire PSDS position;:: • $10,000 for additional accounting software to make our AP, travel and expense processes paperless as well as providing for real-time budget review and analytics. There is more to the current program we are exploring and interfaces with our current Abila MIP platform. Most everything else is inflationary. From: Nyle Zikmund <nyle.zikmund@moundsviewmn.org> Sent: Tuesday, June 25, 2019 2:35 PM To: Charlie Smith Cc: Mark Beer Subject: RE: Workshop next week Thanks Charlie, just looked it over quickly, heading out the door in bit but will look it over further. Mark is the finance/detail guy so will let him send/questions comments but I do have one, in the quick review I only saw capital increases and payroll/compensation increases. Were there increases in other areas? (last year there was the workers comp issue) and I seem to recall something on the county wide. Do not need inflationary 2-5%changes but anything substantive outside that. Thanks Nyle Zikmund City Administrator 763,717,4001 w 1763.717.4019 f 1612.860.7442 c 2401 Mounds View Boulevard Mounds View I MN 155112 Spring Lake Park —Blaine — Mounds View Memorandum To: City Administrators From: SBMFD Leadership Team Re: Public Fire Educator, Full-time Justification Statement Date: May 10, 2019 The transition of Mrs. Booker's position is due to several factors. The largest of which is due to Becky's verbal intent to retire in 2019. This retirement announcement provided command staff with an opportunity to analyze and strategize objectives for the future. It has been on the radar for several years to increase dedication of FTE time toward community risk reduction (i.e. fire prevention efforts). While we have reorganized full-time staff over the past several years, those shifts did not result in more FTE commitment to fire prevention. We would like to foremost point to our mission and vision statement. Both of which cite fire prevention and public education as the core of our organization — before suppression (firefighting) activities. Sticking to these principles is the primary reason we have been able to operate with our unique model. As you are well aware, we credit our low call volume, fire loss, and efficient model to the two - decade+ commitment to fire prevention. A model that many departments now reach out to us for advice and support in implementing. It is with regret that our prevention efforts have reached a plateau in recent years. Much of this is due to the following factors: • Increased population, commercial business development, requests for service, and demands of the fire department beyond prevention that require staff attention. None of these issues are going away and will likely increase as other essential services cannot be provided or are no longer available. We pride ourselves in being able to offer the most efficient, proactive and innovative solutions to fire prevention efforts — but are only able to do that with adequate staff support. In recent years, Mrs. Booker has not been able to keep up with the workload from years prior and newer demands/requests have gone unmet. • Additionally, we have hired numerous part-time staff over the years to fill the void in our fire prevention division. With bolstered effort and emphasis over the past 24 months, we have been unable to find suitable applicants to fill those types of positions. Fewer applicants are available during daytime hours when an increasing number of services are requested. Also, the hourly rate and pension opportunities are less desirable to applicants than they once were. We have decreased from 8 PT staff at one point to now 5 active educators. As part of a solution, we have changed our firefighter minimum requirements to include a portion of community risk reduction activities. However, we do this with extreme caution as they are already required to meet increasing demands on other avenues. We do not believe it effective to increase or shift firefighter requirements any more than we did in January 2019. Because we have been unable to fill part-time positions, and because it is less effective to hire numerous part-time staff to do the work of 1 FTE, we are proposing the increase of .4FTE to hire a full-time public educator after Becky's retirement. Numbers: • Call volume has been on the rise over the last 3 years after a steady 10 year plateau. During that same time, population increase has been steady. • Requests for CRR events has doubled in the last 10 years and over the last 4 years increased by an average of 15% per year (concluding we have been able to do much more with less resources over the past 4 years). A majority of the increase has come for daytime requests and those requiring specialized training (Home Safety Surveys, Car Seat Installations, Juvenile Firesetter Intervention). • For the first time in recent history, we have had to turn requests away and create a prioritization process for receiving requests. We are more limited now by staff time and output than resources (such as buying smoke alarms or other products and incentives). Thus, the proposed strategy beginning in 2020 is to incorporate 1 FTE, part-time staff as possible, and firefighter requirements in a collaborative effort to increase our CRR division to the standards it has strived for. These staff are supported by our CRR Coordinator (Jeff Lundquist), and Assistant Chief (Maddison Zikmund). Supplemented in many projects by Support Services Supervisor (Tony Scavo) and Fire Technician (Matthias Gosch). Objectives moving into 2020 would be to: not decline any requests for service, update and enhance programs that have gone stale, provide specialized training for more CRR staff to fill vacancies, participate in additional joint agency programs, apply for additional grant and funding opportunities within CRR, and return to a nationally recognized leader in CRR efforts. Because the position would be "new" and demands have changed, we are proposing that the position is incorporated as a responding firefighter to match the SBM strategic plan in increasing overall staffing and capabilities. The hired candidate will work during a similar workweek schedule to other full-time staff and be the face of the department to many residents and business leaders in our community. CRR efforts are designed for a target audience to match our budget formula (i.e. 76% of focus in Blaine, 16% MV, 8% SLP). This is offset somewhat due to high risk populations and our programming focus on schools, apartment complexes, high hazard commercial occupancies, and manufactured home communities. SBMFD Leadership Team Spring Lake Park — Blaine Memorandum To: City Administrators From: SBMFD Leadership Team Mounds View Re: Fire Resource Officer, Outcomes and Summary Date: May 10, 2019 Through April, the current SFRO (John Lindstrom) has accomplished a great amount. Below you will find the objectives of this position based on the original proposal; and what outcomes we have seen in the short 8 months of work: I. Enhance the relationship with the Spring Lake Park High School. a. The H.S. and district make a point during every interaction with us to communicate their unwavering support and complimentary surprise of this position. The school's administration consistently markets its Career Readiness programs as progressive and innovative. This position provides a large piece of that innovation. The principal interacts with AC Zikmund through numerous avenues and this relationship is stronger than it has been in years. The FD has a presence at the high school on a weekly basis in addition to having John in the classroom. Mr. Lindstrom has also been able to communicate many of the FD resources and programs to those at the school where we would normally not have the time nor audience to do so. II. Enhance the relationship and increase involvement with the Opportunities in Emergency Care program. a. This has been by far the largest outcome of the 8 months thus far as predicted. Due to this position we now have a Chief serving as the Board chair of the OEC Foundation, we support extracurricular practical skills with equipment/staff, have several students applying for summer internship programs, have several students that have joined our fire exploring post, and some of which who wish to pursue firefighting into the future. SBM staff now cross -staff OEC at the following events: weekly lab, mock extrication, trimester skills testing, state competition, HOSA competition, USA Cup, Blaine Festival, numerous parades, Homecoming, Fall Camp and Spring Camp. This interaction benefits both parties through enhanced training, networking, and a primary avenue of recruiting for the Department. The most impressive enhancement moving into the future is that Mr. Lindstrom has been able to produce and get approval for the addition of Firefighter I, Firefighter II, and Enhanced EMT to the school course directory. This will allow a predicted 16 students per trimester to be trained by John, alongside SBM and OEC staff to the same level as our entry recruits. To date, we have only been able to offer this on a limited basis to up to 4 students and only at the Firefighter I level. In addition to other OEC classes, this allows students to graduate high school with EMR, EMT, FFI, FFII, HazMat Ops, NA-R, CPR Instructor certifications — eligible for 28 college credits and a value of over $1050006 III. Provide an additional responder to daytime emergency calls a. While Mr. Lindstrom only responds to calls on a limited basis, he has added critical staffing during school holidays and will be vital during the summer months. Summer represents a busier time of year with events, vacations, public outreach, and emergency calls. While conducting community outreach and education, he will also act as a primary responder like all of our full-time staff. IV. Supplement and support our Fire Exploring Program a. Mr. Lindstrom has become an integral part of our Exploring Program. Acting in a near identical capacity to his daytime duties, John has assisted at over a dozen Exploring meetings. With new Advisors in the Post, he has been able to provide expertise in many areas that would not otherwise be able to be taught. Additionally he has been able to bridge the gap with our Exploring Post and the OEC Exploring Post like never before. This provides additional opportunities into the future with joint training, cross -certification, event involvement, and more. We view the Exploring Program as a primary recruiting avenue as well as a strong tool for staff/leader/instructor development in a unique setting. To date we have hired 4 Explorers onto the Department in just 4 years of existence. V. Support the CRR Division through community outreach and public education a. The benefits of this aspect have not yet come to fruition with much of John's time currently dedicated to the High School. The summer months will be completely dedicated to CRR and we have a full slate already planned. As stated with Becky's position, there are numerous requests going unfulfilled and core programs that need redevelopment and revision. John's experience and skillset will suit the division very well this summer and every summer moving forward as the division experiences its busiest months of the year. John, like Becky, would spread his time and efforts to reflect our formula distribution as closely as possible. By nature of his position, more time will be spent in the school district of ISD# 16 though OEC has students from Mounds View, Irondale, Fridley, Totino-Grace, Centennial, Blaine, Coon Rapids, and home schools. NOTE: This position is pending an ongoing contract with ISD#16 and relies on the support of both the cities of SLP, Blaine, MV and the School District. Additionally, if over the next 4 months the pilot decreases in success, the Board of Directors and Managers/Administrators will be made aware. 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L I� � '� � .^ O O w cn � l� � V � N (z O .� o O O M � Soo VIM 1 O U C)Ln Q I� CDOp U U �O Q �� 0 0 O Op Op v 0 4mJ L N C: 1 1 N E Q N Q 4=J CD Q Q •N- Q O cr 4J on ca v, v on O 0 .� .^ O Lwjmm '~ O Lid � a m Q, > Ln O N N� M o4XIM O o a) N CD4-� `o�°o 1% CD U a_` L- o r- O Q� •��EdMIT u OHO CA .� Q N� N N o w L n.o0 Loo mJ � L o 1 o ��anLL�� Qton 0 CD� C**4 co L� a v, N M o CD a U I— a N _ W • r LM M �r �O N N N N N N O O O O O O N N N N N N r an m O Qj 4mJ v V � �l a w E .Lr� r i um cr M O O O O 4- O 1% O L \ug t� nL W > O O • r -� O N Q a • r Vl V a 3 4-J N�n N o W O 4m=J �•a � O O U 4� (1) a) (1) a w � M N a� 4� � � N � +� O o N • • r W • r u Ll 0 . 0 U Ll C 0 0 U 0 0 N :7 2uz� 2020 Budget 2019 Budget Proposed Difference % Change EXPENSES Payroll Administrative Payroll 130,064 136,819 61755 400 400 - 701888 751342 41455 300 300 - 1111322 114,176 21854 300 300 - 82,538 87,725 51187 300 300 - 100,556 1067874 61319 300 300 - 711814 741160 21346 300 300 - 70,888 75,342 41455 300 300 - 74,035 75,934 11898 300 300 - 731080 77,673 41592 300 300 - 63,102 67,068 31965 300 300 - 537244 56,590 31346 300 300 - 51,381 54,610 31229 300 300 - 41,007 421058 11051 300 300 - 29,501 42,098 121597 300 300 - 0 437625 437625 0 300 300 34,000 34,000 - 12,385 12,703 318 4210 Chief 5.19% 4109 Uniform Allowance 4244 FF/Support Services Sup. 6.28% 4109 Uniform Allowance 4265 FF/Operations Officer 2.56% 4109 Uniform Allowance 4266 FF/Chief of Training 6.28% 4109 Uniform Allowance 4241 FF/Assistant Chief Admin 6.28% 4109 Uniform Allowance 4271 FF/IS Network 3.27% 4109 Uniform Allowance 4262 FF/ CRR Coordinator 6.28% 4109 Uniform Allowance 4264 FF/Mechanic 2.56% 4109 Uniform Allowance 4268 FF/Training Officer 6.28% 4109 Uniform Allowance 4260 FF/Records Technician 6.28% 4109 Uniform Allowance 4272 FF/Fire Technician CRR 6.28% 4109 Uniform Allowance 4270 FF/Fire Technician OPS 6.28% 4109 Uniform Allowance 4221 Executive Assistant 2.56% 4109 4267 4109 4109 4279 Uniform Allowance Public Educator FT 42.70% Uniform Allowance Fire Resource Officer Uniform Allowance Overtime 0.00% 4250 Board of Directors 7 Members 2.56% Total Administrative 11074,104 1,1811396 107,292 - 30,315 31,092 834 31402 31490 94 694 712 19 41724 41845 130 91368 93608 258 151167 151556 417 11902 11951 52 16,839 171271 463 471391 48,606 11303 11649 11692 45 31011 31088 83 514 527 14 6.26% 9.99% Volunteer Payroll 4280 Duty Crew 2.56% 4281 Cleanup 2.56% 4282 Miscellaneous Duty 2.56% 4283 Training - Regular Drills 2.56% 4284 Special Training 2.56% 4285 Fire Calls 2.56% 4286 Fire Prevention FF 2.56% 4287 Pub Ed. Pay 2.56% 4288 Supplemental Pay - Vol FF Lump Sum 2.56% 4290 Fire Prevention Officers 2.56% 4293 Pre -Plan Assistance (3) 2.56% 4295 Investigation Division 2.56% 2020 Budget 2019 Budget Proposed Difference % Change 4298 District and Volunteer Chief Monthly Pay 13,790 141144 379 17744 11789 48 231281 23,878 640 1751728 1801234 41833 2056% 4303 Drive Sim training pay 2056% 4310 Miscellaneous Pay 2056% 4390 Vol FF Retire Pension - Employ Contrib 2.56% Total Volunteer 3499519 3583481 8,962 26,174 26,908 21648 191568 211632 21433 156% Payroll Taxes 4810 Fica Employer Tax 181% 4811 Medicare Employer Tax 10855% Total Payroll Taxes 45,741 485541 2,799 174,200 2051500 31,300 91400 10,600 11200 167,494 196,147 28,653 57976 31564 (21412) 1891744 1941609 41865 546,814 610,420 63,606 6.12% Benefits 4400 Employee Medical/Dental Insurance 17.97% 4420 Employee Wellness/Life 1217% 4812 P&F Pera Employer Share 17.11% 4813 CRD Pera Employer Share 40.35% 4890 Vol FF Retire Pension - City Contrib 2.56% Total Benefits 11.63% 2020 Budget 2019 Budget Proposed Difference % Change Total Payroll 2,016,178 2,198,838 1823659 11,000 111000 - 61000 67000 - 39,000 401000 11000 31500 37500 - 101000 10,000 - 71000 7,000 - 41500 4,500 - 14,000 151000 11000 21500 31000 500 12,000 121500 500 14,000 161000 21000 71000 71000 - 61500 61500 - 9.06% Utilities 5101 Light & Power Sta 1 0800% 5102 Light & Power Sta 2 Light & Power Sta 3 0000% 5103 2.56% 5104 Light & Power Sta 4 0000% 5110 Sewer & Water 0000% 5121 Heat Sta 1 0000% 5122 Heat Sta 2 0000% 5123 Heat Sta 3 7814% 5124 Heat Sta 4 20.00% 5130 5131 Telephone -Stations Telephone - Cell Phones 4.17% 14.29% 5132 Telephone -Air Cards 0800% 5133 Cable / I,nternet Provider 0400% Total Utilities 137,000 142,000 51000 36,000 371000 11000 201000 201000 - 165% Supplies 5206 General Supplies 2878% 5610 Office Supplies 0000% Total Supplies 56,000 57,000 11000 11500 11500 - 500 500 - 51000 51000 - 21000 21000 - Communications 5310 Pager/Radio Repairs 0600% 5320 Pager/Radio Batteries 0.00% 5340 Pager/Radio - New 0000% 5350 Radio Access Fee -- 800mhz 0400% Total Communications 91000 9,000 - 40,000 41,000 17000 11000 11000 - 11000 11000 - 38,000 391000 11000 81000 81000 - 411000 421000 11000 0000% Apparatus Maint/Mortal Equip 5210 Mortal Equipment 160% 5218 Investigation Expense 0200% 5220 Equipment Maintenance 0200% 5410 Apparatus Maintenance 163% 5411 Apparatus Preventive Maintenance 0.00% 5420 Fuel 2.44% Total Apparatus Maint/Mortal Equip 12%000 1329000 31000 31000 31000 - 31000 41000 11000 51000 51000 - 91000 10,000 11000 133% Meetings/Conference/Travel 5207 Mileage, Parking, Travel 0800% 5208 Meetings, Meals, Lodging 3133% 5510 Dues/Subscriptions 0800% 5520 Conferences 11.11% Total Meetings/Conference/Travel 203000 22,000 23000 17,000 187000 11000 81000 87000 - 33,000 35,000 22000 10000% Building Maintenance/Supplies 5.88% 5601 Building Maintenance Station 1 5602 Building Maintenance Station 2 5603 Building Maintenance Station 3 6.06% 2020 Budget 2019 Budget Proposed Difference % Change 5604 Building Maintenance Station 4 51000 51000 - 41000 41000 - 5607 Cleaning Contract Total Building Maintenance/Supplies 67,000 701000 31000 31000 31000 - 31000 47000 11000 14,000 141000 - 750 750 - 29,000 311000 21000 21500 21500 - 4.48% Training 5710 Training - Misc 5711 Training - CRR 33.33% 5713 Training - Professional Development 5715 Training - Office 5716 Training - Operations 6.90% 5718 Training - Certifications Total Training 52,250 55,250 31000 81000 81000 - 5.74% Insurance 5916 Insurance - Property/Commercial Pkg 2020 Budget 2019 Budget Proposed Difference % Change 5917 Insurance - Auto 20,000 201000 - 71000 7,000 - 139,000 1421000 31000 5918 Insurance - Umbrella Liab, 5919 Insurance - Worker's Comp 116% Total Insurance 174,000 177,000 3,000 31500 31500 - 11750 11750 - 16,500 26,500 10,000 1072% Legal/Accounting 5930 Legal 0.00% 5935 Health Care Services 0800% 5940 Accounting 60w61% Total Legal/Accounting 21,750 31,750 10,000 21500 21500 - 141000 14,000 - 300 300 - 45898% Medical 5219 Medical Supplies 6010 Medical Exams 6012 Medical - Hepatitis B Total Medical 16,800 16,800 - - 121000 121000 - 0800% Uniforms 6110 Uniforms Total Uniforms Computer 123000 12,000 - 11000 11000 - 21000 21000 - 11,500 127500 11000 31500 31500 - 24,000 491000 25,000 0800% 6210 Computer Maintenance 6211 Web / Email Server Computer Software/Equipment 0600% 810% 6220 0400% 6225 Computer Hardware 6230 PSDS-ACJPA 104.17% Total Computer 42,000 68,000 26,000 14,000 15,000 11000 61.90% Public Fire Ed 6310 Public Fire Education 7.14% 2020 Budget 2019 Budget Proposed Difference % Change Total Public Fire Ed 14,000 153000 13000 11700 17800 100 11000 11000 - 31000 31000 - 13,000 81000 (51000) 21000 21000 - 31000 37000 11000 1, 000 - 7.14% Other 5690 Miscellaneous Expense 5945 Property Taxes 5088% 0.00% 6510 Chaplaincy Program 6520 Fire Corps Program 0000% 6610 Selection/Promotion/Psych Exams -38.46% 6620 Volunteer Recruitment 0600% 6630 Explorers 0.00% Safety Camp 0000% Total Other 24,700 193800 (41900) 21791,678 31026,438 234,759 (51000) (51000) (24,000) (24,000) (61000) (67000) 0 (40,007) -19.84% SUB TOTAL 8.41% MINNESOTA BOARD FIRE TRAINING RESERVES/MAC CONTRACT ACFTA ACADEMY RENTAL FRO, ISD 16 SUPPLEMENT @ .6 NET TOTAL EXPENSES 21756,678 239513430 1943752 7.06% 2016 Budget 2017 Budget 2019 2018 Budget Proposed Difference % Change EXPENSES Payroll - Administrative Payroll 130,064 1301064 _ _ 400 400 _ 74,220 70,888 (31332) 300 300 _ 961369 1111322 147952 300 300 _ _ 78,424 827538 41115 300 300 _ 99,312 1001556 11243 300 300 _ 66,084 711814 51731 300 300 NOW 74,220 70,888 (31332) 300 300 _ 70,019 741035 41016 300 300 NOW 671982 731080 51099 300 300 _ 667068 63,102 (21966) 300 300 _ 0 0 _ 0 0 _ 551461 53,244 (21217), 300 300 _ 0 511381 51,381 0 300 300 31,158 411007 9848 250 300 50 221956 291501 61544 250 300 50 16,000 0 (16,000) 11 0 0 _ 35,000 341000 (11000) 121076 121385 310 4210 Chief Executive Assistant (Hallen) 126,162 1301064 4220 0 4109 Uniform Allowance 300 400 4244 FF/Support Services Sup. 96,907 74,220 4109 Uniform Allowance 300 300 4265 FF/Operations Officer 88,804 91,551 4109 Uniform Allowance 300 300 4242 Deputy Chief (Krueger) 0 4266 FF/Chief of Training 73,028 75,287 4109 Uniform Allowance 300 300 4241 FF/Assistant Chief Admin 93,443 961333 4109 Uniform Allowance 300 300 4271 FF/IS Network 601896 62,779 4109 Uniform Allowance 300 300 4262 FF/ CRR Coordinator 63,457 74,220 4109 Uniform Allowance 300 300 4264 FF/Mechanic 67,902 70,002 4109 Uniform Allowance 300 300 4268 FF/Training Officer 62,645 641582 4109 Uniform Allowance 300 300 4260 FF/Records Technician 591646 631690 4109 Uniform Allowance 300 300 4243 Training Officer PT 23,303 0 4109 Uniform Allowance 150 0 4272 FF/Fire Technician CRR 0 55,000 4109 Uniform Allowance 0 300 4270 FF/Fire Technician OPS 0 0 4109 4221 Uniform Allowance 0 0 Executive Assistant 29,040 29,938 4109 Uniform Allowance 250 250 4267 Public Educator PT 20,041 20,661 4109 Uniform Allowance 250 250 4270 Unallocated Step Increase 4271 Unallocated Compensation Increase 0 4279 Overtime 34,250 35,000 4250 Board of Directors 7 Members 11,362 11,713 4251 Fire Tech Fire Marshal MV 151000 - Total Administrative 929$37 958,941 999,313 13074,104 741790.90 Effective Increase, - 29,481 30,315 834 31309 31402 94 675 694 19 47594 41724 130 9,110 9,368 258 141750 157167 417 11850 11902 52 161376 161839 463 461087 471391 11303 11604 11649 45 0 0 - 0 0 - 27928 31011 83 500 514 14 0 0 - 0 0 - 13,411 131790 379 0 0 - 11696 11744 220640 231281 640 1701896 1751728 41833 7.48% New Fir Volunteer Payroll 4280 Duty Crew $ 28,311 29,186 4281 Cleanup $ 31177 31276 4282 Miscellaneous Duty $ 150 155 4283 Training - Regular Drills $ 4,412 43548 4284 Special Training $ 8,749 9,019 4285 Fire Calls $ 14,164 14,602 4286 Fire Prevention FF $ 11777 11831 4287 Pub Ed. Pay $ 15,726 16,212 4288 Supplemental Pay - Vol FF Lump Sum $ 44,258 45,627 4290 Fire Prevention Officers $ 11540 11588 4291 Building Maintenance $ - 0 4292 Equipment Maintenance $ - 0 4293 Pre -Plan Assistance (3) $ 2,812 21899 4295 Investigation Division $ 172 177 4296 Apparatus Maintenance $ 32 33 4297 Senior Station Captains $ - 0 4298 District and Volunteer Chief Monthly Pay $ 12,619 13,009 4300 Officer Stipend $ - 0 4303 Drive Sim training pay $ 11596 11645 4310 Miscellaneous Pay $ 21,302 21,961 4390 Vol FF Retire Pension - Employ Contrib $ 160,796 1651769 Total Volunteer $ 3217591 331,537 339,907 349,519 91612 23,526 26,174 21648 171135 191568 27433 2.83% Payroll Taxes 11.25% 4810 Fica Employer Tax 201590 221866 14.20% 4811 Medicare Employer Tax 161093 161331 Total Payroll Taxes 36,683 3%197 409661 45,741 5,080 157,800 1741200 16,400 71600 91400 11800 0 0 - 1531445 167,494 141049 41586 51976 11389 0 0 1857000 189,744 41744 508,431 546,813 381382 12.49% 10.39% Benefits 4400 Employee Medical/Dental Insurance 148,350 153,360 23.68% 4420 Employee Wellness/Life 71600 71600 0.00% 4440 Chief Car Allowance 41500 41500 9,16% 4812 P&F Pera Employer Share 128,448 1381076 30.29% 4813 CRD Pera Employer Share 51899 41000 0.00% 4814 Workers Compensation 0 0 2.56% 4890 Vol FF Retire Pension - City Contrib 1671000 1821000 7.55% Total Benefits 4613797 489,537 Total Payroll 11749,608 12819,212 13888,313 2,0161178 127,865 10,000 111000 11000 5,000 61000 11000 381000 391000 11000 1 6.77% 10.00% Utilities 5101 Light & Power Sta 1 91500 91500 20.00% 5102 Light & Power Sta 2 61000 61000 2.63% 5103 Light & Power Sta 3 381000 401000 5104 Light & Power Sta 4 21250 21250 31000 31500 500 121000 10,000 (21000) 0 - . 71000 71000 - 31500 41500 11000 61000 141000 81000 21500 21500 - 71000 127000 51000 15,000 141000 (11000) 77000 71000 - 5,500 67500 11000 16.67% 5110 Sewer & Water 11500 11500 -16.67% 5120 Heat 0 0 0.00% 5121 Heat Sta 1 71250 71250 0.00% 5122 Heat Sta 2 41000 41000 28.57% 5123 Heat Sta 3 51000 51000 133@33% 5124 Heat Sta 4 31100 31100 0.00% 5130 Telephone -Stations 97000 91000 71.43% 5131 Telephone - Cell Phones 13,000 14,000 -6.67% 5132 Telephone - Air Cards 61000 71000 0.00% 5133 Cable / Internet Provider 31500 41000 18.18% Total Utilities 108,100 112,600 1215500 1375000 153500 301000 367000 61000 24,000 20,000 (41000) 1176% Supplies 20.00% 5206 General Supplies 23,000 24,000 5610 Office Supplies 24,000 25,000 -16.67% Total Supplies 47,000 49,000 541000 563000 21000 2,000 1,500 (600) 500 500 - 61000 51000 (1)000) 21000 21000 - 3.70% Communications 5310 Pager/Radio Repairs 21000 21000 -25.00% 5320 Pager/Radio Batteries 500 500 0.00% 5340 Pager/Radio - New 0 0 -16.67% 5350 Radio Access Fee -- 800mhz 51200 57500 0.00% Total Communications 7,700 81000 10,500 %000 (13500) 0 0 - 36,000 401000 41000 11000 11000 - 11000 13000 - 38,000 381000 - 101000 81000 (21000) 40,000 41,000 17000 -14.29% Apparatus Maint/Mortal Equip 5209 Mortal Equipment - Foam 11,000 11,000 0.00% 5210 Mortal Equipment 19,000 191000 11.11 % 5218 Investigation Expense 600 600 0.00% 5220 Equipment Maintenance 11000 11000 0.00% 5410 Apparatus Maintenance 351000 381000 0.00% 5411 Apparatus Preventive Maintenance 12,000 12,000 -20.00% 5420 Fuel 457000 451000 2.50% Total Apparatus Maint/Mortal Equip 123,600 126,600 126,000 129,000 31000 31000 3,000 - 31000 31000 - 71700 5,000 (21700) 9,000 9,000 - 2.38% Meetings/Conference/Travel 5207 Mileage, Parking, Travel Meetings, Meals, Lodging 31900 31900 31000 0.00% 0.00% 5208 31000 5510 Dues/Subscriptions Conferences Total Meetings/Conference/Travel 77700 71700 -35.06% 5520 111100 11,100 0.00% 25,700 25,700 22,700 20,000 (2,700) 17,000 17,000 - 0.00% 10,000 81000 - - (2,000)-20.000o 331000 33,000 - 0.00% 61000 51000 (11000)-16.67% Building Maintenance/Supplies 5601 Building Maintenance Station 1 81000 101000 5602 Building Maintenance Station 2 61000 81000 5603 Building Maintenance Station 3 117000 18,000 5604 Building Maintenance Station 4 11500 21000 5605 Building Maintenance Station Five 100 100 0 0 - 0 0 - 21000 41000 21000 0.00% 5606 Building Maintenance Misc 100 100 0.00% 5607 Cleaning Contract Total Building Maintenance/Supplies Training 21000 21000 100,00% 28,700 40,200 68,000 67,000 (1,000) 1,800 37000 11200 41000 31000 (11000) 0 0 - 12,000 14,000 21000 0 0 - 11200 750 (450) 24,000 291000 51000 21500 21500 - 0 0 - 0 0 - 0 0 - -1.47% 5710 5711 Training - Misc 51300 51300 66.67% Training - CPR 21340 21340 -25.00% 5712 Training - Investigations 21100 21100 0.00% 5713 Training - Professional Development 51630 51630 16.67% 5714 Training - IT/GIS 21000 21000 0.00% 5715 Training - Office 750 750 -37.50% 5716 Training - Operations 16,250 16,250 20.83% 5718 Training - Certifications 0 0 0.00% 5720 Training - Tuitions 61000 0 61000 0,00% 0.00% 5721 Training - Outside 0 5722 Training - Drill Expense (Not Payroll) 0 0 0.00% Total Training 40,370 40,370 45,500 52,250 61750 8,000 81000 - 25,000 207000 (51000) 81000 71000 (11000) 881000 1391000 51,000 14.84% Insurance 5916 Insurance - Property/Commercial Pkg 71500 81000 0.00% 5917 Insurance - Auto 34,000 25,000 -20.00% 5918 Insurance - Umbrella Liab. 91000 91000 -12.50% 5919 Insurance - Worker's Comp 86,000 861000 57.95% Total Insurance 136,500 128,000 1293000 174,000 45,000 41000 31500 (500) 11750 11750 - 151500 16,500 1,000 34.88% Legal/Accounting 5930 Legal 41500 4,500 A2.50% 5935 Health Care Services 11750 11750 O.00% 5940 Accounting 141000 151500 6,45% Total Legal/Accounting 20,250 21,750 217250 21,750 500 31000 21500 (500) 101000 141000 41000 300 300 - 2.35% Medical 5219 Medical Supplies 31000 31000 -16.67% 40d00% 6010 Medical Exams 71000 10,000 6012 Medical - Hepatitis B 300 300 0.00% Total Medical 10,300 13,300 13,300 163800 31500 - 111000 12,000 11000 26.32% Uniforms 6110 Uniforms 101000 10,000 9.09% Total Uniforms 10,000 10,000 11,000 123000 1,000 21500 17000 (11500) 0 21000 11500 101000 111500 11500 9.09% Computer 6210 Computer Maintenance 11500 21500 -60.00% 3000600% 6211 Web / Email Server Computer Software/Equipment 750 750 6220 26,500 281000 15,00% 6225 Computer Hardware 11500 41000 21750 31500 750 201000 241000 41000 27.27% 6230 PSDS-ACJPA 201000 0 20000% Total Computer 50,250 36,250 35,250 42,000 6,750 19.15% 14,000 14,000 - 0.00% 0 - 0.00% 0 - 0.00% 0 - 0.00% 0 - 0.00% 0 - 0000% 0 - 0.00% 0 - 0.00% 0 - 0.00% 0 - 0,00% 0 - 0.00% Public Fire Ed 6310 Public Fire Education 0 0 6311 PFE - Smoke Detectors 41500 41500 6312 PFE - Car Seat Checks 250 250 6313 PFE - Fire Extinguishers 400 400 6314 PFE - Home Safety Survey 0 11000 6315 PFE - School Programs 31000 31000 6316 PFE - Safety House 250 250 6318 PFE - Open House 500 500 6319 6320 6321 PFE - Senior Activities PFE-CPR 750 750 100 100 PFE - Bike Helmets 11250 11250 Total Public Fire Ed 11,000 12,000 14,000 145000 - 11700 17700 - 17000 11000 - 31000 31000 - 51000 137000 81000 11000 21000 11000 31000 31000 - 11000 60,237 0 (60,237) 0.00% Other 5690 Miscellaneous Expense 0 5945 Property Taxes 11700 11700 0.00% 6510 Chaplaincy Program 0 11000 0.00% 6520 Fire Corps Program 31000 31000 0.00% 6610 Selection/Promotion/Psych Exams 31023 3,500 160.00% 6620 Volunteer Recruitment 500 21000 100000% 6630 Explorers 21000 31000 0.00% Safety Camp 2nd of Four Positions -100,00% Total Other 10,223 14,200 74,937 24,700 (50,237) 21635,250 2,7919678 156,428 (51000) (51000) (24,000) (24,000) (6,000) (61000) -67.04% SUB TOTAL 21347,461 21456,182 5.94% MINNESOTA BOARD FIRE TRAINING RESERVES/MAC CONTRACT (5,000) (51000) (24,000) (24,000) ACADEMY RENTAL (61000) (6,000) NET TOTAL EXPENSES 2,312,461 214213182 21600,250 2,756,678 156,428 6.02% O SCott J. Riggs David T. Anderson 470 US Bank Plaza 200 South Sixth Street Minneapolis MN 55402 c� (612) 337-9300 telephone (612) 337-9310 fax dandersonna kennedy-graven.corn sri ggs@kenne.dy-graven.com hltp://Nvww.kenned�uaven.com CHARTERED CONFIDENTIAL ATTORNEY/CLIENT PRIVILEGED COMMUNICATION DO NOT DISTRIBUTE Date: January 25, 2019 To: Nyle Zikmund, City Administrator Don Peterson, Public Works Director Fronm: Scott J. Riggs, City Attorney David T. Anderson, Assistant City Attorney Re: Rain Gardens Maintenance (RCWD) I. Background The Rice Creek Watershed District ("RCWD") has adopted a set of rules, including "Rule C" which governs stormwater management plans and permitting requirements. Prior to recent amendments, Rule C required a permit, along with an approved stormwater management plan, for public linear projects when 10,000 square feet or more of impervious surface was being created or reconstructed. Public linear projects are defined in RCWD rules as projects "involving a roadway, sidewalk, trail or utility not part of an industrial, commercial, institutional or residential development." Rule C was recently amended to require a permit for public linear projects only when 10,000 square feet or more of impervious surface is being created. Despite the recent change, Rule C has always required public permittees (i.e. cities) to maintain stormwater management structures and facilities, and has further always provided that "a public permittee may meet. its perpetual maintenance obligation by executing a programmatic or project -specific maintenance agreement with the [RCWD]." For the reasons above, between 2008 and 2012 the City of Mounds View (the "City") obtained multiple permits from RCWD for various public linear projects. Although these projects mostly amounted to reconstructing impervious surface and not creating new impervious surface, the old 552997v2 MU210-263 Nyle Zikmund, City Administrator Don Peterson, Public Works Director January 25, 2019 Page 2 Rule C was in effect at the time and so the City was required to obtain permits. Said permits were conditioned on entering into corresponding, prof ect-specific maintenance agreements for stormwater facilities, including rain gardens. Approximately 680 rain gardens were installed by the City during these projects. The City entered into a maintenance agreement pursuant to each RCWD permit. The agreements are fairly short and were created to ensure that the rain gardens continue to perform per design. They require the City to inspect rain gardens annually to preserve live storage capacity at or above the design volume and remove vegetation, maintain healthy plant growth and remove excess sediment and debris. RCWD staff has passively informed City staff that they (RCWD) have never formally enforced these maintenance obligations. The agreements each have a 5-year term with an automatic 5-year renewal, and also provide that they are superseded if and when the City enters into a City-wide maintenance agreement with RCWD. There is no language authorizing the City to terminate these agreements unilaterally. The City desires to vacate or modify the aforementioned maintenance agreements, thus eliminating or greatly reducing its obligations with respect to the rain gardens that were installed. Stormwater design standards have changed recently and, if those new standards had been in place at the time of these public linear projects, far less rain gardens would have been required. Additionally, there are questions and skepticism about the effectiveness of rain gardens. When the City raised these points informally last summer, RCWD brought the issue to its board without informing the City and without providing an opportunity for the City to appear or participate in the discussion. The RCWD board briefly discussed the City's concerns and decided that they are unwilling to entertain the City's request to eliminate the agreements for the following reasons: 1) The rain gardens serve an important volume management and water quality function for road runoff; 2) When rules or regulations are amended, prior permitted and constructed development is not reconsidered or modified to conform to the revised rules or regulations, and RCWD does not want to set a precedent inviting similar requests, 3) The recent exclusion of road �econst�uctzon projects from Rule C's requirements was triggered by said requirements often being infeasible to retrofit and, the existence of the rain gardens in this case suggests that they were indeed feasible; and 4) The City and RCWD entered into a separate Stormwater Volume Management Agreement in 2009 (we have not seen a copy), and apparently this agreement was entered into to allow the. City to make up for a 2004 stormwater debit by implementing rain gardens as part of its street reconstruction projects. City staff wants to know what additional recourse or options the City might have to alleviate itself of the costly maintenance requirements imposed under these agreements. 552997v2 MU210-263 Nyle Zikmund, City Administrator Don Peterson, Public Works Director January 25, 2019 Page 3 II. Options/Discussion Points It should first be noted that relief from the Board of Water and Soil Resources ("BWSR") is unlikely, as BWSR has no jurisdiction over what amounts to a contractual dispute/request between the City and RCWD. There is no rule, statute, or other provision that gives BWSR any say in this matter or any other right to go over RCWD's head in terms of rule enforcement or change the terms of these maintenance agreements. As discussed above, the City is contractually obligated to maintain these rain gardens and so its options for seeking relief are likely limited to the following. (1) First, the City could provide a formal letter to RCWD that outlines the City's concerns with these rain garden requirements and asks for lenience. RCWD is not required to give in to the City's request for mercy, but they might be inclined to do so out of good faith if the City can make a compelling case. The letter should specifically include a request by the City to come address the issue before the RCWD board, especially because they failed to invite the City last time this was addressed. A letter to RCWD should focus more on the arbitrariness and capriciousness (Mounds View was apparently the only city these strict requirements were imposed upon, maintenance is difficult and expensive, etc.), and less on the shifting opinions on rain gardens and their effectiveness. We still would like staff to provide resources on that from the City engineer's office and the Department of Health. The RCWD members are likely well -versed in drainage issues and many might truly believe that rain gardens are effective. Arguing otherwise could rub them the wrong way and may appear to question their intelligence or judgment, and thus could prove counterproductive. As part of a letter to RCWD, it might also provide useful to make a public data request to determine what other ces within RCWD's jurisdiction were required to install rain gardens and enter into these maintenance agreements. It has been speculated that Mounds View is the only city that was forced to incur these rather burdensome obligations but before presenting that argument, we should determine the extent to which it is true. (2} A second option, which was suggested by RCWD, is to replace the maintenance agreements with one, City-wide programmatic maintenance agreement. That suggestion was premised on the notion that the City is already obligated to maintain its stormwater facilities as part of its MS4 permit. The sample programmatic agreement provided by RCWD seems to incorporate similar language to the individual agreements, including requiring annual inspections and maintenance of rain gardens "when inspection indicates this is necessary to restore design performance." Although the sample language provided does not seem to alter the City's obligations, RCWD's willingness to come to the table 552997v2 MU210-263 Nyle Zikmund, City Administrator Don Peterson, Public Works Director January 25, 2019 Page 4 might provide the City with an ability to negotiate modified terms that could provide some desired relief. (3) Third, in looking through the Mounds View City Code, section 908 contains provisions regarding the City's stormwater utility and it appears that Mounds View's fees are rather low. Specifically, the City only charges $11/unit per quarter for single-family residences, whereas a nearby city like New Brighton charges up over $15/unit per quarter. There is likely room to increase those fees in order to create additional revenue for a rain garden maintenance program. While it is understood that the City is hoping to not have to deal with these rain gardens, in the event that RCWD is unwilling to make concessions, it is likely worth discussing whether an increased utility fee might help cover the costs involved. Minnesota Statutes, section 444.075 only requires that these fees be reasonable and, in determining the reasonableness, the City may give consideration to all costs of the stormwater system, which expressly includes operation and maintenance. If there are necessary costs that go along with maintaining the rain gardens due to RCWD requirements, the City can certainly justify an increase in its stormwater fee to pay for those costs. (4) Finally, it sounds like RCWD has historically been uninterested in enforcing these maintenance agreements. Staff also indicates that many rain gardens currently do not function and there has been little, if any, pushback from RCWD in that regard. The City might wish to determine whether it wants to comply with the maintenance obligations by going through a cost -benefit analysis related to what might happen should it ignore these requirements. In other words, it might be a plausible option to disregard these obligations and let RCWD take up enforcement, if they so choose. Being that the requirements have been significantly relaxed since the agreements became effective, RCWD could be even less inclined to enforce them than they normally might be. One question this approach raises is whether the City receives funding from RCWD and whether that funding might be negatively affected by this type of a decision. This issue should certainly be explored before proceeding with this approach. III. Conclusion Nearly 700 rain gardens were installed throughout the City as part of multiple RCWD project permits. It is now a matter of what the City wants to do about them. The City's options are outlined above and it likely makes the most sense to start by reaching out formally to RCWD. The City might also wish to seriously consider increasing stormwater utility rates and/or disregarding the maintenance requirements altogether. Please let us know when you have time to discuss these options and desired next steps. 552997v2 MI7210-263