HomeMy WebLinkAbout2024-04-08 City Council Workshop PacketAGENDA
MAPLEWOOD CITY COUNCIL
MANAGER WORKSHOP
6:30 P.M. Monday, April 08, 2024
City Hall, Council Chambers
A. CALL TO ORDER
B. ROLL CALL
C. APPROVAL OF AGENDA
D. UNFINISHED BUSINESS
None
E. NEW BUSINESS
1. Commissioner Interview
2. Fire/EMS Staffing Plan and Grant Update
F. ADJOURNMENT
RULES OF CIVILITY FOR THE CITY COUNCIL, BOARDS, COMMISSIONS AND OUR COMMUNITY
Following are rules of civility the City of Maplewood expects of everyone appearing at Council Meetings - elected
officials, staff and citizens. It is hoped that by following these simple rules, everyone's opinions can be heard
and understood in a reasonable manner. We appreciate the fact that when appearing at Council meetings, it is
understood that everyone will follow these principles:
Speak only for yourself, not for other council members or citizens - unless specifically tasked by your colleagues
to speak for the group or for citizens in the form of a petition.
Show respect during comments and/or discussions, listen actively and do not interrupt or talk amongst each
other.
Be respectful of the process, keeping order and decorum. Do not be critical of council members, staff or others
in public.
Be respectful of each other's time keeping remarks brief, to the point and non -repetitive.
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E1
CITY COUNCIL WORKSHOP STAFF REPORT
Meeting Date April 8, 2024
REPORT TO: Michael Sable, City Manager
REPORT FROM: Lois Knutson, Senior Administrative Manager
PRESENTER: Michael Sable, City Manager
AGENDA ITEM: Commissioner Interview
Action Requested: ❑ Motion ✓ Discussion
Form of Action: ❑ Resolution ❑ Ordinance
❑ Public Hearing
❑ Contract/Agreement
❑ Proclamation
Policy Issue:
The City Council will be interviewing one candidate for a vacancy on the Heritage Preservation
Commission.
Recommended Action:
Staff recommends that the Council interview Pete Boulay for a vacancy on the Heritage
Preservation Commission. The suggested questions will be submitted under separate cover to the
Council. Once the interview has concluded, Council Members will vote to either appoint or reject
the candidate. The results will be tallied and recommendation for appointment will occur at this
evening's City Council meeting.
Fiscal Impact:
Is There a Fiscal Impact? ✓ No ❑ Yes, the true or estimated cost is $0.00
Financing source(s): ❑ Adopted Budget ❑ Budget Modification ❑ New Revenue Source
❑ Use of Reserves ✓ Other: n/a
Strategic Plan Relevance:
❑ Financial Sustainability ❑ Integrated Communication ❑ Targeted Redevelopment
❑ Operational Effectiveness ✓ Community Inclusiveness ❑ Infrastructure & Asset Mgmt.
The City's Commissions and Boards provide an opportunity for citizens to become involved in City
government and be a part of the decision making process.
Background
N/A
A44-mrhr",mnfc
1. Candidate Application and Resume
Workshop Packet Page Number 1 of 24
E1. Attachment 1
M711-
Maplewood
Contact Information
The City prohibits discrimination on the basis of race, color, creed, religion, national origin, sex, sexual orientation,
marital status, status vWth regard to public assistance, disability, or age in all aspects of our personnel policies,
practices, and operations.
The City Council holds regular meetings on the second and fourth Mondays of each month at 7 pm. Other meetings
include Council -Manager Workshops normally held on Monday evenings prior to the Council meeting, usually at 5 or
6pm. Additional meetings maybe scheduled as needed. A Council Member v0 be appointed to serve on other
boards and committees.
First Name * Last Name *
Pete Boulay
Home Address* Street Address
1100 County Rd C E
Address Linc 2
city statel Ftovince / FXgion
Maplewood MN
Fbstal / Zv Code Country
55109 United States
Email * happypebbl@hotmail.com
Unnesota State Statue §13.601 states that once an inddodual is arapanted to a public body, the following additional items of data
are public;
(1) residential address; and
(2) either a telephone number or electronic mail address Mere the appointee can be reached! or both at the request of the
appcintee.
Application Questions
Please cheek which F Community Design Review Board F- Environmental & Natural Resources
Board and/or Commission
Commission you are {y Heritage Preservation Commission r Housing & Economic Development
interested in Commission
serving? i Parks & Recreation Commission r Planning Commission
How long have you 47.0
lived in the City of
Maplewood?*
Workshop Packet Page Number 2 of 24
E1, Attachment 1
Will other
commitments make
regular attendance
at meetings
difficult?*
Please list specific
reasons why you
would like to serve
on this Board or
Commission.
Do you have any
specific areas of
interest within the
Board's or
Commission's scope
of
responsibilities?*
List any community
organizations or
activities in which
you have recently or
are now an active
participant.*
Please share any
additional comments
on why you should
be selected by the
City Council.
You may attach a
resume or other
summary of your
background and
experience for
appointment to this.
C Yes (: No
Always loved Maplewood History and would like to contribute to the
research and promotion of Maplewood and its history.
I have an interest in preserving Maplewood's History.
Boy Scouts of America (Chartered Organization Representative
Troop 461: Presentation Church, Maplewood)
I feel like l would be an asset to the Commission.
Resume of Peter J Boulay_for history.docx
pdf, doc, docx. txt, odt. rtf
Which best F African American
describes you r Asian other
(select all that apply) p CaucasianfWhite
r- Hispanic/Latino
F Hmong
r Native American
r Other
`Optional for statistical purposes only.
Sign and Submit
Signature
Submitted On*
12.62 KB
Workshop Packet Page Number 3 of 24
E1, Attachment 1
4/17/2023
nw. 10:41:30 PM
Workshop Packet Page Number 4 of 24
El, Attachment 1
Peter J. Boulay
1100 East County Road C
Ianlewood. MN 55109-1051
Professional Experience:
DNR State Climatology Office St. Paul, MN. Nov 1998-Present
Research Scientist 1 (Nov 1998-Feb 2008) Research Scientist 2 (Mar 2008-Present)
Kavouras Inc. Burnsville, MN. May 1996-Nov 1998.
Meteorologist
- Provided forecasts for domestic and international clients. Duties included aviation,
private industry and television forecasting.
Weather -Eye Inc. Eden Prairie, MN. Aug 1993-May 1996.
Meteorologist
Education:
Lakewood Community College
A.A. Degree 1992
St. Cloud State University
B.A. Degree Mass Communications 1994
B.S. Degree Meteorology 1996
Personal Experience:
Maplewood Area Historical Society
-Lifetime member. President 1997-2001
-Lost City of Gladstone: A History of Maplewood from its Beginnings 1996
-A Roof over their Heads. Ramsey County History Magazine Summer 2000.
Maplewood Historical Commission
Commissioner: 1995-2000, 2006-2021. Chair of Commission 2011-2021
Maplewood Award 2000 for "...diligent efforts to preserve local history."
Maplewood Heritage Award: 2021
Cub Scout Pack 461/ Boy Scout Troop 461
Den Leader: 2008-2014
Cubmaster: 2010-2014
Camping Coordinator/Assistant Scoutmaster 2014-2017
Scoutmaster: 2018-2020
Chartered Organization Representative: 2021-2013
Eagle Scout (Boy Scouts of America 1988)
Workshop Packet Page Number 5 of 24
E2
CITY COUNCIL WORKSHOP STAFF REPORT
Meeting Date April 8, 2024
REPORT TO: Michael Sable, City Manager
REPORT FROM: Michael Mondor, Fire and EMS Chief
PRESENTER: Michael Mondor, Fire and EMS Chief
AGENDA ITEM: Fire/EMS Staffing Plan and Grant Update
Action Requested: ❑ Motion ✓ Discussion ❑ Public Hearing
Form of Action: ❑ Resolution ❑ Ordinance ❑ Contract/Agreement ❑ Proclamation
Policy Issue:
The fire department continues to experience increasing call volumes and demand for services.
After the February 27, 2023, presentation and discussion with the City Council, the fire department
began implementing the staffing plan. In 2023, the fire department applied for the Staffing for
Adequate Fire and Emergency Response (SAFER) grant, however, the department was not
selected. With a new SAFER grant application period open for 2024, staff recommend that City
Council supports applying for the SAFER grant to assist with the approved implementation of the
Fire/EMS staffing plan.
Recommended Action:
No action is required at the Workshop. Council will consider the recommendations and future
considerations for the fire department staffing plan and SAFER grant application.
Fiscal Impact:
Is There a Fiscal Impact? ✓ No ❑ Yes, the true or estimated cost is $0.00
Financing source(s): ❑ Adopted Budget ❑ Budget Modification ❑ New Revenue Source
❑ Use of Reserves ❑ Other: N/A
Strategic Plan Relevance:
❑ Community Inclusiveness ❑ Financial & Asset Mgmt. ❑ Environmental Stewardship
❑ Integrated Communication ✓ Operational Effectiveness ❑ Targeted Redevelopment
The fire department has worked to support the city's culture that is built on trust and conveys clearly
identified goals and expectations. This presentation will focus on adopted performance
measurement strategies, data analysis and industry best practices. The considerations provided
would enhance overall department operational effectiveness and achieve established performance
measurement standards.
Background
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The fire department has experienced several milestones over the past 13 years. In 2011, the
department transitioned from a combination of paid -on -call and full-time employee's to a
combination of full-time and part-time employees who staffed 3 fire stations 24 hours a day. As call
volumes grew, staff began having internal staffing discussions. These conversations led to the
creation of the Fire/EMS Workgroup in 2016.
The Fire/EMS Workgroup was comprised of 5 residents, fire department staff, labor, administration
and senior management. The group invested more than 450 hours in studying department
operations and created a framework in which to guide the future of Fire/EMS Operations. The
framework included:
1. The desire to ensure Excellence in Service Delivery, and
2. The need to provide Responsible Stewardship of Public Resources and,
3. That the standard of fairness applied to those delivering Fire/EMS Service and those
receiving Fire/EMS Services.
The entire report was delivered to City Council on May 41", 2016. One result from the Fire/EMS
Workgroup was the completion of the Fire Station Location and Operational Review. In 2017, the
City hired Fitch and Associates to conduct a third party assessment of fire station locations and an
overall operational review. The Fitch study reviewed community response history, community
demand, historical fire department performance, response times, staff schedules, station reliability,
station locations, resource deployment and the viability of public/private partnerships.
Ultimately, a series of recommendations were presented to City Council on January 251", 2018.
• Transition from part-time employee group to full-time employees
• Adopt alternative 3 or 2 to provide the most efficient performance and coverage
• Reallocate resources from the Central Station to the North Station
• Deploy a peak -load ambulance 7 days a week
• Deploy a battalion chief for command and control on at least nights
• Reorganize the department's administrative structure as the chief officers attrition
• Consider upgrading the administrative assistant position to a full-time position
• Delay consideration for public -private partnerships for EMS at this time
Staff have implemented a majority of the recommendations over the past 4 years and continue to
work on operationalizing all recommendations included in the plan.
• 2018-Transitioned to a full-time staffing model, adopting alternative 3 of the Fitch
Recommendations which allows the department to staff 27 line staff.
• 2021-Reorganized the department's administrative structure as the chief officers attrition
• 2021-2022-Reallocated resources from the Central Station to the North Station
• 2022-Upgraded the department's administrative assistant position to a full-time position
At the January 25t", 2018 City Council Meeting, City Council also adopted a system performance
measurement of 8 minutes travel time to emergency (lights and siren) incidents for 90% of all
incidents. This means that the department should respond to 90% of emergency incidents in 8
minutes or less.
The department's current performance has ranged from 81.59%-90.93% since 2019. This
measurement is communicated quarterly as part of the City's strategic planning platform, Envisio.
With increased call volumes the department has experienced a decreased ability to meet this
standard. In 2023 the department's performance ranged from 87.59% to 90.93%.
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E2
The fire department is currently facing challenges relating to overall staffing in the face of increasing
call volume. At the June 27, 2022 City Council Workshop, staff presented the City Council with a
staffing update that overviewed the history, current state and future considerations. The future
considerations included 3 steps:
Step 1: Address Shift Relief Factor:
• Relief Factor: The department's margin between minimum and maximum staffing levels did
not have the capacity to absorb short or long term absences due to employee vacancies,
vacation, sick, Family Medical Leave Act time, injuries, etc.
• Mandations: The department had experienced an increase in the times that employees
were placed on mandatory overtime to cover shift vacancies. The fire department assigned
104 mandatory shifts in 2022.
At the June 27, 2022 City Council Workshop, staff also presented the following as future
considerations.
Step 2: Add an additional response unit:
Step 3: Discuss baseline readiness levels
In the 2023 budget, the City Council approved the addition of 3 personnel (Step 1) to address the
fire department's relief factor which will reduce mandations and increase the department's capacity
to absorb short and long term absences while maintaining minimum staffing levels.
At the February 27, 2023 City Council Workshop, staff presented an update including the history,
current state and future considerations. Future considerations included:
Step 2: Add an additional response unit:
• The addition of an additional response unit will increase the department's ability to meet the
adopted response time performance measurement and to ensure that there are an
adequate number of resources to respond to increasing call volumes.
• Staff presented the fact that the fire department has not been able to meet response time
performance standards as previously discussed in this report. An added response unit
would add capacity to address the response time performance.
Step 3: Discuss Baseline Readiness Levels
• Consider 3 person staffing at each station (North and South). Fitch (2017) recommended
that the city consider 3 person staffing at each station.
o Added ability to assemble an initial action crew when responding to emergency
incidents such as fire incidents, vehicle extrication and other complex incidents.
o Ability to send single (3-person unit) to added incidents, thus creating added
response capacity for the Fire/EMS response system.
o Ability to handle complex EMS calls without needing to take a unit out of service.
o Increased ability to meet Occupational Safety and Health Administration rules and
National Fire Protection Association standards.
City Council were presented with good, better and best options to add an additional response unit
and address baseline readiness levels.
-Good: Add 6 total Full -Time Equivalents (FTE's)
-Better: Add 9 total FTE's
-Best: Add 12 total FTE's
At the workshop, City Council supported applying for the SAFER grant, requesting funding to hire
12 firefighter/EMS employees. In the event that the grant was not awarded, City Council supported
Workshop Packet Page Number 8 of 24
E2
hiring employees incrementally over the next three to four years. Unfortunately, the fire department
was not awarded with a SAFER grant during the 2023 application process.
At the April 8, 2024 City Council Workshop, staff will present an update, including the history,
current state and next steps as it relates to the fire department staffing plan.
Call volumes: Maplewood Fire/EMS responded to 7,972 emergency incidents in 2023. This
represents a 5.3% increase as compared to 2022 and a 16.7% increase over the previous five-year
period. The fire department has experienced a 55.4% increase in call volumes when compared to
the call volumes that were analyzed as part of the Fitch Study in 2017.
Progress on Plan:
Step 1: Address shift relief factor. (Completed in 2023)
Step 2: Add an additional response unit. (In progress)
*3 City Council approved the addition of 3 additional personnel to begin to address (Step 2) of the
staffing plan as the fire department did not receive the SAFER grant.
Step 3: Address baseline readiness levels. (Incomplete)
Staff have considered the financial impacts of implementing any of the future considerations.
Current programs exist to assist municipalities with fire department staffing. The Federal
Government established the Staffing for Adequate Fire and Emergency Response Grants (SAFER)
to provide funding directly to fire departments to help them increase or maintain the number of
trained, "front line" firefighter/EMS providers available in their communities.
The goal of SAFER is to enhance the local fire departments' abilities to comply with staffing,
response and operational standards established by the National Fire Protection Association
(NFPA).
It was announced in March, that the Fiscal Year 2023 SAFER grant process would open on March
11, 2024 and close on April 12, 2024. Staff believes that applying for the SAFER grant should be
considered as part of the future staffing considerations discussion. The SAFER grant funds 100%
of the costs associated with new positions for 3 years, upon completion of the 3 years grant
performance period, the city would bear the responsibility of funding.
Staff recommends that the City Council support applying for the Fiscal Year 2023 SAFER Grant for
the hiring of nine firefighters. While the SAFER grant is one funding option, the grant is not
guaranteed and staff recommends ongoing efforts to increase staffing levels, regardless of grant
funding. Staff will present good, better, best considerations for the city council to consider as the
department determines next steps regarding fire department staffing.
Attachments
1. Presentation
Workshop Packet Page Number 9 of 24
E2, Attachment 1
Workshop Packet Page Number 10 of 24
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For the permanent record:
Meeting Date: 4/08/2024
Agenda Item E2, Additional Attachment