HomeMy WebLinkAbout1994-10-17_COUNCIL PACKETAGENDA
EDINA HOUSING AND REDEVELOPMENT AUTHORITY
EDINA CITY COUNCIL
OCTOBER 17, 1994
7:00 P.M.
ROLLCALL
ADOPTION OF CONSENT AGENDA - Adoption of the Consent Agenda is made by the Commissioners
as to HRA items and by the Council Members as to Council items. All agenda items marked
with an asterisk ( *) and in bold print are Consent Agenda items and are considered to
be routine and will be enacted by one motion. There will be no separate discussion of
such items unless a Commissioner or Council Member or citizen so requests, in which case
the item will be .removed from the Consent Agenda and considered in its normal sequence
of the Agenda.
* I. APPROVAL OF MINUTES of HRA Meeting of October 3, 1994
II. PAYMENT OF HRA CLAIMS as per pre -list dated 10/13/94 Total: $87.25
III. ADJOURNMENT
EDINA CITY COUNCIL
PROCLAMATION - United Nations Flag Day Week
* I. APPROVAL OF MINUTES - Council Meeting of October 3, 1994
II. PUBLIC HEARINGS AND REPORTS ON PLANNING MATTERS - Affidavits of Natice by Clerk.
Presentation by Planner ,..- .:_Public.,,.comment heard. Motion to close` hearing. Zoning
_rr � Oidinaiice': First and Second Reading requires 4/5 favorable rollcall vote of all
members of Council to pass. Waiver of Second Reading: 4/5 favorable rollcall of
all members of Council required to pass. Final Development Plan Approval of
Property Zoned Planned District: 3/5 favorable rollcall vote required to pass.
Conditional Use Permit: 3/5 favorable rollcall vote required to pass.
A. Final Plat Approval - The Coventry at Centennial Lakes 2nd Addition - Outlot
A, The Coventry at Centennial Lakes
B. Comprehensive Plan Review - Northwest Edina
* C. Set Hearing Date - (11/07/94)
1. Appeal of Board of Appeals Decision - 35 Foot Antenna Height Variance
- Generally Located in Northwest Quadrant of Highways 169 and 62.
2. Appeal of Board of Appeals Decision - 4223 Grimes, One and One -Half
Foot Sideyard Setback Variance
III. AWARD OF BIDS
* A. Traffic Signal (Continue to 11/07/94)
* B. Alley Improvement No. E -34
* C. Trees for Normandale and Braemar Golf Courses
* D. Snow Plow De -Icing System
* E. Paper - About Town Autumn Issue
I
Agenda
Edina City Council
October 17, 1994
Page two
IV. RECOMMENDATIONS AND REPORTS
A. Traffic Safety Staff Report of October 3, 1994
B. Report on Damage to Vehicles on September 7, 1994
C. 1995 Recycling Contract
D. Fire Department Study
E. Odor Reduction - Golden Valley Microwave Foods
F. Feasibility Report - Tree Truing Project - Southeast Quadrant
Set Hearing Date (11/21/94)
G. AMM 1995 Policies
H. On -Sale Wine License and 3.2 Beer License - Tejas Restaurant
V. CONCERNS OF RESIDENTS
A. Intersection of St. Johns Avenue /W. Woodland Road - Area Residents
VI. INTERGOVERNMENTAL ACTIVITIES
VII. SPECIAL CONCERNS OF MAYOR AND COUNCIL
VIII. MANAGER'S MISCELLANEOUS ITEMS
IX. FINANCE
A. Payment of Claims as per pre -list dated 10/12/94 Total $634,010.25 and for
confirmation of payment of Claims dated 10/05/94 Total $327,568.71
SCHEDULE OF UPCOMING MEETINGS /EVENTS
Mon Nov 7 Regular Council Meeting 7:00 P.M. Council Chambers
Tues Nov 8 GENERAL /CITY /SCHOOL DISTRICT ELECTION (Polls Open 7:00 A.M. -8:00 P.M.)
Fri Nov 11 VETERANS DAY - CITY HALL CLOSED
Mon Nov 21 Regular Council Meeting 7:00 P.M. Council Chambers
Thurs Nov 24 THANKSGIVING DAY - CITY HALL CLOSED
Fri Nov 25 POST THANKSGIVING HOLIDAY - CITY HALL CLOSED
Tues Nov 29 Truth in Taxation Hearing - 1995 Budget 7:00 P.M. Council Chambers
MINUTES
OF THE EDINA HOUSING AND REDEVELOPMENT AUTHORITY
OCTOBER 3, 1994
ROLLCALL Answering rollcall were Commissioners Kelly, Paulus, Rice, Smith,
and Richards.
CONSENT AGENDA ITEMS ADOPTED Motion was made by Commissioner Kelly and was
seconded by Commissioner Rice to approve the HRA Consent Agenda items as
presented.
Rollcall:
Ayes: Kelly, Paulus, Rice, Smith, Richards
Motion carried.
*MINUTES OF THE BRA MEETING OF SEPTEMBER 19, 1994, APPROVED Motion was made
by Commissioner Kelly and was seconded by Commissioner Rice to approve the HRA
Minutes of September 19, 1994, as presented.
Motion carried on rollcall vote - five ayes.
CIAIMS PAID Commissioner Smith made a motion to approve payment of the
following claims as shown in detail on the Check Register dated September 29,
1994, and consisting of one page totalling $14,615.11. Motion was seconded by
Commissioner Rice.
Rollcall:
Ayes: Kelly, Paulus, Rice, Smith, Richards
Motion carried.
There being no further business on the HRA Agenda, Chairman Richards declared
the meeting adjourned.
Executive Director
COUNCIL
CHECK REGISTER Thu Oct 13
1994 00:00:01
Page 1
CHECK NO
DATE
CHECK AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
OBJECT PO NUM.
---------------------------------------------------------------------------------------------------------------------------------
10/17/94
$51.25
FACILITY SYSTEMS
REMODELING
8271.
GRANDVIEW.
EQUIPMENT
012635
$51.25*
10/17/94
$18.00
GROFF, ROGER
REFUND PARKING PERMI
128127
50TH STREET
PARKING PERMIT
012636
$18.00*
10/17/94
$18.00
KLEVEN, DOUG
REFUND PARKING PERMI
136
50TH STREET
PARKING PERMIT
012637
$18.00*
$87.25
o e ti�
Cn
,Aaa i
A PROCLAMATION.
WHEREAS, in honor of the 50th
anniversary of the United Nations, I
hereby proclaim
United Nations Day
MONDAY, OCTOBER 24, 1994, as a day
of peace, cooperation, harmony and
respect for human rights throughout the
City of Edina.
)r
4420 Dunham Drive
Edina, MN 55435
922 -7823
October 5, 1994
Fred Richards
Mayor of Edina
Edina City Hall
4801 W. 50th Street
Edina, MN. 55424
Dear Mr. Richards:
The League of Women Voters of Edina is hosting a United Nations Day Flag
Raising Ceremony on October 24 at 7:30 AM at City Hall, and invites you to
attend.
The Northern Lights Campfire Boys and Girls Troop will be raising the flag,
which the League is donating this year. We have also invited Edina's foreign
exchange students to attend. Refreshments will be provided for all
participants.
We would also ask you to make the following United Nations Day Proclamation
at the October 17 City Council meeting:
In honor of the 50th anniversary of the United Nations, I hearby
proclaim United Nations Day, Monday, October 24, 1994, as a day of peace,
co-operation, harmony and respect for human rights throughout the
City of Edina.
I talked with Marcella Daehn to coordinate this action and thank you in
advance for this request. Connie Hondl, co- president of the League, will be at
the October 17 City Council meeting to accept this proclamation.
If you have any questions, please call me at the number noted above. Thank
you and I look forward to seeing you on October 24.
Sincerely,
Paulette Hastin
MINUTES
OF THE REGULAR MEETING OF THE
EDINA CITY COUNCIL HELD AT CITY HALL
OCTOBER 3, 1994
ROLLCALL Answering rollcall were Members Kelly, Paulus, Rice, Smith and Mayor
Richards.
CONSENT AGENDA ITEMS APPROVED Motion was made by Member Kelly and was seconded
by Member Rice to approve and adopt the Council Consent Agenda as presented.
Rollcall:
Ayes: Kelly, Paulus, Rice, Smith, Richards
Motion carried.
*MINUTES OF REGULAR MEETING OF SEPTEMBER 7. 1994, AND CLOSED COUNCIL MEETING OF
SEPTEMBER 7. 1994 APPROVED Motion was made by Member Kelly and was seconded by
Member Rice to approve the Minutes of the Regular Council Meeting of September 7,
1994, and Closed Council Meeting of September 7, 1994.
Motion carried on rollcall vote - five ayes.
PUBLIC HEARINGS CONDUCTED ON SPECIAL ASSESSMENTS: ASSESSMENTS LEVIED Affidavits
of Notice were presented, approved and ordered placed on file. Due notice having
been given, public hearings were conducted and action taken as recorded on the
following proposed assessments:
1. WATERMAIN IMPROVEMENT NO. WM -373
Location: Centennial Lakes
Analysis of assessment for Watermain Improvement No. WM -373 showed total
construction cost of $41,534.36 proposed to be assessed against 98 assessable
lots at $423.82 per assessable lot. Assessment to be spread over three years.
No objections were heard and no written objections to the proposed assessment
were received prior hereto. Assessment for Watermain Improvement No. VM-373
approved by motion of Member Rice, seconded by Member Smith and carried
unanimously. (Assessment levied by resolution later in Minutes.)
2. SANITARY SEWER IMPROVEMENT NO. SS -384
Location: Centennial Lakes
Analysis of assessment for Sanitary Sewer Improvement No. SS -384 showed total
construction cost of $33,207.30 proposed to be assessed against 98 assessable
lots at $338.85 per lot. Assessment to be spread over three years. No
objections were heard and no written objections to the proposed assessment were
received prior hereto. Assessment for Sanitary Sewer Improvement No. SS -384
approved by motion of Member Rice, seconded by Member Kelly and carried
unanimously. (Assessment levied by resolution later in Minutes.)
3. STORM SEWER IMPROVEMENT NO. STS -225
Location: Centennial Lakes
Analysis of assessment for Storm Sewer Improvement No. STS -225 showed total
construction cost of $15,501.64 proposed to be assessed against 98 assessable
lots at $158.18 per lot. Assessment to be spread over three years. No
objections were heard and no written objections to the proposed assessment were
received prior hereto. Assessment for Storm Sewer Improvement No. STS -225
approved by motion of Member Kelly, seconded by Member Paulus and carried
unanimously. (Assessment levied by resolution later in Minutes.)
4. ALLEY IMPROVEMENT NO. E -33
Location: West 64th Street and Xerxes Avenue
Analysis of assessment for Alley Improvement No. E -33 showed total construction
cost of $7,626.12 proposed to be assessed against six assessable lots at
$1,271.02 per lot. Assessment to be spread over ten years. No objections were
heard and no written objections to the proposed assessment were received prior
hereto. Assessment for Alley Improvement No. E -33 approved by motion of Member
F
Smith, seconded by Member Rice and carried unanimously. (Assessment levied by
resolution later in Minutes.)
5. STREET LIGHTING IMPROVEMENT NO. L -37
Location: Virginia Avenue and Virginia Lane
Analysis of assessment for Street Lighting Improvement No. L -37 showed total
construction cost of $665.28 proposed to be assessed against four lots at $163.82
per lot. One year assessment payable in 1995. No objections were heard and no
written objections to the proposed assessment were received prior hereto.
Assessment for Street Lighting Improvement No. L -37 approved by motion of Member
Paulus, seconded by Member Smith and carried unanimously. (Assessment levied by
resolution later in Minutes.)
6. STORM SEWER IMPROVEMENT NO. STS -226
Location: McCauley Trail Pond
Analysis of assessment for Storm Sewer Improvement No. STS -226 showed total
construction cost of $3,438.24 proposed to be assessed against 12 lots at $286.52
per lot. Assessment to be spread over three years. Written objection was
received from Ethel Gustafson, 6521 McCauley Trail. Ms. Gustafson was present
and voiced her concern with the pond's condition. Lowering the pond level has
magnified the problem with three culverts emptying into the pond bringing sal":
dirt, oil, and sand from Timber Trail, McCauley Trail and Timber Ridge. She
asked that the water coming into the pond be treated with aeration, chemicals, or
perhaps by adding a sediment pond to treat run -off water before it enters the
McCaluey Trail Pond. Ed Noonan, 6400 Timber Ridge, said his home is not directly
on the pond but is included in the assessment and had no objection to the
assessment. He told Council that by lowering the level of the pond the lots at
the shallow end are losing from 15 to 25 feet of lakeshore. In addition, the
pond is filling in with sand, dirt and contaminates. He said the total condition
of the pond needs to be examined, i.e. 1) does runoff into the pond need to be
controlled or altered, 2) is justice being done to the pond or is this a NURP
pond by today's standards. Engineer Hoffman explained that during winter 1994-
95, all ponds will be identified and classified and this pond could be used as a
test pond. Assessment for Storm Sewer Improvement No. STS -226 approved by motion
of Member Smith, seconded by Member Rice and carried unanimously. (Assessma:,:
levied by resolution later in Minutes.)
7. MAINTENANCE IMPROVEMENT NO. M -94
.Location: 50th and France Business District
Analysis of assessment for Maintenance Improvement No. M -94 showed total
maintenance cost at $74,798.76 proposed to be assessed against 325,212 assessable
feet at $0.23 per foot. One year assessment payable in 1995. No objections were
heard and no written objections had been received prior hereto. Engineer Hoffman
said that the proposed assessment is up by $0.05 per square foot because the
total cost now includes parking lot maintenance, parking lot monitor, and
additional snowplowing personnel as requested. Assessment for Maintenance
Improvement No. M -94 approved by motion of Member Smith, seconded by Member Rice
and carried unanimously. (Assessment levied by resolution later in Minutes.)
8. TREE REMOVAL PROJECT NO. TR -94
Various locations in City
Analysis of assessment for removal of dead or diseased trees showed total cost of
$8,400.99 proposed to be assessed against 11 parcels. The following assessments
to be spread over three years: assessment of $814.73 for 5704 Beard Avenue South;
assessment of $628.35 for 5505 Chantrey Road; assessment of $979.80 for 5 Edina
Court; assessment of $628.35 for 5928 Ewing Avenue South; assessment of $340.00
for 4007 Sunnyside Road; assessment of $580.43 for 6020 Xerxes Avenue South;
assessment of $590.00 for 6008 Zenith Avenue South. The following assessments to
be spread over five years: assessment of $447.30 for 4500 Dunberry Lane;
assessment of $686.93 for 407 Monroe Avenue South. The following assessments to
be spread over six years: assessment of $1,544.25 for 5243 Brookside Court;
assessment of $1,160.85 for 3907 West 54th Street. Kathy Osterlund, 5928 Ewing
Avenue South, questioned whether she should be responsible for the assessment as
she had purchased the property on March 31, 1994, and the tree was removed prior
to her occupying the property. Mayor Richards said the assessment is spread on
the property and who pays is not a City issue. No other objections were heard
and no written objections to the proposed assessment were received prior hereto.
Assessment for Tree Removal Project No. TR -94 approved by motion of Member Kelly,
seconded by Member Rice and carried unanimously. (Assessment levied by
resolution later in Minutes.)
9. AQUATIC WEEDS IMPROVEMENT NO AQ -94
Location: Indianhead Lake
Analysis of assessment for Aquatic Weeds Improvement No. AQ -94 for Indianhead
Lake showed a total cost of $7,887.00 proposed to be assessed against 33 homes at
$239.00 per home. One year assessment payable in 1995. No objections were heard
and no written objections to the proposed assessment were received prior hereto.
Location: Mill Pond
Analysis of assessment for Aquatic Weeds Improvement No. AQ -94 for Mill Pond
showed a total cost of $8,036.25 less City contribution of $1,500.00, for a total
cost of $6,536.25 proposed to be assessed against 63 homes at $103.75 per home.
One year assessment payable in 1995. Written correspondence was received from
Stephen Snyder, 4601 Sunnyside Road, suggesting the annual assessment notice
inform adjacent property owners that their lawn fertilizer practices contribute
to the aquatic weed growth. No objections were heard and no other written
objections to the proposed assessment were received prior hereto.
Location: Arrowhead Lake
Analysis of assessment for Aquatic Weeds Improvement No. AQ -94 for Arrowhead Lake
showed a total of $11,994.21 proposed to be assessed against 31 homes at $386.91
per home. One year assessment payable in 1995. Ray Kullberg, 4808 West
Sunnyslope, commented that a poor job of weed cutting was done this year,
especially on the East Sunnyslope side. No objections were heard and no written
objections to the proposed assessment were received prior hereto. Assessment for
Aquatic Weeds Improvement No. AQ -94 approved by motion of Member Smith, seconded
by Member Rice and carried unanimously. (Assessment levied by resolution later
in Minutes.)
Following the presentation of analysis of assessments and approval, Member Smith
introduced the following resolution and moved adoption:
SPECIAL ASSESSMENTS LEVIED ON ACCOUNT
OF VARIOUS PUBLIC IMPROVEMENTS AND PROJECTS
BE IT RESOLVED by the City Council of the City of Edina, Minnesota, as follows:
1. The City has given notice of hearings as required by law on the proposed
assessment rolls for the improvements and projects hereinafter referred to, and
at such hearings held on October 3, 1994, has considered all oral and written
objections presented against the levy of such assessments.
2. Each assessment as set forth in the assessment rolls on file in the office
of the City Clerk for the following improvements:
Watermain Improvement No. WM -373
Sanitary Sewer Improvement No. SS -384
Storm Sewer Improvement No. STS -225
Alley Improvement No. E -33
Street Lighting Improvement No. L -37
Storm Sewer Improvement No. STS -226
Maintenance Improvement No. M -94
Tree Removal Project No. TR -94
Aquatic Weeds Improvement No. AQ -94
does not exceed the local benefits conferred by said improvements upon the lot,
tract or parcel of land so assessed, and all of said assessments are hereby
adopted and confirmed as the proper assessments on account of said respective
improvements and projects to be spread against the benefitted lots, parcels and
tracts of land described therein.
•3. The assessments shall be payable in equal installments, the first of said
installments, together with interest at a rate of 8.0% per annum, on the entire
assessment from the date hereof to December 31, 1995, to be payable with the
general taxes for the year 1995. To each subsequent installment shall be added
interest at the above rate for one year on all then unpaid installments. The
number of such annual installments shall be as follows:
Name of Improvement
No. of Installments
WATERMAIN IMPROVEMENT NO. WM -373 (Levy No. 13201)
3 years
SANITARY SEWER IMPROVEMENT NO. SS -384 (Levy No. 13198)
3 years
STORM SETTER IMPROVEMENT NO. STS -225 (Levy No. 13199)
3 years
ALLEY IMPROVEMENT NO. E -33 (Levy No. 13202)
10 years
STREET LIGHTING IMPROVEMENT NO. L -37 (Levy No. 13197)
1 year
STORM SETTER IMPROVEMENT NO. STS -226 (Levy No. 13200)
3 'years
MAINTENANCE IMPROVEMENT NO. N -94 (Levy No. 13190)
1 year
TREE REMOVAL PROJECT NO. TR -94 (Levy No. 13194)
3 years
(Levy No. 13195)
5 years
(Levy No. 13196)
6 years
AQUATIC vEEDS IMPROVEMENT N0. AQ -94) (Levy No. 13193)
1 year
4. The City Clerk shall forthwith prepare and transmit to
the County Auditor a
copy of this resolution and a certified duplicate of said assessments
with each
then unpaid installment and interest set forth separately,
to be extended on the
tax lists of the County in accordance with this resolution.
5. The City Clerk shall also mail notice of any special assessment which may be
payable by a county, by a political subdivision, or by the owner of any right -of-
way as required by Minnesota Statutes, Section 429.061, Subdivision 4, and if any
such assessment is not paid in a single installment, the City Treasurer shall
arrange for collection thereof in installments, as set forth in said section.
Motion for adoption of the resolution was seconded by Member Kelly.
Rollcall:
Ayes: Kelly, Paulus, Rice, Smith, Richards
Resolution adopted.
PRELIMINARY PLAT APPROVAL GRANTED - AROM ADDITION (LOT 12 AUDITOR'S SUBDIVISION
NO. 325) - 5200 SCHAEFER ROAD Affidavits of Notice were presented, approved and
ordered placed on file.
Presentation by Planner
Planner Larsen stated that the subject property, located at 5200 Schaefer Road,
is a developed single dwelling lot with a lot area of 127,380 square feet.
Access to the exiting home is from Schaefer Road. In addition to the Schaefer
Road frontage, the lot has access to Larada Lane on its westerly side.
The proposed subdivision would create one, new buildable lot and would utilize
the Larada Lane frontage for access. Dimensions for the new lot and the existing
dwelling are as follows:
Lot Width Lot Depth Lot Area
Lot 1 (New) 193 ft. 240 ft. 42,446 sq. ft.
Lot 2 (Old) 200 ft. 410 ft. 84,934 sq. ft.
Median sizes and dimensions for lots in the 500 foot neighborhood are:
Lot Width Lot Depth Lot Area
148 ft. 210 ft. 42,289 sq. ft.
The proposed lots conform to Ordinance requirements and no variances are
required. The 100 foot setback requirement from the pond on the southerly
portion of the property and adjacent to the existing dwelling would still be
maintained.
At its meeting.of August 31, 1994, the Planning Commission recommended
preliminary plat approval, subject to: 1) final plat approval, 2) subdivision
dedication, 3) developer's agreement, and 4) increase,in utility easement to 25
feet along the north and east property line.
Member Rice asked if the existing lot would meet ordinance standards regarding
hard surface requirements after subdivision. Planner Larsen answered that it
would.
Presentation for Proponent
Mike Gair, McCombs Frank Roos and Associates, stated that he represented the
proponent, Sue Arom. He said Mrs. Arom had reviewed the request of the Planning
Commission and she agreed to the 25 foot increase in the utility easement along
the north and east property lines for the new lot.
Mayor Richards then called for public comment on the proposed subdivision. No
comment or objection was heard.
Member Rice moved adoption of the,following resolution, subject to: 1) final plat
approval, 2) subdivision dedication, 3) developer's agreement, and 4) increase in
utility easement to 25 feet along the north and east.-property line:
RESOLUTION APPROVING PRELIMINARY PLAT
FOR ARON ADDITION
BE IT RESOLVED by the City Council of the City of Edina, Minnesota, that that
certain plat entitled "ARON ADDITION ", platted by Sit and Sumonda Arom, husband
and wife, and presented at the regular meeting of the City Council of October 3,
1994, be and is hereby granted preliminary plat approval.
Motion was seconded by Member Kelly.
Ayes: Kelly, Paulus, Rice, Smith, . Richards
Resolution adopted.
ORDINANCE NO 1994 -10 - AMENDING CITY CODE BY REPEALING SUBSECTION 900.26)
(AUTOMATIC TERMINATION OF PROVISION TO CHANGE THE HOURS OF SALE OF WINE OR
INTOXICATING LIOUOR AT 10.00 A.M. SUNDAYS) ADOPTED ON SECOND READING Assistant
Manager Hughes reminded Council that on October 19, 1993, Ordinance No. 1993 -11
was adopted. This Ordinance permitted the sale of wine or intoxicating liquor
commencing at 10:00 A.M. on Sundays. Prior to the enactment of this Ordinance,
Sunday sales could not commence until noon. The Ordinance, as adopted by the
Council, contained a sunset provision whereby the Ordinance would terminate on
October 27, 1994. The proposed Ordinance 1994 -10 would eliminate the sunset
provision and would incorporate the 10:00 A.M. Sunday sale language as a
permanent part of the Code. The Council granted First Reading on September 19,
1994. Staff would recommend granting of Second Reading.
Mayor Richards called for public comment on proposed Ordinance No. 1994 -10. No
comment or objection was heard.
Member Smith moved Second Reading and adoption of Ordinance No. 1994 -10 as
follows:
ORDINANCE NO. 1994 -10
AN ORDINANCE AMENDING THE CITY CODE BY,
REPEALING SUBSECTION 900.26 (AUTOMATIC TERMINATION OF
PROVISION ALLOYING THE SALE OF WINE OR INTOXICATING
LIQUOR COX MEN CING AT 10:00 A.M. ON SUNDAYS)
THE CITY COUNCIL OF THE CITY OF EDINA ORDAINS: ,
Section 1. Subsection 9090.26 of Section 900 of the City Code is repealed
in its entirety.
Section 2. This ordinance shall be in full force and effect upon passage
and publication.
Mayor
ATTEST:
City Clerk
Motion for adoption of the ordinance was seconded by Member Kelly.
Rollcall:
Ayes: Kelly, Paulus, Rice, Smith, Richards
Ordinance adopted.
*BID AVARDED FOR 1995 EDINA PARK AND RECREATION ACTIVITIES BROCHURE Motion was
made by Member Kelly and was seconded by Member Rice for award of bid for the
1995 Edina Park and Recreation Activities Brochure to recommended low bidder,
Northwest Printing Company, at $11,817.40.
Motion was carried on rollcall.vote - five ayes.
PARK BOARD RECOMMENDATION FOR CLOSURE OF STRACHAUER PARR SKATING RINK APPROVED
Park Director Keprios told Council that at the Park Board meeting in March 1994,
staff recommended that the Board consider not opening or maintaining four outdoor
skating areas of the 20 that had previously been maintained. As background, he
said that the number of outdoor skaters has declined from 118,000 in the late
70's to 24,000 outdoor skaters this past season. In the 1970's it cost $.62 per
skater to maintain the rinks which did not include salaries for rink attendants
or utilities. Today the cost is $3.69 per outdoor skater per season.
Staff further recommended that, if the Board were to consider this issue, the
Board would hold a public hearing on the matter before making any recommendations
to the Council. The Board held a public hearing on the matter at its meeting of
July 12, 1994. Based on the hearing and input from the community, staff changed
the recommendation to maintain all outdoor skating rinks with the exception of
Strachauer Park. The recommendation was based on the following concerns of the
community:
1. Neighborhood park concept is vitally important to the growth and
development of our youth.
2. Community concern about the unknown future demands due to promotion and
development of girls' hockey and the Edina Hockey Association's desire to
schedule more outdoor hockey time.
3. Residents willingness to pay more taxes to keep the remaining outdoor rinks
maintained.
4. Residents stating that they do not want fiscal responsibility carried out
at.the expense of the growth and development of their children.
5. Outdoor skating rink facilities are an extremely valuable neighborhood
recreational opportunity for both youth and adults.
At the September Park Board meeting, staff recommended the Park and Recreation
Department not maintain the Strachauer Park outdoor skating area for the 1994 -95
season for the following reasons:
1. Low attendance in 1993 -94 season (only 533).
2. No hockey rink at the site.
3. Very little community input /demand from that area.
Mayor Richards asked for public comment on the Park Board recommendation. No
comment or concerns were heard.
Responding to Member Rice, Director Keprios said that Strachauer Park had a
hockey rink many years ago. The Hockey Association strongly recommends
maintaining the existing 10 hockey rinks. If a hockey rink were added to
Strachauer Park, attendance -at the rink would go up.
Member Kelly made a motion to approve the recommendation of the Park Board to
leave all outdoor skating rinks open with the exception of Strachauer Park.
Motion was seconded by Member Smith.
Ayes: Kelly, Paulus, Rice., Smith, Richards
Motion carried.
PARK BOARD RECOMMENDATION FOR ARNESON ACRES GAZEBO PLAN APPROVED Park Director
Keprios told Council that at the Park Board meeting of September 13, 1994, the
Edina Garden Council requested that the City approve a revised gazebo plan for
Arneson Acres Park. The plan was revised from its original design because the
Edina Garden Council thought the original design was too expensive and they did
not like the plan.
He explained that construction of the original plan, as designed by Architect
Andrew Lester, would cost approximately $85,000. The current revised plan
recommended by the Edina. Garden Council is estimated at approximately $35,000.
The Edina Garden Council had asked the Edina Park Board to recommend to Council
that the new plan be approved for construction with all monies to come from funds
raised by the Edina Garden Council.
Mary Brindle, Edina Garden Council President, presented a board showing the
revised plan. She pointed out that about one year ago a 36 foot, flower- shaped
cement pad was laid. Within that pad on a 12 foot diameter circle-five columns
from the former Wooddale School have been erected. The cost of the cement and
installation of the columns was completed for approximately $20,000. Since then
the Garden Council has been trying to decide on the design for the gazebo.
Finally a decision was made to build a wooden gazebo made out of cedar. Three
construction bids have been received and Lake Country Builders has consented to
build it-for $31,000. Mrs. Brindle said the Garden Council has raised $25,900
and retired Park Director Robert Kojetin has promised $5,000 from memorials and
donations to the park.
Member Smith made a motion to approve the Park Board recommendation to build the
Arneson Park gazebo as proposed by the Edina Garden Council with donated finds
from the Garden Council and to' include $5,000 held by the City in the Garden
Council donations account. Motion was seconded by Member Kelly.
Rollcall:
Ayes: Kelly, Paulus, Rice, Smith, Richards
Motion adopted.
*RENNEPIN COUNTY RECYCLING GRANT APPLICATION APPROVED Motion was made by Member
Kelly and was seconded by Member Rice for adoption of the following resolution:
RESOLUTION.
WHEREAS, pursuant to Minnesota Statute 115A.551, whereby each county in the
metropolitan area has as a goal to recycle a minimum of 35 percent (35 %) by
weight of total solid waste generation and has as a supplementary goal, by
December 31, 1996, to recycle 45 percent (45 %) by weight of total solid waste
generation; and each county must develop and implement or require political
subdivisions within the county to develop and implement programs, practices, or
methods designed to meet its recycling goal; and
WHEREAS, pursuant to Minnesota Statute 115A.552, counties shall ensure that
residents have an opportunity to recycle; and
WHEREAS, Hennepin County Ordinance 13 requires each city to implement a recycling
program to enable the County to meet its recycling goals; and
WHEREAS, in July 1994, the Hennepin County Board of Commissioners approved a
Residential Recycling Funding Policy for a five year period January 1, 1995
through December 31, 1999, to distribute to cities 100% of SCORE funds received
by the County from the State of Minnesota for residential collection of
recyclables; and
WHEREAS, to be eligible to receive these County funds, cities must meet the
conditions set forth in the "Funding Policy;" and
WHEREAS, the City of Edina desires to receive these County funds;
THEREFORE, BE IT RESOLVED that the Edina City Council authorizes the submittal of
the 1995 through 1999 Municipal Recycling Grant Application, Hennepin County
Residential Recycling Program; and
BE IT FURTHER RESOLVED that the City will use such County funds only for the
limited purpose of implementing the City's waste reduction and recycling program.
Motion carried on rollcall.vote - five ayes.
*TAGS EDINA ITINERANT FOOD LICENSE FEE WAIVED Motion was made by Member Kelly
and was seconded by Member Rice to waive the itinerant food establishment license
fee for TAGS Edina (Gymnastic Booster Club) for the dates of January 14 -15,
January 21 -22 and April 29 -30, 1995.
Motion carried on rollcall vote - five ayes.
*RESOLUTION ADOPTED DESIGNATING H.E.C.O. DIRECTOR AND ALTERNATES Motion was made
by Member Kelly and was seconded by Member Rice for adoption of the following
resolution:
RESOLUTION
BE IT RESOLVED that the Edina City Council does hereby appoint Kenneth E. Rosland
as Director, William Bernhjelm as First Alternate and Michael Siitari as Second
Alternate Director, in accordance with the H.E.C.O. Agreement.
Motion was carried on rollcall vote - five ayes.
TRUTH IN TAXATION NOTICES DISCUSSED Mayor Richards made reference to a
memorandum from Assistant Manager Hughes in answer to questions raised by Council
at the last meeting with respect to Truth in Taxation notices and advertisements.
Included with the memorandum was a copy of the proposed Notice of Proposed
Property Taxes advising that the Edina city council will hold a public hearing on
November 19, 1994, on its budget and on the amount of property taxes for 1995.
In addition, a draft letter ad was included which in staff's opinion would be
most effective if it accompanied the required Truth in Taxation ad on November
23, 1994. Cost of such would be $316.00 for a one - eighth page ad.
Discussion followed with the Council Members expressing differing opinions
regarding size, number of weeks to publish and format for the ad.
Member Smith then made a motion directing staff to place an ad condensed from the
contents of the draft letter that would be supplemental to the official Notice of
Proposed Property Taxes in the Edina Sun - Current for publication on November 16
and November 23, 1994. Motion was seconded by Member Rice.
Rollcall:
Ayes: Paulus, Rice, Smith
Nays: Kelly, Richards
Motion carried.
CONCERNS EXPRESSED REGARDING ALLEGED DAMAGE TO VEHICLES DURING STREET WORK ON
WEST 77TH STREET Jill Mickelson, Property Manager for Pentagon Park, told
Council that on September 7, 1994, the City of Edina was performing a milling
operation along West 77th Street and several tenants who had parked in Pentagon's
parking lot had damage to their vehicles. Simultaneously, building roof work was
being done at Pentagon's 4930 building located approximately a quarter mile away
from the area of the milling operation. She said the City of Edina is alleging
that the substance on the vehicles is from the roofing operation and not from the
milling operation. Ms. Mickelson said that an employee of the roofing company
was present to explain the substance they were using and that several employees
of Pentagon Park would also like to make comment.
The following individuals spoke regarding the damage to their vehicles from the
sticky substance: Thomas Manthei read a statement of John Noren, Noren Financial
Corp, 4640 West 70th Street; Jim Hemann, office at 4510 Pentagon Park (14399
Bedford Drive, Eden Prairie); and Rusty Mays, office at 4530 West 77th.
Dale Swenson, 9933 Portland Avenue, Bloomington, representing the J.A. Dalsin
Roofing Company, stated they were the roofers working on the building. Weather
conditions were mild winds from the southwest at 10 m.p.h. The damaged cars were
due east. He said it would take an act of God for the roofing materials to
travel that far at 10 m.p.h. winds.
Mayor Richards asked how many claims have been filed and if an analysis of the
substance has been made by an independent laboratory. Assistant to City Manager
Smith said 47 claims have been received to date and that a professional analysis
of the substance on the vehicles has not been made. Mayor Richards suggested
that in order to resolve this factual dispute a chemical analysis should be run
on one of the affected vehicles by a testing laboratory. Member Smith said he
concurred and that the City should proceed to get this done even though staff is
still talking with the insurance company regarding the liability issue.
Member Kelly made a motion directing staff to obtain a chemical analysis of the
substance on the affected vehicles from an independent testing laboratory and
report back the results to the Council on October 17, 1994. Motion was seconded
by Member Smith.
Ayes: Kelly, Paulus, Rice, Smith, Richards
Motion carried.
PETITION TO CUL -DE -SAC INTERIACHEN BOULEVARD PRESENTED: CONSIDERATION OF PETITION
CONTINUED TO 10/17/94 Dale Renner, 6321 Interlachen Boulevard, presented a
petition signed by approximately 100 individuals asking the Council to cul -de -ac
Interlachen Boulevard, thereby eliminating any direct through traffic from
Highway 169 to the Blake /Interlachen interchange. Mr. Renner said he would:
1) review the key points of the petition, 2) present an alternative plan, and
3) conclude with seven reasons why this would serve the best interest of both the
community and the business objectives of the developer. He told Council that he
had been in contact with the developer, Harvey Hansen, and the plan is acceptable
to Mr. Hansen in concept.
Mr. Renner called attention to the following key points in the petition:
1. The direct connection westward of Interlachen Boulevard to Malibu Drive and
thence to four lane Highway 169 will cause traffic volume beyond the
capacity of the present width of Interlachen west of Blake Road.
2. Concern that the road will eventually be widened to accommodate the
increased traffic flow by using portions of the City's 60 foot roadway
easement (up to 17.5 feet on both the north and south sides of Interlachen
and put a burden on residences on both sides of Interlachen west of Blake
Road and place a grossly inequitable burden on the long established
Interlachen properties west of Blake Road to accommodate the new
development and potential development in Hopkins.
2. The developer, Harvey Hansen, has publicly stated many times that he does
not care whether or not Interlachen connects directly to Malibu Drive.
4. In all of the Council meetings concerning this issue the many residents and
neighbors have been very vocal in their opposition to a direct connection
between Interlachen and Malibu.
5. Because Malibu was granted a cul -de -sac at its southern end, Lincoln Drive
was successfully cul -de -saced at the north end of the southern section and
at the south end of the northern section, consistent planning calls for the
cul- de- sacing of Interlachen.
Mr. Renner said that in the current plan Interlachen Boulevard would be extended
westerly from the Interlachen /Blake area past Kelsey Terrace and then take a 90
degree southerly turn before connecting to Malibu Drive. The alternative plan
suggested by the petition would cul -de -sac Interlachen Boulevard at two points,
i.e, the area before the 90 degree turn on the current plan and a short section
off of Malibu Drive to service the lots affected by cul- de- sacing the extension
of Interlachen Boulevard. As a result, westbound through traffic on Interlachen
would need to proceed down Kelsey Terrace to Woodsage Drive and then turn west to
connect to Malibu Drive.
Mr. Renner said the petitioners believe this alternative plan would be in keeping
with the provisions of the Comprehensive Plan and would meet the best interests
of the community and of the developer for these reasons:
A. It minimizes traffic impact of the immediate area of Interlachen Boulevard
and Parkwood Knolls.
B. It supports traffic associated with the development.
C. It eliminates need for Interlachen Boulevard widening.
D. It provides ingress and egress in all directions (southeast, northeast and
northwest).
E. It supports notion of equitable distribution of traffic in community.
F. It supports delivery of all services to residents (plowing, street
maintenance, emergency vehicles, etc.).
G. It creates no double frontage lots.
In addition, the developer has said he believes that the value of his land will
actually increase because he will not have to deal with increased traffic on
Interlachen Boulevard. Mr. Hansen has said he will consider this type of plan
change if, in fact, the Council states their support. On behalf of the
petitioners, Mr. Renner asked the Council to approve the alternative plan.
In conclusion, Mr. Renner said the community is more than willing to accept an
equitable share of the traffic associated with the new development but are
vehemently opposed to the additional traffic associated with Highway 169 that no
one wants or needs. The alternative plan does not preclude persons from coming
through if they chose, but does not invite them to come through.
Speaking in support of the petition and alternative plan were Betsy Robinson,
5021 Ridge Road; Tom Seitz, 6320 Interlachen Boulevard; Patrick Mantyh, 6413
Interlachen Boulevard; Mike Allen, 6404 Willow Wood Road; Charles Bohlig, 5200
Ridge Road; Lisa Fish, 5408 Larada Lane; Chuck Webster, 6645 Interlachen
Boulevard; Jim Ronning, 6416 Interlachen Boulevard; Ed Glickman, 5217 Schaefer.
Road; David Sapila, 5205 Ridge Road; Mike Miller, 6328 Interlachen Boulevard;
Bernie Nelson, 5008 Schaefer Road; and Wayne Packard, 4909 Prescott Circle.
Mayor Richards asked Manager Rosland to explain the City's procedure on
petitions. Manager Rosland explained that the normal procedure is for the
Council to refer the petition to staff for review and recommendation and then
• decision or action by the Council.
Member Smith stated that, while he was sympathetic to the concerns about through
traffic, he was not ready to tell Mr. Hansen or any other developer that he would
support a proposal that has not been presented to the Council by the developer.
Mayor Richards commented that, while he believed the City has done a good job of
planning, a lot of information has come to the Council since 1978. This may be
an opportune time to stop and look at the City's Comprehensive Plan. The one
issue on which there is consensus is that this area be developed as a single -
family neighborhood. He observed that the issue of how the traffic will flow
into and out of this area and the impact on the surrounding neighborhood and the
greater community may need to be looked at by a consultant so that the Council
has the full picture.
Member Rice recalled that Mr. Hansen was asked to do a traffic study on the area
at the time of preliminary approval. Manager Rosland said it would not include
tonight's proposal. Member Rice said he would not object to including the
alternative plan presented in any traffic study of the area and to then look at
that, but that he was not prepared to go on record at this time as supporting the
specifics of the petition.
Member Kelly said she agreed with the suggestion made by Mayor Richards for staff
to rethink the Comprehensive Plan and have the traffic issue examined by an
outside consultant. Beyond the traffic issue, she said there are enough other
issues, i.e. potential Hopkins development, safety, emergency vehicle access, and
the City's involvement in widening of Interlachen as it comes out to Blake Road
that need to be considered as this land is developed.
Member Smith asked if, by stopping the process to look at the Comprehensive Plan
for this area, we would be creating a problem. Planner Larsen explained that
once preliminary plat approval has been granted it is the property owner's call
when he is ready to seek final plat approval. Specifically, Mayor Richards asked
if perchance Mr. Hansen came in for final plat approval at the next meeting and
the Council voted to continue the action for approval for, say, nine months
because the Council was in the process of looking at the Comprehensive Plan would
the Council have created a problem. Planner Larsen said the developer has waived
the normal 120 day period for the Council to act but he could not respond as to
the duration the Council may legally delay action.
Member Smith made a motion to continue this matter and refer the petition to cul-
de -sac Interlachen Boulevard to staff with the directive to come back on October
17, 1994, with information on hiring an outside planning consultant to assist
City staff in reviewing the Comprehensive Plan relative to land use and
infrastructure necessary to support the proposed Parkwood Knolls development.
Motion was seconded by Member Kelly.
Ayes: Kelly, Paulus, Rice, Smith, Richards
Motion carried.
*PETITION FOR STREET LIGHTING OP MALONEY AVENUE [ACROSS FROM THE YARD AT 6938)
REFERRED TO'ENGINEERING DEPARTMENT FOR PROCESSING Motion was made by Member
Kelly and was seconded by Member Rice to refer the petition for street lighting
on the south side of Maloney Avenue across from the yard at 6938 to the
Engineering Department for processing.
Motion carried on rollcall vote - five ayes
THE EDINA FOUNDATION FINANCIAL STATEMENTS ACKNOWLEDGED The Council acknowledged
receipt of The Edina Foundation Financial Statements for Years Ended June 30,
1994 and 1993.
CLAIMS PAID Member Smith made a motion to approve payment of the following
claims as shown in detail on the Check Register dated September 29, 1994, and
consisting of 29 pages: General Find $222,214.26; Communication $13,828.95;
Working Capital $2,104.82; Art Center $9,758.78; Swimming Pool, $1,887.85; Golf
Course $30,530.08; Ice Arena $14,351.63; Ice Arena $938.30; Edinborough/
Centennial Lakes $19,172.66; Utility Fund $276,588.63; Storm Sewer $2,740.31;
Liquor Fund $54,057.43; Construction Fund $657.05; TOTAL $648,830.75. Motion was
seconded by Member Kelly.
Rollcall:
Ayes: Kelly, Paulus, Rice, Smith, Richards
Motion carried.
There being no further business on the Council Agenda, Mayor Richards declared
the meeting adjourned at 9:08 P.M.
City Clerk
j
TO:
FROM:
DATE:
SUBJECT:
REPORT/RECOMMENDATION
Kenneth Rosland
Craig Larsen
October 17, 1994
Final Plat Approval - The
Coventry at Centennial
Lakes 2nd Addition
Recommendation:
Final Plat approval.
Info /Background:
Agenda item # II. A.
Information Only ❑
Mgr. Recommends ❑
Action ❑
M
Consent
To HRA
To Council
Motion
Resolution
Ordinance
Discussion
Preliminary Plat approval for this 98 unit townhouse project was granted on October 4, 19 -9f1**,
Thirteen units are now complete or under construction. The proposed final plat would allow
construction of another 11 units.
C.R. DOC.. N0.
THE-COVENTRY AT CENTENNIAL LAKES 2ND ADDITION
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'I
RESOLUTION GRANTING FINAL PLAT APPROVAL
FOR THE COVENTRY AT CENTENNIAL LASES 2ND ADDITION
BE IT RESOLVED by the City Council of the City of Edina, Minnesota, that that
certain plat entitled "THE COVENTRY AT CENTENNIAL LAKES 2ND ADDITION ", platted
by Centennial Land Limited Partnership, a Minnesota limited partnership, an
undivided 91.43% interest, and John W. and Jean M. Hedberg, husband and wife, an
undivided 8.57% interest, and the Housing and Redevelopment Authority of Edina,
Minnesota, a public body corporate and politic under the laws of the State of
Minnesota, and presented at the regular meeting of the City Council of October
17, 1994, be and is hereby granted final plat approval.
ADOPTED this 17th day of October, 1994.
STATE OF MINNESOTA )
COUNTY OF HENNEPIN ) SS
CITY OF EDINA ) CERTIFICATE OF CITY CLERK
I, the undersigned duly appointed and acting City Clerk for the City of Edina,
do hereby certify that the attached and foregoing Resolution is a true and
correct copy, of the Resolution duly adopted by the Edina City Council at its
regular meeting of October 17, 1994, and as recorded in the Minutes of said
regular meeting.
WITNESS my hand and seal of said City this 18th day of October, 1994.
Marcella M. Daehn
City Clerk
l'k
REPORT /RECOMMENDATION
TO: Kenneth Rosland
FROM: Craig Larsen
DATE: October 17, 1994
SUBJECT: Comprehensive Plan
review, Northwest Edina
Recommendation:
Agenda Item #
i z .
B.
Consent
Information Only
Mgr. Recommends
To HRA
Fx
To Council
Action
❑x
Motion
F1
Resolution
n
Ordinance
E]
Discussion
Hire Hoisington Koegler group per attached proposal.
Info /Background:
Staff recommends Hoisington Koegler for the following reasons:
1. The proposal is generally more comprehensive in scope, and includes meetings with all
parties interested in the proposed development.
2. Stugar Roscoe Fasch (SFR) will do the traffic analysis for Hoisington Koegler. SFR is a
well respected traffic engineering firm which has no prior experience in the
development of Parkwood Knolls. BRW worked on the Parkwood Knolls traffic issues
in the 1970's.
The proposals of both consultants are attached for Council review.
Hoisi Won Koegler -Group Inc.
®m
:®
October 12,1994
City of Edina
4801 West 50th Street
Edina, MN 55424
Re: 'Transmittal of Proposal to Evaluate Parkwood Knolls 24th Edition
Attention: Craig Larsen, Planning Director
Hoisington Koegler. Group (HKG /SRF) is pleased to submit this proposal as an
indication of its interest in assisting the City of Edina with the evaluation of land
use impacts attributable to Parkwood Knolls 24th Edition. We understand as
follows:
• Harvey Hansen proposes a 91 lot subdivision which is to be located westerly of
Parkwood Knolls 22nd Edition. The proposal received Preliminary Plat approval
in July of 1994.
• The Preliminary Plat was approved with an extension of Interlachen Boulevard
to Malibu Drive. The City's Comprehensive Plan calls for Interlachen Boulevard
to serve as a neighborhood collector street.
• Interlachen Boulevard residents immediately to the east of the proposed
subdivision oppose the connection to Malibu .Drive. We propose two meetings
each with the developer and neighborhood representatives to improve
communications.
n The City Council has authorized a land use study which will provide an
objective third party perspective of the potential impact on existing
neighborhoods considering one scenario which connects and one which does not
connect Interlachen Boulevard to Malibu Drive. Because the project represents a
comprehensive scope, I will serve as the project coordinator.
■ In the event the study concludes that Interlachen Boulevard should not be
connected to Malibu Drive, a Comprehensive Plan Amendment will need to be
approved along with the final plat. Public, hearing requirements to
accommodate a prospective Comprehensive Plan Amendment dictate the study
schedule.
Land Use / Environmental 0 Planning i Design
7300 Metro Boulevard / Suite 525 • Minneapolis, Minnesota 55439 0 (612) 835 -9960 9 Fax: (612) 835 -3160
,HKG /SRF will perform the following tasks:
1. Data Collection /Analysis /Mapping. This task will include the evaluation of
existing conditions and the review of background information including the
City's Comprehensive Plan, the history of approvals already granted, the
Benshoof and Associates Traffic Study for Parkwood Knolls 24th Edition, the
Preliminary Plat submitted by the landowner /developer, and such other
information as may be made available by the City, the neighbors and the
developer which would help the HKG /SRF Team gain an understanding of
Ong conditions and the context within which a decision must be made. This
Luzi:, :Vill also include the mapping of existing conditions to facilitate and
enhance communications.
2. Site and Area Analysis. This task will include a field evaluation of the
neighborhood, the site and traffic conditions within the area immediately
surrounding the proposed subdivision. This survey will include an assessment
of existing housing, land use patterns and environmental conditions.
3. Meetings with the Owner and Neighborhood Representatives. This task will
include two meetings, one each with the developer and neighborhood
representatives, to define issues and options and review alternative proposals.
4. Traffic Forecasting / Assignment. SRF will evaluate existing traffic conditions in
the study area and on major parallel roadways. This task will include an
assessment of existing. traffic volumes including regional through- traffic (using
Tranplan and the regional model), trip generation and directional distribution,
traffic forecasts and traffic assignment (using C.A.R.S.) to the local street system
both with and without Interlachen Boulevard being connected to Malibu Drive.
The analysis will consider the impacts of traffic from Parkwood Knolls 24th
Edition on existing Interlachen Boulevard and Willowood Road and on
proposed Kelsey Lane, Woodsage Drive and Cougar Trail.
5. Report Preparation. A report will be prepared which evaluates the full-range of
impacts on existing residential areas considering the various scenarios tested.
6. Meetings with City Staff. Up to two meetings are anticipated with City Staff to
review background information and study findings.
7. Individual Meetings with Neighbors and Owner. Once the study is completed,
HKG /SRF will meet with neighborhood representatives and the
owner /developer in individual sessions to report on the study findings and
conclusions. These meetings may result in revisions to the draft report prior to
its being submitted to the Planning Commission and City Council.
Proposal /City of Edina Page 2
8. Presentation of Final Report to Planning Commission and City Council.
HKG / SRF ' anticipates presenting the final report to the Planning Commission
and City Council on November 16 and December 5, respectively. Whether or not
that meeting schedule remains viable, up to two such formal presentation
meetings are proposed.
The fee for the above services is estimated at $11,000. HKG /SRF is willing to work
on a time and materials basis per Attachment A not to exceed the -fee estimate
without prior City approval. The study is anticipated to be completed by November
11, 1994 so that it can be transmitted to 'the Planning Commission in advance of the
November 16 meeting.
We want to thank you for the opportunity to assist the City of Edina with this
important study.
Sincerely,
Fre Hoisington,
President
FLH/ glh
Proposal /City of Edina Page 3
ATTACHMENT "A"
HOISINGTON KOEGLER GROUP INC.
1994 HOURLY RATES
Principal........................ ............................... $85-95/hr
Professional III .................. ............................... $67 /hr
Professional II ................... ............................... $47 /hr
ProfessionalI ..................... ............................... $37 /hr
Technical....................... ............................... $2.5-37/hr
Secretarial.......................... ............................... $35 /1r
Testimony........................ ............................... $130 /hr
SRF ................. .............................2.5 times salary cost
Incidental Expenses:
Mileage.............................. ............................28¢ /mile
Photocopying ................. ............................15¢ /page
Outside Printing ...... ...............................
Actual Cost
Diazo Printing .......... ............................... Actual Cost
October 13, 1994
Mr. Craig Larsen
Planning Director
City of Edina
4801 West 50th Street
Edina, Minnesota 55424 -1394
H It W INC Subject: Proposal to Conduct
Land Use Review and Transportation Study
Parkwood Knolls Development - 24th Addition
Sincerely,
BRW, Inc.
Howard D. Preston, PE
Vice President
Dear Mr. Larsen:
Attached is BRW's proposal to conduct a comprehensive land
use review and transportation study of the Parkwood Knolls
i- -mc'r"'4
development - 24th Addition.
,•,,n I k.n;n
The proposed work tasks, described in detail in Attachment
-„ •�,•,r,
A, focus on the following three key items:
\Ii„ ,,.•.,tv ii..
o comparing current land use issues to what was
„;;_ „;
originally proposed in 1978,
,11 170-0700
o documenting the forecast traffic volumes and resulting
I.,.nI',.;- u_1; -�
traffic operations with and then without connecting
Interlachen Boulevard to Malibu Drive and
Ihmrr
\I,1 "-•",k`"
o presenting the results and recommendations to your
\linneap„I,+
Planning Commission and Council.
Orlando
I'hovI”`
The estimate of the staff hours required to complete the
Portland
proposed work tasks is documented in Attachment B and the
1.111 010-0
cost estimate, including direct expenses, is documented in
�L•.,ttlr
Attachment C.
Please note that we have senior staff available to begin
work on this project as soon as you provide written
authorization to proceed. In addition, we would commit to
completing the analysis and draft report by November 16,
1994.
Thank you for providing BRW with the opportunity to submit
this proposal. We would look forward to continue our
working relationship with the City of Edina.
Sincerely,
BRW, Inc.
Howard D. Preston, PE
Vice President
ATTACHMENT A
WORK TASKS
Task 1.0 Data Collection
Parkwood Knolls Study
Page 1 of 3
1.1 Obtain copies of previous reports /documents from the City
dealing with the study area.
1.2 conduct peak hour turning movement counts at the
flowing intersections:
TH 169 at 5th Street /Lincoln Dr. Ramp Terminals
Maloney Avenue at Washington Avenue
Mai_�-;.:ev Avenue at Interlachen Boulevard
1.3 Obtain copies of the original and current site plans for
the Parkwood Knolls area.
1.4 obtain information from Hennepin County and the City of
Hopkins relative to the future use of the existing County
Public Works site.
1.5 Identify /inventory study area street system features,
including number of lanes, speed limits and intersection
traffic control.
Task 2.0 Land Use Review
2.1 Identify sites in the general project vicinity that may
jevejup and /or redevelop with uses that could change
travel characteristics and add significant traffic
generation to the area.
2.2 Estimate the development potential for any sites
identified, for use as the basis of forecasting trip
generation associated with any development /redevelopment.
2.3 Assist traffic engineers determine whether
reconf iguration, realignment or elimination of any on-
site roadways included in the Parkwood Knolls development
would impact the development proposal.
2.4 Illustrate options or variations to the Parkwood Knolls
development plan, as identified in the previous task.
Task 3.0 Forecast Traffic Volumes
3.1 Develop a computer model of the collector and arterial
roadways that serve the study area and provide a
connection to the regional road system, using TranPLAN
transportation planning software.
ATTACHMENT A
WORK TASKS
Parkwood Knolls Study
Page 2 of 3
3.2 Check the regional travel model street network
(maintained by the Metropolitan Council) and traffic
analysis zones for accuracy, and revise if necessary.
3.3 Assign vehicle trips to the network using the regional
travel model trip table. If necessary, modify the land
use in the traffic analysis zone to account for the
proposed development in the study area.
3.4 Distribute trips onto the study area street network in
accordance with travel patterns documented in the
regional travel model. Compare the results to actual
travel patterns documented at key intersections in the
study area and if necessary adjust the trip distribution
assumcc ions.
3.5 Complete the traffic assignment process, with the new
traffic analysis zone data, using the regional travel
model.
3.6 Conduct a select link analysis on Maloney Avenue and
Interlachen Boulevard to determine the number of site
generated trips, through trips, the number of through
trips from adjacent traffic analysis zones and total
forecast volume associated with a street system that
includes the Interlachen connection and one that does not
provide this connection.
3.7 Prepare a technical memo documenting the traffic forecast
process and the resulting forecasts of future site
generated, through trips and total forecast volumes on
key segments of the study area street system, both with
and without the Interlachen connection.
Task 4.0 Traffic Operations Analysis
4.1 Document existing traffic volumes and the resulting -
levels of service on key roadway segments and at key
intersections in the study area.
4.2 Document expected future traffic volumes and the
resulting levels of service on key roadway segments and
at key intersections in the study area for two
alternative street networks, one with the Interlachen
connection and one without the connection.
ATTACHMENT A
WORK TASKS
Parkwood Knolls Study
Page 3 of 3
4.3 Document any differences in traffic volumes and /or
impacts relating to the quality of traff is operations
associated with the alternative street systems.
4.4 Prepare a technical memo documenting the analytical
process and comparing /contrasting the traffic volumes and
the resulting quality of traffic operations associated
with each alternative street system. Specifically
identify the differences due to the connection of
T_nterlachen Boulevard to Malibu Drive.
Task 5.0 Report
-.1 Prepare a draft report documenting the overall study
r_rocess and the results and submit (ten copies) to the
,:.ty for review.
5.2 Revise the draft report as necessary and then submit
twenty five copies of the final report to the city.
Task 6.0 Community Involvement /Meetings
6.1 Meet with neighborhood representatives prior to beginning
the study in order to provide an opportunity f or comments
and suggestions and to explain the study process.
6.2 Meet with City staff to discuss the preliminary results
prior to preparing the draft report.
6.3 Present the preliminary results and the draft report to
the Planning Commission.
6.3 Present the final results /recommendations to the City
Council and the public at a regular Council meeting.
ATTACHMENT B Parkwood Knolls Study
STAFF HOUR ESTIMATE Page 1 of 1
Employee Classifications:
Level 1 = Project Manager
Level 2 = Engineer /Planner
Level 3 = Technician
Level 4 = Clerical /Traffic Counter
Employee
Classification
Work Task
L1
L2
L3
L4
Total
1.0 Data
0
2
4
16
22
2.0 Land Use
0
20
8
0
28
3.0 Forecasts
2
20
4
2
28
4.0 Analysis
2
20
4
2
28
5.0 Report
2
20
8
2
32
6.0 Meetings
8
8
2
2
20
TOTAL
14
90
30
24
158
ATTACHMENT C
Parkwood Knolls Study
COST ESTIMATE
Page 1
of 1
Employee Classification
Hours
Hourly Rate
Amount
Project Manager
14
$34.50
.$ 483.00
Engineer /P ann�r
90
25.00
2,250.00
Technician
30
16.00
480.00
Clerical /Traffic Counter
24
10.00
240.00
Subtotal
158
$3,453.00
Overhead (154.69 %)
$5,341.45
Fee (12.5 %)
$1,099.31
Subtotal
$9,893.76
Direct Expenses: Mileage
$50
Document
Production
$50
$ 100.00
TOTAL
$9,993.76
Agenda Item II.C.1.
r" Consent
A-G_ 0 14600 Minnetonka Boulevafd
0101E]] Minnetonka, Minnesota 55345
Telephone (612) 939.8200 • Fax (612) 939.8244
October 13, 1994
Honorable Mayor and
Members of the City Council
City -of Edina
4801 West 50th Street
Edina, Minnesota 55424 -1394
Re: Variance granted by the Edina Board of Appeals and Adjustments for
Cellular One to construct a 100 -foot antenna tower on a parcel located
west of Highway 169 and north of Highway 62
Dear Mayor and City Councilmembers:
At their October 6, 1994 meeting, the Edina Board of Appeals and Adjustments granted a
variance to Cellular One for the construction of a 100 -foot antenna tower at the location noted
above. The City of Minnetonka had asked the Board to not grant the variance and to direct that
a permit not be issued for the antenna tower, for several reasons. On October 10. 1994 the
Minnetonka City Council voted to direct me to file an appeal of the Board's decision on behalf
of the City of Minnetonka.
Please understand that Minnetonka has no quarrel with the City of Edina. We are only
interested in avoiding having the antenna tower installed at the proposed location, and being
allowed time to work with Cellular One to find a suitable alternative location.
in the recent past, the placement of tower structures of various types has been controversial
in both Edina and Minnetonka. and each City has worked to determine how to best permit such
structures to be included in our city landscapes. Also, we know that the greatly increasing use
of cellular phones is creating the need for more antenna installations by Cellular One, U S
West, and others.
As a result, Minnetonka is now working to collaborate with the cellular companies to find other
locations where appropriately -sized towers can be installed, and we expect these efforts to be
helpful to all concerned. Edina has already become a leader in using this approach, and we
expect it to be similarly beneficial to our community.
Our appeal of the variance Is based on the following points:
Standinou
We believe Minnetonka has legal standing to make the appeal because the City is an
adjoining landowner. Minnetonka is the fee owner of "Part of Lot 2. Block 1, Data 100
I st Addition ", a parcel of approximately 1.6 acres. which is located immediately
southwest of the parcel In Edina as shown on the attached map.
Mayor and Council
City of Edina
Page 2
Further, Minnetonka has local government jurisdiction over all other adjoining parcels
located west of Highway 169 in this Immediate vicinity, which are part of the Opus
Business Park.
ProRosea i. --:340
The tower proposed by Cellular One at this location is of particular concern to the
Minnetonka Citv Council. For over 20 years. the City of Minnetonka and the Opus
Corporation have worked to make the Opus Business Park one of the premier business
locations in the metro area. The Cellular One tower is proposed to be placed in the
'ftnt yard" of the Opus Business Park, greatly detracting from its appearance. This
structure viiii also be prominently visible to a great many Edina residents and
businesses.
zoninn issues:
From the information provided to Minnetonka, it is our understanding that the parcel in
Edina is zoned for residential use and an antenna tower of up to 65 feet in heignt may
be allowed in this zone as an accessory use.
However, the parcel is vacant - there is no principal use for the antenna tower to be
accessory to. Nor would the proposed tower be accessory to the principal business
uses on adjoining parcels In the Opus Business Park. We believe if there is no principal
use t ^v ;lefinitlon there can be no accessory use - that is, a use which is relates to,
but to a principal use.
As noted above, the demand for cellular phone use is increasing greatly, and this Is
creating the need for more and more antenna placements. if Minnetonka and Edina
accept cellular towers as accessory uses on residentia: property, we both run the risk
of more and more towers being built in backyards along the Crosstown highway. 1-494,
and other highway condors in our cities bordered primarily by residential property.
On the other rand. If shared locations can be identified, the number of towers can be
kept tr- and perhaps less, of the amount that would otherwise be built.
T nearly all cellular antenna installations in Minnetonka and, it appears. In Edina
..;curred on taller buildings, water towers and other shared structures. We believe
important to continue to balance the aesthetics of our urban landscape with the
seeds of cellular technology through collaborative work with the cellular companies for
shared antenna locations.
Variance Reaue�
As stated, Minnetonka does not believe the antenna tower should be permitted at the
proposed location at t all. 35 feet ,to It
the 65foot maximum permitted b hardship that would ordnance.
warrant a variance to a 3
Mayor and Council
City of Edina
Page 3
Nor do we believe the existence of the tall MnDOT light standards at the Highway
169 /Crosstown interchange, or the U S West cellular tower located at the southwest
quadrant of the interchange in Eden Prairie, create enough reason to add another
extremely tall structure to the area.
Thank you for allowing me to communicate our City Council's concerns. We respectfully
request that you deny the Cellular One variance request. and not permit the construction of the
proposed tower at this location.
Please contact me at 939 -8209 if you have any questions about Minnetonka's position on this
matter.
S' cerely, '
David M. Childs
City Manager
DMC:do
cc: Mayor and City Councilmembers
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AGENDA ITEM II.B
Date Oct. 13, 1994
MM FROM THE DESK OF ...
Ralph c orrow
6504 WiUow Wood Rd
Edina, MN. 55436.1051
Mr. Fred Richards and members of the Edina City
Council:.
1 read the article in the Edina. Sun yesterday and
again was surprised to see the Interlachen Group
or so called neighborhood group is demanding the
City do it their-way regarding the Parkwood Knolls
land parcel.
I happen to live three (3) houses from the property
in question (on Willow Wood) and have never been
contacted by this group as to my feelings in this,
matter.
Their only care and concern about this neighborhood
is their own street and the traffic as it effects them.
Never once have they ever shown interest in the
neighborhood in general or the other streets that
surround this property.
I have attended the prior two meetings, I -was not
aware of the last one, and have written letters
expressing my feelings. I do- not feel comfortable
voicing my feelings at the meeting, because they
come in mass and overwhelm the meeting with their
stories on traffic, children, road surfaces etc. They
will not stop till they get the traffic from 169 off their
street, they refuse to share- the .responsibility of the
169 traffic with the other streets in the area.
Please consider the needs of all the owners of property
on the streets surrounding this land. Mr. Harvey
Hanson, I have found recently, is not the great
builder he pretends to be, but he does own the
land and has had the right to access from '169 and
Interlachen Blvd.
(over)
I have problems with certain comments of Mr. Renners
in the paper.
1. Cul -de -sac " - In my mind that means dead end, only
one access? Where is this access from?
2. "Even without the Interlachen connection their
would still be access to the development from all
directions even for maintenance vehicles ". From
this I gather Interlachen would not even be the road to
enter the property, so just what street is now to be
used, and who is going to get this traffic, and what
street will handle all the traffic from 169. A three
Road access was the only fair route to go no one
wants the additional traffic but spreading it out in
three directions is the only way.
3. No double front lots" stated before many
seniors would like to continue living in the same area
but would like to have maintens free property. It
is difficult to make dramatic changes in your life as
you get older and it would be nice to stay in the same
area in a town house or zero lot line home.
"Citizens happy that they are heard" - Well I'm not
happy the$ rest of us on the other streets never get
heard. Please mail out a survey to the owners of
property on the surrounding streets (Willow Wood,
Malibu, Parkwood, Telemark, Green Farms,) and see
how they feel. I don't know where the 60 people
Who signed the petition lived, but it's about time
you took an interest in the other property owners.
I don't think the people on Maloney Rd. will be happy
to hear that street can be the one to take the 169
traffic, thats the same type of road as Interlachen
but as usual this group doesn't care about anyone
else but themselves. 1 arty ".'r--"to death of this
situation and those people. Interlachen going
through to 169 has been on the books for years and
they all knew it, why didn't those residents fight it
when it was proposed back then.
Thank you for your time - Sincerely,
y
Agenda.Item II.C.2.
Consent
-s
7 ,
7D
4 Z.
oo,
42
REQUEST FOR PURCHASE
TO: Mayor & City Council
FROM: Francis Hoffman, Director of Public Works
VIA: Kenneth Rosland, City Manager
SUBJECT: REQUEST FOR PURCHASE IN EXCESS -OF $5,000
DATE: 17 October, 1994 . AGENDA ITEM
ITEM DESCRIPTION: Alley Surfacing - Sunnyside Road E -34
Company Amount of Quote or Bid
1. NO BIDS 1. $
2 2. $
3 3. $
4. 4. $
5. 5. $
RECOMMENDED QUOTE OR BID:
NO BIDS
GENERAL INFORMATION:
This project was bid. to pave the alley between Sunnyside Road and W. 44th Street. Contractors are so
busy this fall that no one bid this project. We are re- bidding this project with a new bid opening date of
November 3rd with a spring completion date. This is the first time this has happened in recent memory.
See additional attached memo.
�i Public Works - Engineering
Sign a6ure Department
The Recommended Bid Is
within budget not within budget John Wallin, Finance Director
Kenneth Rosland, City Manager
lop
Project Bidding:
In addition to the alley paving project in which we had no bids, the contractor for the
sidewalk project on Valley Lane has had a full fall schedule so that project is not yet
underway.
Prior to taking bids for the sidewalk project, we had talked to several contractors and all
were extremely busy. Most contractors indicated that a good possibility existed that
they could do little or no additional work this fall.
The sidewalk contractor's expected arrival in Edina is October 24th, weather permitting.
Several neighbors have called and are concerned about this issue. During the public
hearings staff had indicated that we believed the project could be done this fall.
However, we had to adjust our expectations after talking to several concrete
contractors.
Thomas and Sons is the contractor who will do the work and is, in my judgment, being
as cooperative as they can be.
REQUEST FOR PURCHASE
TO: Mayor Richards and City Council
FROM: John Keprios, Director
VIA: Kenneth Rosland City Manager
SUBJECT: REQUEST FOR PURCHASE IN EXCESS OF $5.00
DATE: October 7, 1994 AGENDA ITEM III .0
ITEM DESCRIPTION: Trees for Normandal a and Braemar Golf Courses
Company Amount of Quote or ENd
1, Margolis Bros. 1. $10,225.87.with tax
2. Easy Shade Tree 2. $10,560.00 w/o tax
3. 3.
4. 4.
5. 5.
RECOMMENDED QUOTE 'OR BID:
Margolis Bros. $10,225.87 with tax
GENERAL INFORMATION:
These are large trees to be planted at Normandale and Braemar's New Nine.
They must be planted this fall (weather permitting). Margolis trees
are larger and have a one year warranty.
Si n dture Departme t
The Recommended bid is
within budget not wit0in)xtdget�/ john Wallin, Fjnance Director
Kenneth Rosl nd City
(41.
REQUEST FOR PURCHASE
TO: Mayor & City Council
FROM: Francis Hoffman, Director of Public Works- ^
VIA: Kenneth Rosland, City Manager
SUBJECT: REQUEST FOR PURCHASE IN EXCESS OF $5,000
)ATE: 17 October, 1994
ITEM DESCRIPTION: Snow Plow De -Icing System
Company
1. Ruff ridge-Johnson Equipment Co., Inc. (Sole Source)
2
3
4.
5.
RECOMMENDED QUOTE OR BID:
F1UMNUA 11 CM
Amount of Quote or Bid
1. $ 11,195.28
2. $
3. $
4. $
5. $
Ruff ridge-Johnson Equipment Co., Inc. $ 11,195.28
GENERAL INFORMATION:
This is a brand new product that has been developed as a result of the Halloween snowstorm of two
years ago. It has been developed by the Minnesota Department of Transportation along with the
manufacturer. See attached description. Our Public Works staff would use this as our initial applicator
on the main streets. It provides a pre -wetted material to the street and thus we end up with a lot less
sand /salt mixture being thrown up on the boulevards. (OVER)
Signature
The Recommended Bid is /`
within budget not within bud
Public Works - Streets
Department
nance Director
Request for Purchase
Agenda Item III.D. ~
Page Two
There are ten units available in the state of Minnesota Minnesota DOT has purchased eight units, the City of
Andover, one, and we would recommend that the City of Edina purchase unit No. 10. The terms of purchase
would be that the City operate the new unit from November of 1994 to March 31, 1995 at no charge. If the
unit does not perform as expected, the unit can be returned with no costs, or if satisfactory, no carrying of
interest charges with payment due April 1, 1995.
The public works staff believes this unit will become the common method of snow and ice control in the very
short term.
This unit will replace a drop sander. Funding for this purchase will be from the equipment replacement fund.
TYLER
Admk AV A� 1�_ AlF TM
��
AM r r AW M "M M
� r
&W � t � ��� � m / m
TAILGATE OR V B OX
DE -ICING SYSTEM
TECHNOLOGY TODAY
FOR THE
CHALLENGES OF TOMORROW!
P.O. Box 249 BENSON, MN 56215
800/328 -9128 PH. 612/843 -3333 FAX 612/843 -2467
L1
"- ff Iffff _ " -- " T TAILGATE UNIT
AUGER SYSTEM:
Direct drive hydraulic motor with integral speed �-
sensor provides needed torque and dead accurate
control of auger speed. Rugged 1/4" end plates with
heavy gauge steel used throughout. Hinged auger
trough for full auger clean out with quick latch locks.
=: ® AIR SYSTEM:
5.. ; .
The acceleration of the salt /sand is obtained by a
powerful 6 inch centrifugal fan. The fan is powered by
a hydraulic motor and runs at speeds up to 6000 rpm.
This fan is specifically designed for this type of
application. and is proven dependable in the industry.
LIQUID SYSTEM:
Saddled over the tailgate is a 110 gallon reservoir.
This tank is strong enough to handle the most dense
liquid deicing materials. The liquid is pumped into the
air stream by a diaphragm pump where the liquid
envelops the salt for the industries only complete
100% coating of the particles.
07
RUFFRIDGE • JOHNSON EQUIPMENT CO., INC.
3024 - < ", , -- ._.
Minneapc:'_, : .. ' i414
(612) 378.5558
4 QUANTUM CONTROL SYSTEM:
The Tyler "Quantum" controller is the brain of the
Zero Velocity system. This simple. no nonsense
control will make certain you apply the correct
Ibs /mile and maintain an accurate liquid injection
percent regardless of changing vehicle speed. It's
simple and it's accurate: and a built in manual override
system makes it 100% dependable. Zero Veloc•it*
systems are also available as slip -in V -box models.
Call us today for technical specifications and current
prices.
Portions of this Tyler design are patented.
CONTACT YOUR DEALER FOR COMPLETE TECHNICAL SPECIFICATIONS
REQUEST FOR PURCHASE
TO: Mayor Richards and Members of the City Council
FROM: Ralph Campbell
VIA: , Kenneth Rosland City Manager
SUBJECT: REQUEST FOR PURCHASE IN EXCESS OF $5.000
DATE: 17 October 1994 AGENDA NO. III . E .
ITEM DESCRIPTION: PAPER — ABOUT TOWN AUTUMN ISSUE
Company Amount of Quote or Bid
UNISOURCE �' 5,905.69
2. 2.
3. 3.
4. 4.
5. 5.
RECOMMENDED QUOTE OR EID:
UNISOURCE
GENERAL INFORMATION:
Paper for "About Town" Fall edition
I
Signature
The Recommended bid is
within budget not
5,905.69
Department
1
Kenneth Rosland City
1'l
REPORT/RECOMMENDATION
TO: MAYOR AND COUNCIL
Agenda Item #
IV . A
FROM: CRAIG G. SWANSON
Consent
El
TRAFFIC SAFETY
Information Only
❑
DATE: OCTOBER 17, 1994
Mgr. Recommends
❑
To HRA
SUBJECT:
®
To Council
TRAFFIC SAFETY STAFF
Action
El
Motion
REPORT
❑
Resolution
❑
Ordinance
❑Discuss'
iscussion
Recommendation:
Motion to accept recommendations.
InfoBackground:
Section A outlines three (3) new or changed regulatory signs.
TRAFFIC SAFETY STAFF REVIEW
OCTOBER 3. 1994
The staff review of traffic safety matters occurred on October 3, 1994. Staff present
included the Assistant City Manager, the City Engineer, the Traffic Safety Coordinator,
and the Public Works Traffic Control Specialist.
From that review, the below recommendations are provided. On each of the items,
persons involved have been contacted and the staff recommendation has been
discussed with them. They have also been informed that if they disagree with the
recommendation or have additional facts to present, they can be included on the
October 17, 1994, Council Agenda.
SECTION A:
Requests on which the staff recommends approval.
(1) Request to upgrade "Yield" signs to "Stop" signs at Hillside Lane at Brook Drive.
The staff discussed the request in light of the Residential Stop Sign Policy.
Although the intersection is accident free, severe sight line restrictions occur in a
westward direction. This restriction, coupled with the geometrics of the
intersection, led the staff to recommend the upgrade of the "Yield" signs to "Stop"
signs at the intersection of Hillside Lane at Brook Drive.
(2) Request for a 3 -way "Stop" at W. 64th Street. at York Avenue South.
The intersection was observed along with the residential and office areas that it
serves. It is currently an uncontrolled "T" type intersection. Over 1000 vehicles
pass through it daily with many drivers not being familiar with the area. Given
the conflicting traffic routes, the volume, and the integral function of the inter-
section to 6400 -6500 York Avenue, the staff recommends the installation of a
"Stop" sign for westbound W. 64th Street at York Avenue South.
(3) Request for informational signing to identify 5024 -5108 access from W. 70th
Street.
The addresses in question have a singular access point just west of the busy
intersection of W. 70th Street and Metro Boulevard and house numbers can be
easily misread or not seen. Drivers, having missed the turn, find it difficult to
make a turnabout on W. 70th Street. Due to the unique circumstances, the staff
recommends installing an informational sign identifying access to 5024 -5108 W.
70th Street.
TRAFFIC SAFETY STAFF REVIEW
October 3, 1994
Page 2
(4) Request by the City Engineer to relocate the "Yield" sign at the intersection of
Wooddale Avenue at Country Club Road.
The staff recommends the relocation of the "Yield" sign from northbound
Wooddale Avenue to a location at northbound Country Club Road at Wooddale
Avenue.
SECTION B:
Requests on which the staff recommends denial of request.
(1) Request for child warning signs on W. 55th Street east of France Avenue South.
The staff discussed the facts known of the area in light of the City's Warning Sign
Policy. No unique circumstances or hazards could be identified and the staff
does not recommend signage.
(2) Request for additional "Stop" sign on Maloney Avenue to control speed.
The facts of Maloney Avenue traffic were discussed in light of the City's Multi -way
Stop Sign Policy. Warrants for "Stop" signs were not identified. Maloney Avenue
is a collector roadway with a safe record. Speeds along a collector roadway
may exceed 30 MPH and the staff recommends the Police Department Traffic
SafgN Unit review the area and consider an enforcement effort._
(3) Request for multi -way "Stop" signs on Sunnyside Road at Curve Avenue.
Traffic facts along Sunnyside Road were discussed in light of the City's Multi -way
Stop Sign Policy. No accidents were reported at the intersection over a 3 year
search period. No other warrants exist for the intersection. Speed enforcement
has formerly been utilized on Sunnyside Road and the staff recommends a
speed survey be conducted to determine if it is again required.
(4) Request for a multi -way "Stop" sign at W. 56th Street at Yvonne Terrace.
The staff discussed the request in light of the City Policy. Warrants for the
installation do not exist. The staff recommends a W. 56th Street speed survey
be conducted to assess conditions.
TRAFFIC SAFETY STAFF REVIEW
October 3, 1994
Page 3
(5) Request for a Right Turn Only lane for westbound Londonderry/Bren traffic at the
entrance to northbound TH 169.
The right lane of westbound Londonderry/Bren traffic is occasionally utilized by
through traffic. This prevents right turn on red traffic to enter the northbound
ramp during a "Stop" cycle. This condition is accentuated during rush hour. The
staff discussed this condition including the stacking that occurs during ramp
metering. Unrestricted right turns on red would further congest the ramp and
may discourage eastbound traffic turning to northbound TH 196. That traffic
may attempt residential by- passes. An MTC bus layover was noted in the area.
The staff does not recommend a right turn only lane at this time. The staff will
contact MTC in an attempt to relocate the bus layover.
SECTION C:
Requests which are deferred to a later date or referred to others.
(1) Request for a "Stop" sign for eastbound Telemark Trail at Parkwood Road to
control speed in the 6100 block of Parkwood Road.
The staff found the sign was not warranted and recommends the request be
addressed by the Planning Study to review the comprehensive plan of northwest
Edina.
Agenda #IV.B.
M E M O R A N D U M
TO: Mayor and Council
FROM: Ceil Smith
RE: Report on damage to vehicles
DATE: October 14, 1994
At the last Council Meeting, Staff was directed to have an
independent study done in order to determine what type of
substance was on the cars that had been parked in various
locations within the Pentagon Park area.
The first laboratory that Staff attempted to hire was Twin Cities
Testing. After several phone calls, a representative from Twin
Cities Testing informed Staff that they would be unable to work
for the City. Their firm had been engaged by an unnamed party
asking for the same tests to be done and to accept the City's job
would be a conflict of interest.
Staff then talked with Braun- Intertech about doing the tests.
Samples were taken from a couple of cars on October 7, 1994. At
this writing, the results from Braun are not expected until
October 19th or 20th. The reason for the delay, is that testing
of this type is done in Portland, Oregon. Staff was not aware
that this was Company policy, and was under the impression that
the testing would be done at the Company's Edina location.
At this point, it is the recommendation of Staff that the Council
delay hearing this issue until it's November 7, 1994 regular
Council Meeting.
I%
so
/A
O
REPORT/RECOMMENDATION
TO: Ken Rosland
Agenda Item # Iv . C .
FROM: Janet Chandler
Consent
11
Information Only
F1
DATE: October 17, 1994
SUBJECT: 1995 Recycling Contract
Mgr. Recommends
[-�
To HRA
FX 1
To Council
Action
El
Motion
Resolution
0
Ordinance
Discussion
Recommendation:
Extension of recycling contract through 1997, with opportunity for annual review and
adjustment as noted in the proposal letter from Woodlake.
Background Information:
On September 19, several recycling contract options were presented for Council
consideration. The current contract with Woodlake Sanitary service extends through
1995 and contains a scheduled payment increase of 11¢ per household per month for
1995. Woodlake has submitted proposals which would allow the 1995 rate to remain at
the 1994 level, or be reduced further if a contract extension is approved. The City also
has the option to change to curbside pickup at a lower cost.
RECYCLING CONTRACT OPTIONS
#1. CONTINUE WITH GARAGE SERVICE AT 1994 RATE, CONTRACT TO EXPIRE
DECEMBER 1995.
#2. EXTEND CONTRACT TO RUN THOUGH 1997, WITH PAYMENT SCHEDULE AS
SHOWN IN THE LETTER. 1995 RATE Is LOWER THAN 1994; 1996 RATE IS THE
SAME As 1994; THE 1997 RATE is 16¢ HIGHER THAN 1994.
#3. CHANGE TO CURBSIDE PICKUP, EXTEND CONTRACT THROUGH 1997.
In the earlier report to Council, the Recycling & Solid Waste Commission prioritized the
options as follows:
First choice - -Option #3, curbside service
Second choice - -Option #2, contract extension
Third choice - -Option #1, service at 1994 rate for 1995, contract expires 12/31/94
During the discussion on September 19, Council reaffirmed its previous decisions to
continue recycling pickup at the garage rather than curbside. There also was support for
option #2, but further information on the proposed rate schedule was requested.
The September 19 staff report also contained information on the recently adopted
Hennepin County recycling funding policy which will reduce funding from $1.75 per
household per month to $.80 per household per month in 1995. The chart below shows
the anticipated effects of the various contract options on the quarterly utility bill, taking
into account the reduced funding.
RECYCLING OPTIONS 1995
Hennepin County funding of $.80 per household per month
city Administr2tive costs of $.25 per household oer month
The staff recommendation to extend the contract (option #2) is based on the favorable
rate offered for 1995, and the opportunity for annual review and adjustment of rates for
the following years if warranted by market conditions.
Woodlake has provided Edina residents with reliable recycling service and has responded
promptly to remedy any service problems which are reported. They have responded to
the growth in recycling tonnage by replacing most of the original Edina recycling trucks
with new, larger capacity models, fitted with compactors for plastic bottles. Company
MONTHLY
QUARTERLY UTILITY
Contract I
Utility
1995
1994
lincrease
Existing Contract
Single Fam.
$.11 increase Multi -unit
$2.96
$2.41
$7.23
$4.20
$3.03
$2.34
$1.79
$5.37
$2.30
$3.07
Option #1: '94 rate
Contract Single Fam.
thru '95 Multi -unit
$2.85
$2.30
$6.90
$4.20
$2.70
$2.23
$1.68
$5.04
$2.30
$2.74
Option #2:
Contract Single Fam.
thru '97 Multi -unit
$2.55
$2.00
$6.00
$4.20
$1.80
$2.13
$1.58
$4.74
$2.30
$2.44
Option #3: Curbside
Contract Single Fam.
thru 97 Multi -unit
$2.15
1 $1.60
$4.80
$4.20
$0.60
1 $2.001
$1.45
1 $4.35
$2.30
$2.05
The staff recommendation to extend the contract (option #2) is based on the favorable
rate offered for 1995, and the opportunity for annual review and adjustment of rates for
the following years if warranted by market conditions.
Woodlake has provided Edina residents with reliable recycling service and has responded
promptly to remedy any service problems which are reported. They have responded to
the growth in recycling tonnage by replacing most of the original Edina recycling trucks
with new, larger capacity models, fitted with compactors for plastic bottles. Company
representatives have stated that other program improvements are being planned which
will make recycling easier for residents.
In terms of participation and total tons recycled, the program results have been
exemplary, outpacing the goals set by state and county mandates. In 1993, Hennepin
County residents recycled 22% of their trash. With the addition of appliances, yard
waste and other miscellaneous items, the total waste abatement rate for Hennepin
County was 38 %. In comparison, Edina residents recycled 29 %, and had a total waste
abatement rate of 54 %.
A letter dated Oct. 14 from Woodlake operations manager Tom Moline is attached, as
well as his letter of September 14 which was included with the earlier Council. report.
A representative from Woodlake is expected to be in attendance to answer Council's
questions.
N
01dAqf110cACV I
r
Recycled paper.
WOODLAKE SANITARY SERVICE, INC.
A Subsidiary of Wbste
® systww
eR0WNWG+E1Mo+ousrWS
September 14, 1994
Ms. Janet Chandler
Recycling Coordinator
4801 West 50th Street
Edina, Minnesota 55424
Dear Janet:
Thank you for meeting with myself and Kevin Tritz on Tuesday, September 6th, to review the rate
change and contract extension for the City of Edina.
Listed below are the different options we discussed.
Option #1: Retain the 1994 rate at $2.85/mo. for 1995 with no increase in cost.
Options #2 and #3, listed below, would involve a contract extension.
These rates are assuming a $12.00 return on the materials. There is a difference of five dollars and
we have calculated 50% of that difference in the rates.
With the contract extension we could also include a clause that the rate for materials return would be
reviewed on a yearly basis.
Should you have any additional questions please feel free to contact me.
Sincerely, �� ;ea'-;v
Tom Moline
Operations Manager
TK:kj
9813 FLYING CLOUD DRIVE • EDEN PRAIRIE, MINNESOTA 55347 • (612) 941 -5174 • FAX: (612) 946 -5266
AN EQUAL OPPORTUNITY EMPLOYER
1995
1996
1997
#2
Single Family
2.55
2.85
3.01
Multi- family
2.13
2.43
2.59
#3
Curb Single Family
2.15
2.50
2.61
Curb Multi - family
1 2.00
2.35
2.46
These rates are assuming a $12.00 return on the materials. There is a difference of five dollars and
we have calculated 50% of that difference in the rates.
With the contract extension we could also include a clause that the rate for materials return would be
reviewed on a yearly basis.
Should you have any additional questions please feel free to contact me.
Sincerely, �� ;ea'-;v
Tom Moline
Operations Manager
TK:kj
9813 FLYING CLOUD DRIVE • EDEN PRAIRIE, MINNESOTA 55347 • (612) 941 -5174 • FAX: (612) 946 -5266
AN EQUAL OPPORTUNITY EMPLOYER
Recycled paper
WOODLAKE SANITARY SERVICE, INC.
A Subsidiary of ykiste
S
aaOWMNGFUM loUSTWS
Ms. Janet Chandler
Recycling Coordinator
City of Edina
4801 West 50th St.
Edina, Mn 55424
Dear Janet,
This letter is meant to expand upon the idea of a materials return/review and also to tell you of
some of our efforts to become more efficient now and in the future on the recycling collection.
My intent in writing that sentence was to clarify this idea in the contract. I should have stated that
when the contract is extended, we can insert a change that says the rate for the sale of materials
can be reviewed on a yearly basis. If this rate of return for the materials increases significantly,
we can adjust the household rate down.
To help keep costs under control for the City of Edina, we are continually looking for greater
efficiency. Within the past year we have started using a different truck in Edina. It has a plastics
compactor on it, along with some other operational improvements.
BFI has just recently acquired the EPR facility in Eden Prairie. Maybe someday this could have
an impact on Edina recycling.
We are also considering the possibility of new equipment for processing. Once such idea is
equipment that would separate partially co- mingled materials. If BFI were to adopt this process,
we could make it easier for residents to recycle through commingling.
Should you have any question please feel free to contact me.
Sincerely,
Tom Moline
Operations- Manager -- - — -- - - - - --
TM/nae,
9813 FLYING CLOUD DRIVE • EDEN PRAIRIE, MINNESOTA 55347 a (612) 941 -5174 a FAX: (612) 946 -5266
AN EQUAL OPPORTUNITY EMPLOYER
AGENDA ITEM IV.0
October 12, 1994
TO: Members of the Edina City Council
FROM: William B. Horn, 4511 Browndale Ave., Edina
RE: RECYCLING PICKUP CONTRACT
I write in support of continuing the present plan for picking up
recyclables - garage or house side but not curbside.
In the early years of the green recyclable containers, about half
the residents of my neighborhood put their containers at the curb,
despite the announced and publicized plan. Possibly there was too
much information to digest. Furthermore, many residents put
containers out on Saturday or through the day on Sunday for Monday
morning pickup. The streets were unsightly over a three day
period, because the empty containers frequently were left out
through Monday. Finally, beginning in 1992, after repeated notices
from the Recycling Coordinator's office, residents caught on and
today overwhelmingly follow the garage or house -side rule.
My point is that our only experience with curbside pickup is not
good and that was when curbside was actually discouraged.
There are a few who still put containers at the curb or close to
it. I should think they are few enough for it to be practical to
call to their attention, specifically, the rule and the reason
behind it - neighborhood appearance. A card in the container might
be tried, but it shouldn't try to cover too much information.
True, yard refuse bags are often put out to the curb too early.
However, being brown, they are less noticeable and they do
disappear automatically on pick up day.
Incidently, for a few weeks this summer the Woodlake service person
in my neighborhood was dropping the empty trays at the curb and not
returning them to their original garage -side locations. This was
reported to Woodlake and the matter was corrected immediately.
Sgi�nc�erely,
William B. Horn
cc: Janet Chan+r, Recycling Coordinator
REPORT/RECOMMENDATION
TO: MAYOR AND COUNCIL
I FROM: KENNETH ROSLAND
TED PAULFRANZ
DATE: OCTOBER 17, 1994
SUBJECT:
FIRE DEPARTMENT
1992 -94 STUDY
Recommendation:
Agenda Item #
IV.D.
Consent
❑
Information Only
❑
Mgr. Recommends
❑
To HRA
❑
To Council
Action
❑
Motion
❑
Resolution
❑
Ordinance
®
Discussion
Review report and schedule a Saturday morning study session.
InfoBackground:
The attached Fire Department Study has been prepared by City Staff over the
period 1992 -94. The Study examines six organization options and provides a,
recommendation for implementation. Please review the Executive Summary
and Workplan.
f-
i
REPORT/RECOMMENDATION
TO: MAYOR AND COUNCIL
FROM: TERRY KEHOE
BUILDING
DEPARTMENT
DATE: OCTOBER 17, 1994
SUBJECT:
ODOR REDUCTION -
GOLDEN VALLEY
MICROWAVE FOODS
Recommendation:
Agenda, Item #
Ty _ F. _
Consent
❑
Information Only
❑
Mgr. Recommends
❑
To HRA
®
To Council
Action
❑
Motion
❑
Resolution
❑
Ordinance
❑
Discussion
Evaluate system installed October 14, 1994.
Info/Background:
After some complaints during the summer of this year, staff has been working
with Golden Valley Microwave Foods to come up with an interim fix and a
permanent fix. Golden Valley Microwave Foods has been open and very
willing to alleviate this problem.
Attached letter dated October 12, 1994 outlines Golden Valley Microwave
Foods course of action.
Note:
Carl Shannon (Edina Mechanical Inspector) estimates that 80%
- - - - - -of the offensive-odors -have_ been from their new--product - and - --
that this interim filter system should solve the problem.
P.1 /2
GOLDEN VALLEY MICROWAVE FOODS, INC.
7450 METRO BOULEVARQ EDINA, MINNESOTA 55439, TELEPHONE 612 - 835.6900- 800. 328 -6286
A CONAGRA COMPANY
October 12, 1994
Mr. Carl Shannon
City of Edina
4801 west 50th Street
Edina, MN 55424 -1394
Re: Edina Plant
Dear Carl:
VIA FACSIMILE
As you know, we have hired Rust Environmental and Infrastructure
to assist us in evaluating odors in the area of our Edina plant
and determining an appropriate method of controlling such odors.
To accomplish this, Rust must analyze. all the ingredients
currently used in our products. Because the manufacturers of
many of the flavors we use consider their ingredients to be
confidential, it has been difficult. for Rust to obtain all of the
information it has needed. However, we expect to have this
process completed shortly.
In the meantime, as you requested, we are installing a temporary
carbon filter in one of our exhaust fans in an effort to control
odors from the processing area of our fat -free product. We
expect to have this unit operating by Friday, October 14, 1994.
After installation, Rust will conduct tests to evaluate how
effective the carbon system is at removing these types of odors.
! Once Rust has all of the necessary information we can determine
which of the two available technologies, the carbon system or the
scrubbing system will be most effective in eliminating these
types of odors. Then we can put together a plan for implementing
the appropriate technology at the Edina plant. The expected time
frame for this-project is approximately 4 to 6 weeks to complete
information gathering and to determine with technology will work
- - -,
best-in--this-situation,--10--to-12-weeks--for delivery of-necessary--- _. .
equipment and 4 to 6 weeks for installation of these equipment.
Post-ft", brand fax transmittal memo 7671
o Paq�s .
To '
Co.
Co
aPL
Phonw 1
F81I/ kln A
X�
i
PONDWOOD TOWNHOMES ASSOCIATION, INC.
7727 PONDWOOD DRIVE
EDINA, MINNESOTA 55439,
September 30, 1994
Facilities Manager
Golden Valley Microwave Foods, Inc.
7450 Metro Boulevard
Edina, MN 55493
Dear Sir or Madam:
The eighteen homeowners in the Pondwood Townhomes at West 78th
Street and Delaney Boulevard would like to express their concern
about the odors emanating from your facility.
Several of the homes are for sale, and it is very embarrassing to
have to explain that terrible smell to a prospective buyer. It is
also lessening the enjoyment that we have always felt in our
wonderful location.
We ask that you take immediate steps to control the odor. Your
enrichment should not come at our cost.
Yours very truly,
PONDWOOD TOWNHOMES ASSOCIATION, INC.
o�
Lois M. Bredahl,. President
cc: / Edina City Council
I
LOIS M. BREDAHL
7716 PONDWOOD DRIVE
EDINA, MINNESOTA 55439
September 30, 1994
Facilities Manager
Golden Valley Microwave Foods, Inc.
7450 Metro Boulevard
Edina, MN 55439
Dear Sir or Madam:
Over the past several years, I have become increasingly aware of
the odor that is emitted by your plant near the Normandale Branch
of the Post Office. I never noticed the odor at my home, however,
so I never complained. That has all changed this summer.
This morning I was actually awakened by that nauseating odor as it
permeated by bedroom. In response to my phone call this morning,
a representative of the City of Edina informed me that your firm
has been put on notice to solve this odor problem, possibly by the
development of a filtration system to improve the air quality of
your exhaust.
I strongly urge you to pursue a solution to the problem
immediately. While this odor is the "sweet smell of success" to
you, it is a disgusting form of pollution to the rest of the
community.
Yours very truly,
Lois M. Bredahl
cc:% Edina City Council
L9
CITY OF EDINA
TELEPHONE COMPLAINTS
RE: GOLDEN VALLEY MICROWAVE FOODS
Odor Complaints
8/11/94 ... 5201 Duggan Plaza
8/12/94 ... 6620 Normandale (between 8:00 and 9:00 PM)
8/161/94 ... 6620 Normandale (odor very bad today) (3:46 PM)
9/07/94 ... 4801 Aspasia
There were some others that were not logged...
TO: Mayor Richards and
Council Members
FROM:
DATE:
SUBJECT:
REPORT/RECOMMENDATION
John Keprios, Director
Edina Park and Recreation
October 14, 1994
Set hearing date for
November 21, 1994
Tree trimming in Southeast section
of Edina.
RECOMMENDATION
Agenda Item # IV. F.
Consent
❑
Information Only
❑
Mgr. Recommends
❑
To IRA
0
To Council
Action
®
Motion
❑
Resolution
❑
Ordinance
❑
Discussion
Set public hearing date for tree trimming project #TT -95 - November 21, 1994
INFO /BACKGROUND
The Park and Recreation Department has been trimming boulevard trees by section throughout
Edina for the past 10 years. The southeast section was last done 6 years ago.
Improvement Locations Est. Cost*
*based on previous
trimming projects
Boulevard tree An area bounded by highway 100 on
trimming the West, Golf Terrace and 54th St on the approximately $70 per
(est. 2000 trees) North, Eastern City Boundary line on the tree trimmed
East, and the Southern City Boundary line
- - -- - on the South
Work to be funded by special assessment.
REPORT/RECOMMENDATION
TO: KENNETH ROSLAND
FROM: GORDON L HUGHES
DATE: OCTOBER 17, 1994
SUBJECT:
1995 AMM POLICIES
Recommendation:
Agenda Item #
IV. G.
Consent
❑
Information Only
❑
Mgr. Recommends
❑
To HRA
0
To Council
Action
❑
Motion
❑
Resolution
❑
Ordinance
UDiscussion
Consider the following AMM polices as priority issues for Edina.
Info/Background:
On November 3, 1994, the Association of Metropolitan Municipalities (AMM) will conduct
its legislative policy adoption meeting. The AMM has requested each member City to list
its top five priorities for action. I have reviewed the recommended policies and legislative
proposals and suggest the following policies as our top concerns.
1. POLICY I -B MANDATED STATE AND FEDERAL PROGRAMS
The AMM urges the legislature to recognize that mandated
increased expenditures in one program without a corresponding
infusion of funds, mandates a new property tax or a decreased
expenditure in the other service areas such as public safety, etc.
therefore, when new programs or increases to existing programs
are mandated, the legislature should provide substantial state
funding assistance.
REPORT/RECOMMENDATION - 1995 AMM POLICIES
October 17, 1994
Page two
2. POLICY A -3 MANDATORY LAND USE STANDARDS
The legislature should not pass legislation which mandates
uniform zoning and subdivision standards or which removes
additional land use regulation authority from local units of
government. Cities should retain the authority to regulate the
location, size, amount, and type of housing within their
boundaries. No legislative initiative needed. Cities do have a
responsibility, however, to provide a choice of affordable
housing opportunities.
3. POLICY E -2 MANDATED PROGRAMS - FUNDING SL=
Statistics compiled by the House Research Department show
that the majority of the state revenue is raised in the metro area
while only a minority of the state aids and credits are allocated
to the metro area. The AMM requests the legislature to
continue to reduce the imbalance and to consider how this
distribution of resources effects the economic growth and vitality
of the metro area and thus the entire state.
4. POLICY I -I FISCAL DISPARITY FUND DISTRIBUTION
The AMM opposes use of fiscal disparities to fund social or
physical metropolitan programs since it results in a
metropolitan -wide property tax increase hidden from the public
with an excessive impact on communities with lower property
wealth.
5. POLICY V -G TRANSPORTATION UTILITY
The AMM requests the legislature to establish a transportation
utility authority -for cities to use for street maintenance and
reconstruction similar to the existing storm sewer utility.
It should be pointed out that some AMM policies may not reflect the view points of the City
of Edina. In particular, the Council should review Policy I -F (found on page 8) which relates
to the conversion of LGA and HACA to School Aid Funding. Policy A -6 (found on page
19) which advocates a "nominal uniform metropolitan property tax" for the purpose of
funding a metropolitan enterprise fund; Policy C -I (found on page 33) which recommends
an elected Metropolitan Council; Policy V -J (found on page 54) which opposes legislation
that would allow cities to establish general speed limit control on a street by street basis.
too
as ociation of
metropolitan
municipalities
October 1994
BULLETIN
Dear AMM member local officials:
Attached are the recommendations for the 1995 Legislative Policy program from the AMM's four
standing committees. Please review the policies with your Council for action at the membership
meeting scheduled for Thursday November 3 at the Royal Cliff banquet facility in Eagan. A notice on
the specifics of the meeting will follow.
In order to give you the maximum time possible to review these policies, they are being distributed
prior to AMM board review. Any changes made by the Board at their October 13 meeting will be
sent to you in a subsequent mailing, but mark November 3 on your calendar now.
Please review the policies and list your top five priorities by policy number. Your participation is
important because the policy priorities help determine how staff time and resources are allocated.
(The policy committee suggestions are on the back.)
Sincerely,
Crai app
President, AMM
WIISII
414D V4011
111 ha k
•
•
Tall Ibriaritp Isoliciets
1.
2.
3.
4.
5.
City Name (optional):
Please bring your response to the November 3 membership meeting, or mail to the AMM office or
fax to Roger at 490 -0072.
3490 lexington avenue north, st. paul, minnesota 55126 (612) 490 -3301
POLICY COMMITTEE HIGH PRIORITY ISSUE SUGGESTIONS
REVENUE
I -F Oppose Conversion of City LGA and HACA to School Aid.
I -I State Fiscal Disparity Fund Distribution (Oppose use of F.D. to fund other
issues).
I -C and I -G -1 LGA AND HACA Continuation and Growth.
I -D -4 Property Tax Reform. (Oppose changes which would cause shifts in property
taxes creating large disparities among tax jurisdictions or regions.)
GENERAL LEGISLATION
II -A Oppose Reduction of Authority or Local Control.
II -B Tort Liability. (Maintain current limits).
II -G MHz (Insure flexibility).
HOUSING. ECONOMIC DEVELOPMENT AND LAND USE
III -A -4 State Housing Policy (The State should provide more resources for
affordable decent housing).
III -A -6 Metropolitan Housing
III -B -1 Cities Redevelopment and Economic Development Activities (Recommends
that a state development strategy be developed).
III -B -7 Development of Polluted Lands (recommends establishment of an effective
program to clean up contaminated soils to aid in redevelopment).
METROPOLITAN AGENCIES
IV -C -1 Selection of Metropolitan Council Members.
(Recommends that Metropolitan Council members be directly elected instead of
appointed).
IV -F -1 Operation and Maintenance Funding for Regional Parks.
IV -B Criteria for Extension of Metropolitan Governance Authority. (describes very
specific guidelines for any increase in authority for the regional governance
system).
IV -G -2 Surface and Ground Water Management.
*Revisions to the Metropolitan Land Planning Act. No AMM Policy has been
developed as yet but this will be a major item during the 1995 Legislative Session.
TRANSPORTATION
V -D Transportation Highway and Transit Funding Alternatives.
V -L Regional Transit System.
4
off
as ociation of
metropolitan
municipalities
RECOMMENDED
POLICIES
AND
LEGISLATIVE PROPOSALS
1995
Recommended for adoption by the AMM Membership. on November 3;1994
THIS DOCUMENT IS PRINTED ON RECYCLED PAPER
3490 Lexington avenue north, st. paul, minnesota 55126 (612) 490 -3301 " —' w
It
F. OPPOSE CONVERSION OF CITY LGA AND HACA TO .
SCHOOL AID 8
-i -
INDEX
PART ONE
MUNICIPAL REVENUES AND TAXATION
PAGE NUMBER
I. MUNICIPAL REVENUES
1 -10
A.
LEVY/VALUE LIMITS
1
1. Levy Limits
1
2. Oppose Valuation or operation Freezes
1
B.
MANDATED STATE AND FEDERAL PROGRAMS
2
C.
LOCAL GOVERNMENT AID
2
1. Aid Formula Criteria
3
2. Local Government Aid Formula
3
3. LGA Growth
4.
D.
PROPERTY TAX
4
1. General Class Rate Change
4
2. Non - Governmental Tax Exempt Property
4
3. State, County, City and Metropolitan owned
Tax Exempt Property
4
4. Property Tax Reform
5
E.
GENERAL FISCAL IMPACT POLICIES
6
1. Fiscal Note Continuation
6
2. Funding Shifts
7
3. State Revenue Stability
7
4 City Fund Balances
7
F. OPPOSE CONVERSION OF CITY LGA AND HACA TO .
SCHOOL AID 8
-i -
G. HOMESTEAD AND AGRICULTURAL CREDIT
AID (HACA) 9
1. HACA Continuation 9
2. HACA Growth Factor 9
3. HACA Buydown For Class Rate Changes 9
H. STATE IMPOSED FEE FOR SERVICE 10
I. FISCAL DISPARITY FUND DISTRIBUTION 10
-ii -
PART TWO
GENERAL LEGISLATION
II. GENERAL LEGISLATION
11 -15
A.
OPPOSE REDUCTION OF AUTHORITY OR
LOCAL CONTROL
11
B.
TORT LIABILITY
11
C.
GENERAL PUBLIC DATA
12
D.
POLICE AND FIRE PENSION PROVISIONS
13
1. Amortization Aid
13
2. Employee Contribution Amount
13
3. Benefit Increases
13
4. Assumption Changes
14
E.
CONTRACTORS PERFORMANCE BONDS
14
F.
911 TELEPHONE TAX
14
G.
800 MHz RADIO SYSTEM
15
-ii -
PART THREE
HOUSING AND ECONOMIC DEVELOPMENT AND LAND USE
III. HOUSING AND NEIGHBORHOODS 16731
A. HOUSING AND. NEIGHBORHOODS 16
1. Examine Local Requirements That Affect
B. ECONOMIC DEVELOPMENT 25
1. Cities Re- development and Economic Development
Housing Costs
17
2.
Practices By Other Levels Of Government
Which Affect Housing Costs
17
3.
Mandatory Land Use Standards
17
4.
State Housing Policy
18
5.
Local Housing Policy
19
6.
Metropolitan Housing Policy
19
7.
Neighborhood Liveability
20
8.
State And /Or County Licensed Residential
30
Facilities (Group Homes)
23
9.
Licensed Residential Facilities (Group
Homes) Inspections
24
B. ECONOMIC DEVELOPMENT 25
1. Cities Re- development and Economic Development
C. LAND USE PLANNING
-iii -
31
Responsibilities
26
2.
Reinstate/Expand Urban Revitalization Action
Program
26
3.
Equal Treatment of Cities
27
4.
Tax Increment Financing
27
5.
Responsible use of TIF
28
6.
Other Development Tools
28
7.
Development of Polluted Lands
29
8.
Building Permit Fee Surcharge
30
C. LAND USE PLANNING
-iii -
31
PART FOUR
METROPOLITAN GOVERNANCE, STRUCTURE, AND ISSUES
IV. METROPOLITAN GOVERNANCE PHILOSOPHY 32 -48
A. PURPOSE OF METROPOLITAN
GOVERNMENTAL STRUCTURE
32
B. CRITERIA FOR EXTENSION OF
METROPOLITAN GOVERNANCE AUTHORITY 32
C. STRUCTURES PLANNING, IMPLEMENTATION
AND FUNDING OF METROPOLITAN
SERVICES AND PROGRAMS 33
1.
Selection of Metropolitan Council Members
34
2.
Restructuring of Metropolitan Agencies
34
3.
Policy Planning - Implementation,
34
4.
Funding for Regionally Provided Services
35
5.
Regional Tax Rates and User Fees
35
D. COMPREHENSIVE PLANNING - LOCAL AND
REGIONAL INTERACTION 35
E. METROPOLITAN COUNCIL BUDGET/WORK
PROGRAM PROCESS 36
1. Budget Detail And Process 36
2. Program Evaluation 37
3. Reliance on Property Taxes 37
F. METROPOLITAN PARK AND OPEN SPACE
FUNDING 38
1. Operation and Maintenance Funding 38
2. Regional Bonding For Regional Parks 38
G. WATER RESOURCE MANAGEMENT 39
1. Water Supply 39
2. Surface and Groundwater Water Management 40
-iv -
3. Regional Wastewater (Sewer) Treatment System 41
4. Water Testing Connection Fee 41
H. WASTE STREAM MANAGEMENT 42
1. Integrated Waste Stream Planning 42
2. Hazardous and Dangerous Waste Management 44
3. Local Solid Waste Management Responsibilities 45
4. Funding 45
5. Organized Collection 46
6. Host Cities and Cleanup Responsibilities 47
PART FIVE
TRANSPORTATION
V. TRANSPORTATION POLICY STATEMENT 49 -58
A. STREET, BRIDGE, AND HIGHWAY GENERAL
FUNDING 50
B. METROPOLITAN TRANSIT SYSTEM GENERAL
FUNDING 50
C. TRANSPORTATION SERVICES FUND 51
D. TRANSPORTATION HIGHWAY AND TRANSIT
RJTNTD'AN G ALTERNATIVES 51
E. MSAS FUNDING FOR COMBINED CITY STREET
DEPARTMENTS 52
F. HIGHWAY JURISDICTION REASSIGNMENT,
TURNBACKS, AND FUNDING 52
G. TRANSPORTATION UTILITY 53
H. '3C' TRANSPORTATION PLANNING PROCESS -
ROLE OF ELECTED OFFICIALS 53
I. PRESERVATION OF RAILROAD RIGHT -OF -WAY 54
-v -
I f
J.
CITY SPEED LIMITS
54
K.
TRANSPORTATION INCENTIVES/
DISINCENTIVES
55
L.
REGIONAL TRANSIT SYSTEM
55
M.
", `" ' SCREENING COMMITTEE
56
N.
ME "UTAN TRANSPORTATION TAX
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O.
AIRPORT POLICY
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P.
BIKEWAY GRANTS PROGRAM
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-A -
MUNICIPAL REVENUE AND TAXATION
PAGE 1 THROUGH 10
LEGISLATIVE POLICIES
1995
MUNICIPAL REVENUE AND TAXATION
I -A LEVYNALUE LIMITS
A -1 LEVY LIMITS
The Association of Metropolitan Municipalities commends the Legislature for removing
artificial Levy Limitations from cities for 1993 and beyond. The AMM has consistently
opposed the levy limit laws in that they apply uniform statewide restrictions to cities and are
too inflexible to accommodate inflation, uncertainties in state and federal financial aids, and the
diverse problems and circumstances faced by cities throughout the state. Such laws are
inconsistent with principles of local self - government and accountability. Neither do they
recognize changing local conditions as to either expenditure needs or revenue sources. Levy
limits ultimately work against the interests of local taxpayers because the law creates an
incentive for cities to take maximum advantage of the opportunity to make general or special
levies.
THE AMM STRONGLY SUPPORTS THE LEGISLATURE'S DECISION TO END
LEVY LIMITATIONS FOR CITIES AND FURTHER URGES THAT LEVY LIMITS
NOT BE REINSTATED IN THE FUTURE.
A -2 OPPOSE VALUATION OR OPERATION FREEZES
During the 1993 legislative session the administration and some legislators made several
proposals related to levy limitation through freezes or referenda. As in the case of the previous
levy limitations these type of artificial restrictions will work adversely for the taxpayers in the
long run. Property valuation freezes will create property tax disparities between current and
new property and will create large individual tax bill fluctuations when the freeze is lifted and
property valued at market. Also, creating temporary payroll or operating freezes will in turn
cause larger increases at some later point or violation of state labor law. Providing referenda to
allow frozen operations to increase will in itself cost money and impose unnecessary
bureaucracy into the local government budget process.
THE AMM OPPOSES IMPOSITION OF ARTIFICIAL GIMMICKS SUCH AS
VALUATION FREEZES, PAYROLL FREEZES WITH REFERENDA, OR OTHER
LIMITATIONS TO THE LOCAL GOVERNMENT BUDGET AND TAXING PROCESS.
I -B MANDATED STATE AND FEDERAL PROGRAMS
The cost of local government is being influenced more and more by both state and federal
legislatively mandated programs and increased mandated benefits or costs for in place
programs. At the sarc a time the legislature and administration are suggesting that expenditures
are far too great at the local level and that cutbacks are needed. Cities cannot provide
additional mandated programs without seriously impacting the ability of cities to provide the
traditional services of public safety, street maintenance, snowplowing, etc. Mandated programs
such as pay equity, binding arbitration, PELRA, certain Data Practice requirements, expensive
election rules, waste recycling, and truth in taxation cost money. These costs must be recovered
through levy, state payment, or reduction of current service. There is no other way.
THE AMM URGES THE LEGISLATURE TO RECOGNIZE THAT MANDATED
INCREASED EXPENDITURES IN ONE PROGRAM WITHOUT A CORRESPONDING
INFUSION OF FUNDS, MANDATES A NEW PROPERTY TAX OR A DECREASED
EXPENDITURE IN THE OTHER SERVICE AREAS SUCH AS PUBLIC SAFETY,
ETC. THEREFORE, WHEN NEW PROGRAMS OR INCREASES TO EXISTING
PROGRAMS ARE MANDATED, THE LEGISLATURE SHOULD PROVIDE
SUBSTANTIAL STATE FUNDING ASSISTANCE.
I -C LOCAL GOVERNMENT AID
State Aid to cities has been a much debated legislative issue for over two decades. During that
time the formula(s) have ranged from pure per capita, to need based on value and service, to a
distribution based on location and- past spending. Homestead Credit has changed to Homestead
Aid and is no longer a direct taxpayer subsidy. New gimmicks such as Disparity Reduction Aid
(Mill rate equalization) and Tax Base Equalization Aid, have been invented to target money to
various regions when the general aid formula could not be politically designed to work, and
subsequently have been folded into the main LGA fund. With few exceptions, cities across the
nation have access to more than one form of municipal revenue. The dedicated Local
Government Trust Fund recognized that and was developed to provide Minnesota cities with a
second source, sales tax, in addition to the traditional small share of the property tax.
However, the legislature created structural deficits in the fund to ensure that LGA increases
would be held to less than sales tax growth.
Although, the LGTF has been eliminated, the legislature did recognize the need to continue
its partnership with cities and replaced the trust fund with an LGA growth index, the Implicit
2
Price Deflator for State and Local Government Services (IPD). The LGA fund will grow
annually at the rate of the IPD with a minimum of 2.5% and a maximum of 5 %.
C -1 AID FORMULA CRITERIA
ANY AID DISTRIBUTION FORMULA SHOULD CONSIDER AND SUBSTANTIALLY
INCORPORATE THE FOLLOWING CRITERIA:
-THE SALES TAX IS A GENERAL REVENUE SOURCE FOR CITY EXPENDITURES
AND THUS SOME DISTRIBUTION TO EACH COMMUNI-TY-MUST BE PROVIDED
TO UPHOLD THE ORIGINAL COMMITMENT TO ALL OF THE STATES
TAXPAYERS;
- RECOGNITION OF BURDENS CAUSED BY RAPID POPULATION GROWTH;
- RECOGNITION OF BURDENS CAUSED BY POPULATION LOSS IN MEETING THE
DEMANDS FOR PUBLIC SERVICES;
- RECOGNITION OF NEEDS BASED ON CHANGING DEMOGRAPHICS SUCH AS
AGING POPULATION, HOUSING STOCK, AND INFRASTRUCTURE;
- RECOGNITION OF WEALTH OR TAX CAPACITY;
- RECOGNITION OF BASIC NEEDED SERVICES WHICH SHOULD BE SUPPORTED
AT AN APPROPRIATE SUPPORT LEVEL; AND
- RECOGNITION OF PROPERTY TAX BURDEN RELATIVE TO INDIVIDUAL
WEALTH.
C -2 LOCAL GOVERNMENT AID FORMULA
The aid formula proposal developed by the League of Minnesota Cities for the 1993 legislative
session basically incorporated the criteria as stated in I -C -1 above. The legislature modified the
LMC proposal by using average statewide tax rate times tax capacity as the base rather than
twice the average tax base, substituted a declining grandfather for the LMC rolling grandfather,
and added some cap limitations. The 1994 legislature changed the grandfather to 1993.
Although the distribution changed some, the adopted formula is based on need and does
substantially include the need criteria.
ALTHOUGH THE ORIGINAL 1993 LMC PROPOSED LGA FORMULA IS
PREFERRED, THE AMM CAN SUPPORT CONTINUATION OF THE CURRENT LGA
FORMULA. IF CHANGES ARE CONSIDERED BY THE 1995 LEGISLATURE, AMM
WILL SUPPORT ONLY CHANGES OFFERED TO THE CURRENT FORMULA THAT
HAVE A POSITIVE IMPACT ON METRO AREA CITIES.
3
C -3 LGA GROWTH
In order to ensure that city property taxes -do not grow abnormally, there needs to be continued
growth in the LGA which is a major portion of the overall revenue base of cities.
THE AMM SUPPORTS CONTINUED GROWTH OF LGA AT THE GROWTH RATE
OF THE IMPLICIT PRICE DEFLATOR (IPD) WITH A MINIMUM OF 2.5% PER
YEAR TO MAINTAIN THE EXISTING LEVEL OF PROPERTY TAX RELIEF.
ADDITIONAL PROPERTY TAX RELIEF SHOULD BE CONSIDERED BY THE
STATE AS REVENUE WARRANTS.
I -D PROPERTY TAX
D -1 GENERAL CLASS RATE CHANGES
A portion of the property tax relief provided to farms by the 1993 legislature was accomplished
by shifting county and school taxes to city taxpayers. This shifting causes local property tax
burdens for certain properties to increase due to the actions of the state legislature. However,
local government officials are held responsible by their taxpayers.
THE AMM OPPOSES CHANGES TO THE PROPERTY TAX CLASSIFICATION
SYSTEM THAT WOULD CAUSE SIGNIFICANT SHIFTING OF PROPERTY TAX
BURDENS FROM ONE CLASS TO OTHERS.
D -2 NON - GOVERNMENTAL TAX EXEMPT PROPERTY
One of the glaring inequities in the Minnesota tax system involves the fre;; local services that
are provided to tax exempt property owned by certain non - governmental organizations. It is
widely acknowledged that such property benefits directly from governmental services such'as
police and fire protection and street services provided by cities. However, since there is not
legal basis for claiming reimbursement for the cost of such services, they are borne by the local
taxpayers. Furthermore, such property is concentrated in certain cities resulting in a heavy cost
burden in certain parts of the state.
THE ASSOCIATION BELIEVES THIS PROBLEM SHOULD BE CORRECTED BY
ENACTING LEGISLATION, REQUIRING OWNERS OF TAX EXEMPT PROPERTY,
EXCEPT FOR CHURCHES, HOUSES OF WORSHIP, AND PROPERTY USED
SOLELY FOR EDUCATIONAL PURPOSES BY ACADEMIES, COLLEGES,
UNIVERSITIES AND SEMINARIES OF LEARNING, TO REIMBURSE CITIES FOR
THE COST OF MUNICIPAL SERVICES SUCH AS POLICE, FIRE, AND STREETS.
D -3 STATE, COUNTY, CITY AND METROPOLITAN AGENCY OWNED TAX
EXEMPT PROPERTY.
4'
The State of Minnesota, some cities, counties and Metropolitan Agencies own a significant
amount of property within the metropolitan area. Cities provide a range of services that benefit
these properties. However, since the they are exempt from paying property taxes, municipalities
are not reimbursed for the cost of these services. This places an unreasonable burden on cities.
The State of Wisconsin established a program called "Payment for Municipal Services" in
1973. The program provides a mechanism for municipalities to be reimbursed by the state for
services they provide to state -owned properties. Through a formula based on the value of
state -owned buildings within a city, the Wisconsin system reimburses cities for police, fire, and
solid waste services.
THE AMM ENCOURAGES THE STATE LEGISLATURE TO ESTABLISH A
PROGRAM FOR REIMBURSING MUNICIPALITIES FOR SERVICES TO STATE,
COUNTY, OTHER CITY AND METROPOLITAN AGENCY FACILITIES. THE
PROGRAM SHOULD ENSURE THAT CITIES RECEIVE COMPENSATION FOR
SERVICES THAT ARE FUNDED THROUGH GENERAL REVENUE, SUCH AS
POLICE AND FIRE, WHICH ARE VALUABLE TO THE STATE OF MINNESOTA,
COUNTIES, ANOTHER CITY AND METROPOLITAN AGENCIES.
D -4 PROPERTY TAX REFORM
Many significant changes in the property -tax system have been made since the 1988 Session.
The AMM believes it is critical that any future proposals be evaluated on the basis of their
impact on individual communities. A proposal that may appear balanced on a statewide basis
can have very disparate effects on individual cities.
The difference in property tax burdens among taxpayers living in neighboring tax jurisdictions
which provide similar services must also be kept within reasonable limits. Any significant tax
burden disparities would adversely affect cities' abilities to compete on a fair basis for
residents and economic development.
Tax increment districts are dependent on tax rates and assessment ratios of the current property
tax system. The financial viability of those projects should not be jeopardized by state - imposed
changes in the tax structure. Likewise, enterprise zone businesses have been recruited based on
a commitment that they would receive a preferential classification ratio in the calculation of
their property tax obligations. These development districts should be protected from any
negative consequences of tax reform. The tax increment financing plan in effect at the time
legislation is passed should be the basis for determining remedies.
In enacting any major reforms of the Minnesota property tax system, including the
complementary system of property tax relief through aids to local government, the AMM
recommends that the Legislature pursue policies which meet the following conditions:
THE IMPACT OF ANY PROPOSAL SHOULD BE THOROUGHLY ANALYZED, FOR
5
MAJOR SHIFTS THAT INCREASE DISPARITIES IN TAX BURDENS AMONG
TAXING JURISDICTIONS OR REGIONS WITHIN THE STATE SHOULD NOT
OCCUR.
ALL SIGNIFICANT CHANGES SHOULD BE PHASED IN SO THAT CITIES CAN
ADEQUATELY PLAN FOR ANY NEEDED ADJUSTMENTS.
LOCAL GOVERNMENT AID, OR AN EQUIVALENT PROGRAM OF PROPERTY
TAX RELIEF SHOULD REMAIN AN ESSENTIAL COMPONENT OF THE
PROPERTY TAX SYSTEM. CATEGORICAL AID PROGRAMS SHOULD NOT
BECOME A SUBSTITUTE FOR LGA AND RELATED PROPERTY TAX RELIEF
PROGRAMS.
PROPERTY TAX REFORM SHOULD RECOGNIZE THE TAX/CASH FLOW NEEDS
OF AND NOT JEOPARDIZE EXISTING DEVELOPMENT DISTRICTS, TAX
INCREMENT FINANCE DISTRICTS OR ENTERPRISE ZONES.
THE CHANGES IN TAX STATEMENTS MADE BY THE 1988 LEGISLATURE HAVE
THE POTENTIAL TO MISLEAD TAXPAYERS ABOUT THE VALUE OF
HOMESTEAD AND AGRICULTURAL CREDIT AID (HACA) PAYMENTS MADE TO
LOCAL GOVERNMENTS AND SHOULD BE CORRECTED.
AN INCOME - ADJUSTED CIRCUIT BREAKER AND RENTERS' CREDIT SHOULD
CONTINUE.
SIMPLIFICATION AND ACCOUNTABILITY ARE DESIRABLE GOALS THAT
SHOULD BE ADDRESSED WITHIN THE ABOVE TENETS.
I -E GENERAL FISCAL IMPACT POLICIES
E -1 FISCAL NOTE CONTINUATION
Many laws are passed each year by the legislature which have a substantial effect on the
financial, viability of cities. Some of these, such as revenue and tax measures, have an obvious
and direct effect which is often calculated and reported during the hearing process. Many
others, such as worker's compensation benefit increases, mandated activities, binding arbitration
and other labor related legislation, social programs, etc., have costs which are not as obvious
but which will now be known due to a fiscal note requirement. Cities and others will now be
able to determine the real cost of a program or suggestion and be able to use this data in
determining the merits.
THE STATE SHOULD CONTINUE A POLICY OF "DELIBERATE RESTRAINT" ON
ITS MANDATED PROGRAMS AND UTILIZE EXTENSIVELY THE FISCAL -NOTE
STATUTE IDENTIFYING LOCAL GOVERNMENT COSTS ON ANY NEW
,:.1
MANDATED PROGRAMS.
E -2 FUNDING SHIFTS
The Minnesota House of Representatives Research Department annually prepares 'Major State
Aids and Taxes: A Comparative Analysis'. The statistics for 1985 through 1992 show an
imbalance of state revenues collected and aids and credits distributed between the metropolitan
and outstate areas. Nearly 65 % of the State Revenue is collected in the Metropolitan Area
while only about 46% of the aids and credits are redistributed in the metro area. In 1992 there
was nearly $.59 returned in aids and credits for each dollar collected in the metro area (down
1/2 cent from 1990) whereas, there was $ 1.25 returned per $1.00 collected in greater
Minnesota (down 7 cents from 1990). The trend in the past two to three years has been very
slightly in favor of the metro area but there is still a vast imbalance in favor of outstate -
distribution per amount collected. If the imbalance is allowed to continue, state tax and aid
policies may jeopardize the future economic growth of the metro area to the detriment of the
whole state.
STATISTICS COMPILED BY THE HOUSE RESEARCH DEPARTMENT SHOW
THAT THE MAJORITY OF THE STATE REVENUE IS RAISED IN THE METRO
AREA WHILE ONLY A MINORITY OF THE STATE AIDS AND CREDITS ARE
ALLOCATED TO THE METRO AREA. THE AMM REQUESTS THE LEGISLATURE
TO CONTINUE TO REDUCE THE IMBALANCE AND TO CONSIDER HOW THIS
DISTRIBUTION OF RESOURCES EFFECTS THE ECONOMIC GROWTH AND
VITALITY OF THE METRO AREA AND THUS THE ENTIRE STATE.
E -3 STi4-..L '�'ENUE STABILITY
The AMM has in the past supported a state reserve fund to help deal with unanticipated
economic changes that could result in mid year cuts to various city aid programs. The AMM
also supports cash flow balances for cities so that short term borrowing is unnecessary. The
same case can be made for the states cash flow. Finally, it seems prudent to develop a mid
term correction or unallotment process that does not penalize any one segment of the state
budget recipients over another segment if the economy drops beyond a reasonable reserve
balance.
THE AMM SUPPORTS A CONTINUED STATE FUND TO PROVIDE FOR STATE
BUDGET CASH FLOW NEEDS AND A RESERVE FOR UNEXPECTED BUDGET
SHORTFALLS DUE TO ECONOMIC DOWNTURNS. THE AMM ALSO
ENCOURAGES THE LEGISLATIVE COMMISSION ON PLANNING AND FISCAL
POLICY TO ADOPT A UNIFORM ACROSS THE BOARD UNALLOTMENT
PROCESS FOR MAJOR ECONOMIC DOWNTURNS SIMILAR TO THAT PROVIDED
BY THE 1993 LEGISLATURE.
E -4 CITY FUND BALANCES
7
There are several reasons why cities must carry adequate fund balances. First, cities need
substantial cash balances at the beginning of their fiscal year to finance expenditures for the
first six months of the year. (By statute, cities' fiscal year is on a calendar year basis, running
from January 1 through December 31.) The main sources of city revenue are property taxes
and state aid; property tax payments are not made to cities until June and state aid is not
provided until late July -- six to seven months into the city fiscal year. Without the necessary
cash balance at the beginning of the year cities do not have funds to operate for the first half of
the fiscal year. The alternative would be for the city to engage in costly borrowing which is not
in the interest of local taxpayers or the state. The office of the state auditor has recommended
that to be prudent, cities should carry an end -of -the -year dedicated cash balance sufficient to
fund city expenditures for the first half of the year.
Second, mane ri.i �, a1.; order to save taxpayer dollars and avoid paying costly interest on debt,
accumulate funds for major capital purchases and infrastructure. A common example is saving
over a period of years to purchase an expensive fire engine or public works vehicle. In some
cities, it may appear as if a city has a large reserve compared to its annual expenditures, but in
reality it is "saving" for a major purchase. Confusion over this practice has lead cities to more
prudently designate their fund balances to clarify the intended future use of such funds.
Because of the vast differences in the size of the 856 cities of Minnesota and the various local
preferences in financing purchases, it would be bad public policy for the Legislature to restrict
or eliminate cities' abilities to accumulate fund balances.
Third, cities need to maintain some fund balance to meet emergency or unanticipated
expenditures created by situations such as cuts in aid, natural disasters, lawsuits, and premature
breakdown of vital equipment. Cities are not given the necessary revenue raising authority to
be able to address these issues in the middle of a budget year.
And finally, bond rating firms require liquidity and a demonstrated ability to pay debt in order
to receive a favorable bond rating. Bond rating firms scrutinize city fund balances when rating
bonds. The better the bond rating of a city, the lower the interest cost of borrowing is to the
taxpayer. Therefore,
THE LEGISLATURE SHOULD NOT ATTEMPT TO CONTROL OR, RESTRICT CITY
FUND BALANCES. THESE FUNDS ARE NECESSARY TO MAINTAIN THE FISCAL
VIABILITY TO MEET UNEXPECTED OR EMERGENCY RESOURCE NEEDS OF
CITY GOVERNMENTS, TO PURCHASE CAPITAL GOODS AND
INFRASTRUCTURE, PROVIDE ADEQUATE CASH FLOW AND TO MAINTAIN
HIGH LEVEL BOND RATINGS.
I -F OPPOSE CONVERSION OF CITY LGA AND HACA TO SCHOOL AID
Converting city HACA or LGA to school aid would force many cities to dramatically
increase their property taxes in order to maintain sufficient operating revenues. Reducing
8
school levies across all jurisdictions by taking aids from cities would cause significant tax rate
deferential between cities that now receive a high proportion of aid versus those that receive
little aid. This will be especially dramatic between cities and bordering towns. In addition,
due to constant pressure to increase the resources available for schools, there is no assurance
that conversion of city HACA or LGA to school aid would result in permanent reductions in
school levies or have a neutral impact on the taxes paid by local taxpayers. In fact, based on
previous history it is almost certain that local school property tax rates will increase.
THE AMM STRONGLY OPPOSES CONVERSION OF CITY LGA AND HACA TO
SCHOOL AID.
I -G HOMESTEAD AND AGRICULTURAL CREDIT AID (HACA)
G -1 HACA CONTINUATION
Homestead and Agricultural Credit Aid (HACA) is the residual aid from the old Homestead
and Agricultural credit programs. Taxpayers see a Homestead calculation on their Property Tax
Statements but as time has passed, this calculated number and the actual HACA payment to
local governments is significantly different and of no relationship. $50 million of city HACA
was shifted to schools in the late 1980's and has since been further reduced through general aid
cuts. Unfortunately the school tax rates reduced by the shift have since risen beyond the
buydown level. HACA is an integral part of the state and local governmental service
financing. It is the vehicle used to control property tax increases when class rates are modified
and it augments not duplicates the LGA system. HACA is as important as LGA and thus
should be continued as a major part of the state and local fiscal partnership.
HACA SHOULD BE CONTINUED AS A PART OF THE STATE AND LOCAL FISCAL
RELATIONSHIP AND INCREASED AS APPROPRIATE.
G -2 HACA GROWTH FACTOR
HACA is approximately 40% of the total aid to cities. The 1993 legislature repealed the HACA
growth factor for cities, towns, schools, and special taxing districts but not for counties
beginning in 1994. A HACA growth factor assures that the property tax relief provided by the
state through the classification system is paid by the state and not through tax shifts to other
property. It is needed to continue property tax relief along with the LGA program.
THE AMM URGES THE LEGISLATURE TO RESTORE THE HACA GROWTH
FACTOR FOR ALL CITIES AND TO APPLY THE SAME IMPLICIT PRICE
DEFLATOR INDEX TO THE CURRENT HACA DISTRIBUTION AS IS APPLIED TO
LGA.
G -3 HACA BUYDOWN FOR CLASS RATE CHANGES
In the past the legislature has used HACA to pay for class rate changes for C/I and high valued
homestead properties to ensure that other property classes are not penalized.
THE AMM SUPPORTS STATE BUYDOWN OF FUTURE CLASS RATE CHANGES
THROUGH HACA TO PREVENT SHIFTING PROPERTY TAX BURDENS TO
OTHER PROPERTY CLASSES.
I -H STATE IMPOSED FEE FOR SERVICE
The legislature recently adopted a fee of $5.21 for each municipality connected water hook up
to provide money for federally mandated water well testing. The state imposed the fee in a way
that local city officials have been blamed for the fee and increases on water bills resulting from
the fee. In addition the tee was not imposed on trailer parks and certain other private interests,
thus allowing a large portion of the population to escape paying. Finally, it has been reported
that the total collected was in excess of the need and that the excess has been deposited in the
state general fund for general expenses.
THE AMM OPPOSES THE STATE MANDATING FEES IN A MANNER THAT
FORCES CITY OFFICIALS TO BE HELD AS. THE RESPONSIBLE CULPRITS IN
LEVYING AND EXPLAINING THE PURPOSE. THE AMM ALSO OPPOSES FEES
THAT ARE NOT SPREAD EQUITABLY TO ALL AND OPPOSES OVER
COLLECTION OR USE OF A REVENUE GENERATED FOR A SPECIFIC PURPOSE
TO BE USED FOR GENERAL GOVERNMENT EXPENSES.
I -I FISCAL DISPARITY FUND DISTRIBUTION
Fiscal Disparities (F.D.) is a fiscal tool that shares Commercial/Industrial property value for tax
purposes in the seven - county metropolitan area. Its primary purpose is to help equalize, to
some degree, the property tax wealth among the cities by sharing part of the growth in
communities experiencing significant growth with those experiencing little growth. A secondary
aspect is it tends toward equalizing taxes on similar C/I properties in various communities.
Recently suggestions have been raised to use a percentage of the fiscal disparities ' funds for
specific social or other programs in the metropolitan area. Because of the way F.D. is
calculated, this would amount to a hidden property tax increase across the metropolitan area
that impacts the property tax poorer cities the most. Fiscal disparities distribution is applied
after levy certification so the property tax increase is automatic, not discretionary at the local
level. Therefore,
THE AMM OPPOSES USE OF FISCAL DISPARITIES TO FUND SOCIAL OR
PHYSICAL METROPOLITAN PROGRAMS SINCE IT RESULTS IN A
METROPOLITAN -WIDE PROPERTY TAX INCREASE HIDDEN FROM THE
PUBLIC WITH AN EXCESSIVE IMPACT ON COMMUNITIES WITH LOWER
PROPERTY WEALTH.
A
H
GENERAL LEGISLATION
PAGE 11 THROUGH 15
GENERAL LEGISLATION
II -A OPPOSE REDUCTION OF AUTHORITY OR LOCAL CONTROL
The AMM has for many years opposed certain statutory changes that erode local authority or
mandate activities which cost money to implement unless there is a provision to recover those
costs. Rather than adopt a separate policy for each issue, the AMM believes that as general
policy the legislature should not decrease current authority or mandate activities creating added
costs to cities without providing the necessary funding or unless there is overwhelming obvious
demonstration of obvious need. Included in this general policy is opposition to mandates such
as; mandating wards for elections, setting city employee salaries, state or metropolitan licensing
of tree treatment contractors, plumbing inspections by licensed plumbers only, and requiring
competitive bidding for land sales.
THE AMM OPPOSES STATUTORY CHANGES WHICH ERODE LOCAL CONTROL
AND AUTHORITY OR CREATE ADDITIONAL TASKS REQUIRING NEW OR
ADDED LOCAL COSTS WITHOUT A CORRESPONDING FUNDING MECHANISM.
THIS INCLUDES MANDATING ELECTION BY WARDS AND INTRUSION IN
SETTING LOCAL SALARIES.
II -B TORT LIABILITY
The Municipal Tort Liability Act was enacted to protect the public treasury. while giving
citizens relief from the arbitrary, confusing, and administratively expensive prior doctrine of
sovereign immunity with its inconsistent and irrational distinctions between governmental and
proprietary activities. The act has served that purpose well in the past, however, courts
frequently forget or ignore the positive benefits secured to citizens damaged by public servants
as a result of enactment of, the comprehensive act which includes some limitations on liability
and .some qualifications of normal tort claims procedure.
The special vulnerability of far -flung government operations to debilitating tort suits continues
to require the existence of a tort claims act applicable to local governments or local
governments and the state. The need for some type of limitations is evidenced by recent
experiences with the insurance market. Cities in Minnesota are finding it increasingly difficult
to obtain insurance at an affordable rate, if.at all. Amendments in 1983 to double the dollar
amounts recoverable by plaintiffs should be adequate to satisfy any reasonable claim Further
changes in limits beyond the current $200,000 per person and $600,000 per occurrence should
not be made.
Joint and several liability provisions have been modified to lessen the deep pockets effect
some. The current limit of payment is times two for liability of 35% or less (i.e. if the city is
11
30% liable, they may be required to pay 60% of the damage award) or total responsibility if
liability is over 35% (i.e. if the city is 40% liable, they may be required to pay 100% of the
damage award). This still seems onerous especially when this comes out of taxpayers pockets.
Payment liability should definitely not be increased.
The municipal tort liability limits do not apply to an employee working for a second non
municiple employer that may or may not have liability insurance. This exception could cause
awards against a city to be greater than the statutory limits.
THE AMM SUPPORTS THE CONTINUED EXISTENCE OF THE MUNICIPAL TORT
LIABILITY ACT AND RECOMMENDS THAT THE CURRENT LIMITS OF
LIABILITY REMAIN INTACT. JOINT AND SEVERAL LIABILITY PROVISIONS
FOR PAYMENT LIMITS SHOULD NOT BE INCREASED FROM CURRENT LAW
SO THAT TAXPAYERS ARE NOT SUBJECTED TO DEEP POCKET AWARDS.
LIABILITY LIMIT EXCEPTIONS FOR MUNICIPAL EMPLOYEES WORKING FOR
A SECOND NON MUNICIPAL EMPLOYER SHOULD BE ELIMINATED.
II -C GENERAL PUBLIC DATA
The Government Data Practices Act allows municipalities to charge the actual costs of
searching for, retrieving, and copying public data if copies of the data are requested. The law
prohibits municipalities from charging the costs of searching for and retrieving data if a person
asks only to inspect it. In many cases, the searching and retrieving are the most
time - consuming aspects of supplying data. Making a copy is frequently only a small portion of
the time required and should not be the standard for determining whether a charge is
appropriate.
Profit- making enterprises have used this free service to augment their businesses. For example,
individuals have established businesses for preparing special assessment searches. Personnel
from these businesses use city facilities, including expensive computer equipment, to obtain the
special assessment data. The personnel may also take significant amounts of staff time for
explanations of the data collected. They then dominate the publicly provided telephone for
lengthy periods to transmit the information obtained. These businesses use city facilities and
personnel as part of a profit- making enterprise, solely at taxpayer expense. Municipalities
should be allowed to charge for retrieving and explaining public data whether or not the
request includes copying.
The law also prohibits municipalities from charging for separating public from non - public data.
This task may be very time- consuming and is necessary to protect the non - public data.
Municipalities should be allowed to charge for this service.
To preserve the Act's spirit and intent of keeping government records open to inspection for
public purposes, the new charges proposed would not apply to the media or to private citizens
12
requesting information about themselves or their own properties.
THE AMM ENCOURAGES THE LEGISLATURE TO AMEND MINN. STAT. 13.03,
SUBD. 3 TO ALLOW MUNICIPALITIES TO CHARGE FOR RETRIEVING AND
EXPLAINING PUBLIC DATA AND FOR SEPARATING PUBLIC FROM
NON - PUBLIC DATA. THIS' AMENDMENT WOULD NOT APPLY, HOWEVER, TO
THE MEDIA OR TO PRIVATE CITIZENS REQUESTING INFORMATION ABOUT
THEMSELVES OR THEIR OWN PROPERTIES.
II -D POLICE AND FIRE PENSION PROVISIONS
Local police and full -time fire relief associations were phased out by the 1980 legislature
unless the local council opts to keep the relief association. All new employees will become part
of the state police and fire PERA fund and the state will reimburse local units for a portion of
the unfunded liability remaining in the local fund. The unfunded liability was projected to be
paid by the year 2011 but during the 1980's, investment earnings were in excess of 10% and
thus could, at that continued rate, reduce the time to year 2005. Past earnings are not an
indication of what happens in the future. The legislature considered siphoning earnings in
excess of that needed for 2011 amortization to reduce state payments and property tax levy for
unfunded liability as well as provide a bonus (13th. paycheck) to retirees. If investment
increase drops below 10 %, the local property taxpayers in future years will pay more, not only
to pick up the property tax reduction but the state reimbursement reduction. It would be better
public policy to wait until the unfunded liability is funded. Also, 1979 Law set employee
contributions at 8 % and the Legislative Retirement Commission has in the past established a
general policy requiring public safety employees to pay 40 % of the normal pension costs.
D -1 AMORTIZATION AID
THE AMM OPPOSES LEGISLATION THAT PROVIDES FOR REDUCTIONS OF
STATE AMORTIZATION AID TO LOCAL POLICE AND FIRE RELIEF
ASSOCIATIONS.
D -2 EMPLOYEE CONTRIBUTION AMOUNT
EVEN THOUGH THE EMPLOYEE CONTRIBUTION AMOUNT WAS SET AT 8 %, IN
MANY FUNDS THIS IS NOT EQUIVALENT TO 40% OF THE NORMAL COSTS.
THE AMM URGES THAT THE CONTRIBUTION LEVEL BE SET AT 40% OF THE
NORMAL COST OF FINANCING THE BENEFITS EVEN IF THIS AMOUNT
EXCEEDS 8% OF BASE SALARY.
D -3 BENEFIT INCREASES
THE AMM OPPOSES ANY BENEFIT INCREASES FOR LOCAL POLICE AND FIRE
RELIEF ASSOCIATIONS UNLESS AN INCREASE, INCLUDING ANY RESULTING
13
DEFICIT, IS FINANCED 50 % BY THE EMPLOYING CITY AND 50 % BY
EMPLOYEES ON A CURRENT BASIS.
D -4 ASSUMPTION CHANGES
THE AMM SUPPORTS CHANGES IN ACTUARIAL ASSUMPTIONS RELATING TO
SALARIES AND INVESTMENT RETURN TO MORE TRULY REFLECT
EXPERIENCES. THE AMM OPPOSES PAYMENT OF ANY TYPE OF BONUS TO
ACTIVE OR RETIRED MEMBERS (13TH. CHECK) AS A PART OF ACTUARIAL
ASSUMPTION CHANGES.
II -E CONTRACTORS PERFORMANCE BONDS
The 1989 legislature modified Minnesota Statutes 574.26 to allow contractors to provide a
letter of credit instead of a performance bond for contracts of less than $50,000. Although an
improvement at the time, this still will create significant hardship with many reputable minority
and small contractors. In todays market, projects in excess of $50,000 are very common and
are not really large jobs. Experience also shows that letters of credit are safer for the public
and easier to collect than Bonds. The emphasis should be on protecting the public.
THE AMM URGES THE LEGISLATURE TO PROVIDE GREATER FLEXIBILITY
IN CONTRACTOR GUARANTEES FOR CITIES BY ALLOWING IN ADDITION TO
BONDS, OTHER RELIABLE FINANCIAL SECURITY GUARANTEES, SUCH AS
LETTERS OF CREDIT, WITHOUT LIMITATION AS TO PROJECT COSTS TO
THEREBY ENHANCE OPPORTUNITIES FOR MINORITY AND OTHER SMALL
CONTRACTORS.
II -F 911 TELEPHONE TAX
The Department of Administration has the authority to impose a fee of up to 34 cents per
month on every telephone bill in the state. Currently, the fee is set at 18 cents per phone line
per month. The funds generated by this fee amount to several millions of dollars per year. The
Department uses these funds to pay the recurring monthly costs to the 90 + phone companies
in the state for the costs of the dedicated phone circuits.
Bills have been introduced which would allow the surcharge to grow to $1.00. The excess fee was
intended to develop capital in those outstate counties to implement enhanced 911 service over and
above the basic 911 service they already have.
THE AMM SUPPORTS ALLOWING THE CURRENT 911 ACCESS FEE ON TELEPHONE
BILLS TO BE USED FOR COSTS OTHER THAN JUST ENHANCED UPGRADE FROM
BASIC SERVICE AND THAT ANY FEE IN EXCESS OF 34 CENTS BE RETURNED TO
THE MUNICIPALITY WHERE IT WAS COLLECTED.
14
II -G 800 MHz RADIO SYSTEM
For the past several years one or more committees have been studying the possibility of
developing a metropolitan communications system that would make better utilization of limited
radio channels and provide a capability to allow much greater communications capability
among many metro area users. The Metropolitan Radio Systems Planning Committee
(MRSPC) is nearing completion of its report due to the legislature February 1, 1995.
Information to date suggests that if there is not a coordinated metro system there could develop
a significant shortage of channels, a plariforation of non compatible systems, as well as a
greater overall cost. The final plan will have both cost and operational impact on cities.
However, the details of these impacts as well as possible alternatives have either not been
finalized or had hearings.
THE ASSOCIATION OF METROPOLITAN MUNICIPALITIES STRONGLY
RECOMMENDS THAT THE LEGISLATURE TAKE NO ACTION TO ESTABLISH
AN 800 MHz TRUNKED RADIO SYSTEM FOR THE METROPOLITAN AREA UNTIL
THE TARGETED USERS OF THIS RADIO SYSTEM, INCLUDING CITIES, HAVE
HAD AN OPPORTUNITY TO REVIEW AND COMMENT ON THE POTENTIAL
OPERATIONAL AND COST IMPLICATIONS.
IF THE 1995 LEGISLATURE DOES MOVE FORWARD WITH STATUTORY
IMPLEMENTATION OF AN 800 MHz TRUNKED RADIO SYSTEM FOR THE
METROPOLITAN AREA, THEN THE AMM BOARD OF DIRECTORS SHOULD
ADOPT APPROPRIATE POLICY BASED ON THE FOLLOWING CRITERIA.
- CITIES SHOULD NOT BE FORCED TO MODIFY THEIR CURRENT
SYSTEMS OR PURCHASE NEW EQUIPMENT PREMATURELY;
-THE SYSTEM SHOULD PROVIDE A PHASED TRANSITION SO THAT
THERE IS GUARANTEED UNINTERRUPTED SERVICE;
-THE SYSTEM SHOULD BE TECHNICALLY CAPABLE OF ALLOWING
COMMUNITIES THE FLEXIBILITY TO FORM VARIOUS
COORDINATED ARRANGEMENTS FOR DISPATCHING AND
SERVICE PROVISION; AND
-THE GOVERNANCE BODY FOR 800 MHz SHOULD BE REPRESENTATIVE
OF ENTITIES/USERS THAT ULTIMATELY MUST BEAR THE COST BUT
SHOULD NOT BE DOMINATED BY ANY ONE GROUP.
15
III
HOUSING AND ECONOMIC DEVELOPMENT AND LAND USE
PAGE 16 THROUGH 31
,
III
HOUSING AND ECONOMIC DEVELOPMENT AND LAND USE
A. HOUSING AND NEIGHBORHOODS
The housing problem for persons currently unable to afford market rate housing can best be
mitigated if all levels of government and the private sector, including non - profit groups, work
together and if each contributes a fair share to the solution.
Each level of government should contribute to help solve the problem and each level's
contributions should be of the kind it is best suited to make. The Federal and/or State Levels
should provide direct financial subsidies for housing for low an d moderate income persons.
The Federal and State Governments also have the responsibility to provide a tax climate in
which the private sector can produce and maintain rental units that are affordable to low and
moderate income households. The State should also grant local units of government the
authority and flexibility to conduct the kind of housing programs that best meets their diverse
needs.
The Metropolitan Council should continue to place high priority on housing planning for the
Metropolitan Area and provide specific guidance to the public and private sectors so that both
can make rational decisions relative to future housing needs. The Council should continue to be
aggressive in seeking innovative ways to create housing opportunities for low income persons.
Local units of government also have a major role to play. Local controls constitute but a small
portion of the total cost of housing but local units should not establish requirements which go
beyond what is necessary for the protection of health, safety and welfare. Local units should
also work with the private and non - profit sectors, Minnesota Housing Finance Agency,
Metropolitan Council and Counties to make the best.use of existing tools to produce affordable
housing.
The private sector also needs to help make more housing affordable. For example, even in
cities where there are few requirements on lot size, house size, having a garage, etc.,
developers often impose private covenants which greatly increase the cost of housing. These
covenants often allow only larger homes having garages to be constructed, and may require
more expensive exterior materials and landscaping. The private sector must actively
collaborate with cities to avoid increasing the cost of housing, and to forego covenants which
tend to increase these costs.
Decision makers at all levels must become more cognizant of their actions, policies, and decisions
which have an undesirable impact on housing costs.
16
A -1. EXAMINE LOCAL REQUIREMENTS THAT AFFECT HOUSING COSTS.
Local requirements, and practices if excessive, can add to the cost of producing affordable
housing.
IT IS THE RESPONSIBILITY OF CITY OFFICIALS TO ACTIVELY SUPPORT
DIVERSE AND AFFORDABLE HOUSING OPPORTUNITIES WITHIN THEIR
CITIES. CITY OFFICIALS SHOULD PERIODICALLY REVIEW CITY
REQUIREMENTS (ZONING AND SUBDIVISION ORDINANCES, ETC.) TO ASSURE
THAT THE SE REQUIREMENTS DO NOT INHIBIT THE CONSTRUCTION OF
AFFORDABLE HOUSING OR BECOME EXCLUSIONARY.
A -2. PRACT",ES BY OTHER LEVELS OF GOVERNMENT WHICH AFFECT
HOUSING COS'P S.
Decision makers at other levels of government must become more cognizant of actions they
take which have an impact on housing costs. These actions in themselves may be worthwhile
and beneficial, but when implemented result in increased housing costs. Examples of this type
of action would include such things as the sewer availability charge, restricted growth policies,
building and energy codes, environmental rules such as lead abatement, asbestos removal, etc.
The impact of these actions often have the most impact on lower cost housing and can lead to
abandonment or vacancies.
HOUSING COSTS ARE OFTEN IMPACTED BY ACTIONS OF OTHER LEVELS OF
GOVERNMENT (FEDERAL, STATE, REGIONAL). THESE LEVELS SHOULD
EXAMINE CURRENT AND PENDING REGULATIONS AND POLICIES TO
DETERMINE IF CHANGES CAN BE MADE TO MAKE HOUSING MORE
AFFORDABLE.
A -3. MANDATORY LAND USE STANDARDS.
Uniform standards for housing style, type and size are not appr6priate because of the great
diversity among cities and differences within cities relative to density of development,
topography, age of housing stock, the mix of housing values, and the level of municipal
services which are provided. However, land use standards which help encourage affordable
housing can be avoided by developers through the use of private covenants which require
building larger, and more expensive homes.
Land use regulation is one of the tools used by city officials to protect the health, safety, welfare,
and interests of the city's residents.
THE LEGISLATURE SHOULD NOT PASS LEGISLATION WHICH MANDATES
UNIFORM ZONING AND SUBDIVISION STANDARDS OR WHICH REMOVES
ADDITIONAL LAND USE REGULATION AUTHORITY FROM LOCAL UNITS OF
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GOVERNMENT. CITIES SHOULD RETAIN THE AUTHORITY TO REGULATE THE
LOCATION, SIZE, AMOUNT, AND TYPE OF HOUSING WITHIN THEIR
BOUNDARIES. NO LEGISLATIVE INITIATIVE NEEDED. CITIES DO HAVE A
RESPONSIBILITY, HOWEVER, TO PROVIDE A CHOICE OF AFFORDABLE
HOUSING OPPORTUNITIES.
A -4. STATE HOUSING POLICY.
The state should be a more active participant in providing funding for housing needs. It is
expected that allocation of state resources would be based on an. overall state housing policy
which would provide the necessary tools for implementation. The Legislature needs to provide
for financing strategies which will carry out the long range goals for providing and maintaining
affordable housing opportunities. There are acute needs for decent, affordable housing in rural
Minnesota, as well as in the seven county area. The state housing policy should enable and
assist local governments, private and non - profit developers to initiate affordable housing. Local
governments should participate in the formulation of a state housing policy which will be used
to support local housing goals.
THE AMM RECOMMENDS THAT THE STATE PROVIDE DIRECT FUNDING AND
FINANCIAL INCENTIVES NEEDED TO ASSIST CITIES IN MEETING LONG TERM
HOUSING NEEDS IN THE STATE.
DIRECT FUNDING SHOULD COME IN THE FORM OF GRANTS AND LOANS
FROM STATE REVENUE SOURCES.
FINANCIAL INCENTIVES PROVIDED THROUGH THE STATE TAX POLICY
SHOULD BE USED TO BENEFIT THE MAINTENANCE AND DEVELOPMENT OF
AFFORDABLE HOUSING. INCENTIVES THAT SHOULD BE CONSIDERED BUT
NOT LIMITED TO:
STATE LOW INCOME HOUSING TAX CREDIT
SALES TAX EXEMPTIONS FOR THE CONSTRUCTION AND
OPERATION
OF LOW INCOME HOUSING BY PUBLIC AGENCIES
THE STATE LEGISLATURE IN ALLOCATING RESOURCES FOR HOUSING
SHOULD NOT SPECIFICALLY TARGET AN ACTIVITY AND THEREBY SET ASIDE
SMALL AMOUNTS OF FUNDS FOR MANY DIFFERENT SMALL PROGRAMS. THIS
JUST INCREASES STATE AND LOCAL COST IN ESTABLISHING RULES, AND
APPLYING FOR AND ADMINISTERING THE PROGRAMS. INSTEAD THE
LEGISLATURE SHOULD SET GENERAL POLICY PRIORITIES FOR THE USE OF
STATE FUNDS AND ALLOW FOR LARGER POOLS OF FUNDS BY WHICH
LOCAL, NON - PROFIT AND FOR - PROFIT DEVELOPERS CAN APPLY BASED ON
THEIR SPECIFIC ACTIVITIES.
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THE MHFA AND THE METROPOLITAN COUNCIL SHOULD COLLABORATE AND
COOPERATE TO PROVIDE TECHNICAL ASSISTANCE AND INFORMATION ABOUT
STATE AND FEDERALLY FUNDED HOUSING PROGRAMS SO THAT THEY CAN BE
MORE READILY ACCESSED BY CITIES.
THE LEGISLATURE SHOULD REPEAL THE STATE LAW THAT REQUIRES 1 TO 1
REPLACEMENT WITHIN THE CENTRAL CITIES OF LOW INCOME HOUSING THAT
HAS:::: :BEEN REMOVED AND REPLACE IT WITH A CONCEPT ALLOWING
REPLACEMENT OUTSIDE OF THE CENTRAL CITIES. THE REGULATIONS SHOULD
NOT REQUIRE REPLACING A HOUSE THAT IS SO DETERIORATED THAT IT DOES
NOT SERVE AS A LOW INCOME UNIT.
A -5 LOCAL HOUSING POLICY
There is a great diversity among cities in the metropolitan area. Some cities need more housing
for low income persons while other cities need housing for moderate to upper income persons.
Cities should have the authority to promote whichever kind of housing is in the public purpose
and best interest of 'a particular city while attempting to provide housing opportunities to
households of all income levels. Cities need to have a greater flexibility in financing their
housing goals if they are to meet the intent of the Metropolitan Land Planning Act.
CITIES SHOULD BE GRANTED SUFFICIENT AUTHORITY AND FLEXIBILITY BY
THE LEGISLATURE TO CONDUCT AND FINANCE HOUSING PROGRAMS THAT
MEET THEIR INDIVIDUAL HOUSING NEEDS. LOCAL FUNDS CAN BE. USED TO
LEVERAGE FEDERAL, STATE AND METROPOLITAN RESOURCES WHEN THEY
CAN MEET COMMON POLICY GOALS.
IT IS NECESSARY TO EXPAND FINANCIAL RESOURCES AVAILABLE AT THE
LOCAL LEVEL. INCLUDING BUT NOT LIMITED TO:
- REMOVAL OF HOUSING AUTHORITY LEVY LIMITS
- REINSTATING THE STATE DEED AND MORTGAGE TRANSFER TAX
EXEMPTION FOR PUBLIC AGENCIES
- ALLOWING CITIES TO IMPOSE IMPACT FEES
A -6 METROPOLITAN HOUSING POLICY
The Metropolitan Council should continue to place high priority on housing planning for the
Metropolitan Area and provide specific .guidance to the public and private sectors so that both
can make rational decisions relative to future housing needs. The Council should continue to
be aggressive in seeking innovative ways to create housing opportunities for low income
persons.
The regional Housing Policy developed by the Metropolitan Council must take into account the
19
necessary linkages between housing, jobs and job training, transit and human service needs of
lower income persons. Many of the needed linkages are the type discussed in the background
section of Policy III -A -7 Neighborhood Liveability.
The Council should work in partnership with local governmental units to help meet the range
of housing needs of people at various life -cycle needs; broader locational choice throughout
the metropolitan area for people of all income levels; and support quality housing through
rehabilitation and renovation.
THE AMM RECOMMENDS THAT:
(A) THE METROPOLITAN COUNCIL DEVELOP A REGIONAL HOUSING
POLICY PLAN WHICH CONSIDERS THE LINKAGE NEEDED BETWEEN
HOUSING, JOBS AND JOB TRAINING, TRANSIT, HUMAN SERVICE
NEEDS, ETC.
(B) THE METROPOLITAN COUNCIL PROVIDE ONGOING RESEARCH AND
ANALYSIS TO PROVIDE COMMUNITIES UP -TO -DATE INFORMATION ON
REGIONAL AND LOCAL HOUSING AFFORDABILITY NEEDS AND
AVAILABILITY AND MARKET TRENDS.
(C) A METROPOLITAN ENTERPRISE FUND BE ESTABLISHED BY THE
LEGISLATURE:
1) CRITERIA AND GUIDELINES REGARDING THE OPERATION OF THIS
FUND SHOULD BE CONSISTENT WITH THE METROPOLITAN COUNCIL'S
REGIONAL BLUEPRINT AND HOUSING POLICY PLAN. INCLUDING BUT
NOT LIMITED TO CRITERIA WHICH WILL ALLOW FOR THE CLEAN -UP
OF CONTAMINATED SOILS, HOUSING REHABILITATION AND
REDEVELOPMENT, CONSTRUCTION OF NEW AFFORDABLE HOUSING
AND SHALLOW RENT SUBSIDY.
2) POSSIBLE FUNDING SOURCES FOR THE ENTERPRISE FUND INCLUDE:
AN INCREASE IN THE DEED AND /OR MORTGAGE REGISTRY TAXES; A
NOMINAL UNIFORM METROPOLITAN PROPERTY TAX; A SMALL ADD -
ON METROPOLITAN SALES TAX; A NOMINAL METROPOLITAN
PAYROLL OR ADD ON INCOME TAX, IMPACT FEES, ETC.
3) THE REVENUE SOURCES FOR THE ENTERPRISE FUND SHOULD
CONSIST OF A COMBINATION OF STATE GENERAL FUND
APPROPRIATIONS AND METROPOLITAN RAISED REVENUE.
A -7 NEIGHBORHOOD LIVEABILITY
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Rapidly evolving social, demographic, economic and behavioral changes are converging on
many cities creating new challenges that exceed their capacity to deal effectively with their
new environments.
Ti:e challenges cities face, such as deteriorating neighborhoods, crime, and drugs, need the
,cooperative efforts of public, private and business interests to solve. moderate income families,
The problems continue to grow eventhough cities have taken efforts to face these challenges.
Cities should take the lead in developing local and regional strategies that will assist them in
dealing with growing neighborhood problems. These strategies should include the following
major categories:
1. Physical.and structural deterioration of the neighborhood.
2. Social welfare of the neighborhood.
3. Educational opportunities.
PHYSICAL AND STRUCTURAL DETERIORATION OF THE NEIGHBORHOOD:
a. Cities need to evaluate the demographic impact on their housing stock and plan for
future rehabilitation or reuse. The demographic impacts may include declining home
values, delayed or non - maintenance of housing stock, foreclosed or abandoned housing
and the changing of neighborhood character (i.e. An owner -base to a tenant - base).
b. Cities need to plan for continued upgrading of public facilities (i.e. streets, utilities,
parks) even in the face of declining values.
C. Cities need to plan for regulatory enforcement at levels needed to ni aintain.
neighborhood quality which can be an effective relatively low cost long term strategy
for maintaining neighborhood quality.
d. Cities need to plan for and encourage neighborhood residents' participation in the
preservation of the city's neighborhoods. Neighborhood pride can become one of the
strongest tools that cities can tap into.
e. Cities need to expand their resources and plan for the targeting of resources to
accomplish their long -term strategy for neighborhood preservation. This will require
coordinated efforts at the federal, state, regional and local level.
f. Cities need to strengthen their ability to take appropriate legal actions in a swift manner
to eliminate deteriorating structures in a neighborhood
g. Cities need to plan for appropriate public facilities and encourage neighborhood
resident's participation in recreational pursuits and activities.
21
h. Cities should actively encourage apartment owners and managers to formally organize
to create a forum by which owners, managers, city officials, and other interested parties
may work cooperatively to establish a climate that would achieve an ongoing
relationship among all participants and encourage livable apartment environment.
SOCIAL WELFARE OF NEIGHBORHOODS:
a. Cities need to evaluate those social issues that directly impact the liveability in a
neighborhood (aging, child care, transportation, job training, domestic abuse, etc.) and
plan for long -range systems that will strengthen the liveability of neighborhoods.
b. Cities need to become more familiar with the social welfare system and work closely
with state and county agencies to emphasize the need of stabilizing neighborhoods and
the family units within those neighborhoods.
C. Cities need to strengthen the cooperation of individuals and families within the
neighborhood to support city initiatives dealing with crime and drug awareness, public
health issues (i.e. garbage houses, animal infestation, etc.) and domestic abuse.
d. Cities need to plan for services to neighborhoods that will allow for affordable day care,
transportation and job opportunities. The impact of lack of these services has the
greatest impact on the low income and elderly households within any neighborhood.
e. Cities need to develop programs and/or participate in the development of state and
regional programs to lessen the impact that poverty has on the destabilization of a
neighborhood. These programs are needed to deal with the broad range of issues
rather than one specific activity
EDUCATIONAL OPPORTUNITIES:
a. Cities need to encourage, participate in and strengthen the school systems community
education outreach programs. These programs provide an opportunity to coordinate
school and city efforts to strengthen the liveability of neighborhoods.
b. Cities need to work closely with secondary and post secondary education systems to
encourage job training programs.
THE AMM RECOMMENDS:
1. WHERE LEGISLATION IS DIRECTED TO ASSIST LOW INCOME PERSONS
AND CHILDREN IN POVERTY, LEGISLATORS RECOGNIZE THE NEED
FOR LINKAGE BETWEEN HOUSING AND HUMAN SERVICES, JOBS AND
TRAINING, HEALTH CARE AND TRANSPORTATION. WHEN THE
LEGISLATURE INSIDERS LOW INCOME PROGRAMS, IT SHOULD TREAT
22
THESE ACTIVITIES IN A COMPREHENSIVE MANNER.
2. THAT THE LEGISLATURE ENACT NECESSARY LEGISLATION TO
IDES: � , FY AND ELIMINATE ANY BARRIERS INCLUDING WELFARE
REFC, ' * ' THAT WOULD ACT TO DETER PERSONS FROM ACHIEVING
THEIR ' � L OF ECONOMIC AND PERSONAL SUCCESS FOR THEM
AND /OR r .J;'-`IR FAMILY.
3. THAT THE GOVERNOR DIRECT ALL DEPARTMENT HEADS WHOSE
ACTIVITIES MAY IMPACT HOUSING AND HUMAN SERVICES TO:
A. COORDINATE THEIR OPERATIONS SO THAT THEY IDENTIFY AND
REMOVE ANY CONFLICTING REQUIREMENTS.
B. IDENTIFY AND REMOVE THOSE BARRIERS THAT ARE FELT TO
RESTRICT A PERSON'S ABILITY TO ACHIEVE ECONOMIC AND
PERSONAL SUCCESS.
A -S STATE AND /OR COUNTY LICENSED RESIDENTIAL FACILITIES (GROUP
HOMES)
The AMM believes that persons with disabilities are entitled to live in the least restrictive
possible environment and should have a range of residential choices throughout the state. The
AMM also believes that residential based facilities (i.e. Group Homes) should not be
concentrated. Over - concentration of such facilities could have a negative impact on the
community and on the facility residents. The AMM believes that the principles contained in
this policy are very appropriate and any state legislation pursued should not conflict with the
AMM principles.
The residents of residential based facilities come from our communities and the AMM
believes that cities as one of the major institutions of our society have a responsibility to be a
part of the solution by welcoming such facilities on a fair share and rational basis. The AMM
believes that ,:. gave a responsibility to be part of the solution, but it also believes that the
state has the s Major responsibility to assure that the residents living in residential based facilities
receive ca:-- and supervision appropriate to the extent of their disability or their need to be
housed in a group facility.
The state's deinstitutionalization policy is directly linked to the need for more residential
based care facilities in our cities and the state has the responsibility to provide sufficient
funding to assure adequate care and supervision of the residents placed in such facilities.
The AMM also believes that the state has an obligation to screen clients, particularly in the
corrections area, so that persons placed in residential based facilities are not a danger to
themselves, fellow residents, or the community.
23
THE AMM BELIEVES THE FOLLOWING PRINCIPLES SHOULD BE IN LAW OR
RULE TO REGULATE RESIDENTIAL BASED FACILITIES:
-STATE AND COUNTY AGENCIES MUST PROVIDE TIMELY NOTIFICATION TO
CITIES WHEN A RESIDENTIAL FACILITY LICENSE IS REQUESTED TO BE
ISSUED OR RENEWED IN ORDER TO PROVIDE THE CITY ADEQUATE
OPPORTUNITY TO RESPOND. CITIES ALSO NEED TO BE AWARE OF SUCH
FACILITIES TO KNOW WHAT SPECIAL CARE IS BEING GIVEN RESIDENTS IN
CASE OF PUBLIC SAFETY EMERGENCIES.
-STEPS MUST BE TAKEN TO AVOID THE CLUSTERING OF COMMUNITY
RESIDENTIAL FACILITIES ATTRIBUTABLE TO ECONOMIC, GEOGRAPHIC OR
PROGRAMMATIC EXPEDIENCE. STANDARDS OF NONCONCENTRATION FOR
THE STATE OR FOR COUNTY - ISSUED RFP'S SHOULD BE ESTABLISHED. ALL
CITIES SHOULD HAVE THE RIGHT TO REGULATE THE DISTANCE BETWEEN
GROUP HOMES IN A CONSISTENT MANNER.
-THERE MUST BE A REALISTIC ONGOING SCREENING PROCESS TO ASSURE
THAT PERSONS PLACED IN A RESIDENTIAL FACILITY WILL BENEFIT FROM
SUCH LIVING ENVIRONMENT AND WILL NOT BE A DANGER TO THEMSELVES
OR OTHERS. THE LICENSING AUTHORITY MUST BE RESPONSIBLE FOR
REMOVING ANY PERSONS FOUND INCAPABLE OF CONTINUING IN SUCH
ENVIRONMENT.
- FACILITIES LICENSED BY THE CORRECTIONS DEPARTMENT SHOULD NOT
BE EXEMPT FROM REASONABLE LOCAL LAND USE REGULATIONS.
-A FAIR SHARE CONCEPT AND FORMULA SHOULD BE CONSIDERED WITHIN
THE METROPOLITAN AREA, BUT. SUCH CONCEPT AND FORMULA MUST BE
COGNIZANT OF OTHER FACTORS INCLUDING TRANSPORTATION FACILITIES,
JOBS AVAILABILITY, AND OTHER NEEDED SUPPORT SERVICES.
-THE LICENSING AUTHORITY AND /OR THE LEGISLATURE SHOULD PROVIDE
SOME LATITUDE TO CITIES IN SITING SUCH FACILITIES IN ORDER TO
PROVIDE LOCATIONAL SETTINGS THAT WILL BEST MEET THE NEEDS OF THE
PROVIDERS, FACILITY RESIDENTS, THE NEIGHBORHOOD AND THE COMMUNITY
AS A WHOLE.
A -9 LICENSED RESIDENTIAL FACILITIES (GROUP HOMES) INSPECTIONS
Cities are frequently requested by the state fire marshal to inspect group homes and day care
facilities, which the state has the responsibility for. Also, there are inspections made by the
county and/or state for health and licensing purposes.
24
Cities do not care to provide this service since they 1) do not get compensation for performing
the inspection, and 2) expose themselves to liability if the city is involved in the inspection.
THE AMM RECOMMENDS THAT:
THE STATE AND /OR COUNTIES PROVIDE ALL THE INSPECTION REQUIRED BY
STATE LAW.
IF THE STATE AND /OR COUNTIES WISH TO HAVE CITIES PROVIDE THE
INSPECTION ON THEIR BEHALF, THE FOLLOWING CONDITIONS MUST APPLY:
CITIES WOULD BE FAIRLY COMPENSATED FOR THEIR WORK.
CITIES WOULD HAVE THE AUTHORITY TO ORDER COMPLIANCE AND /OR
PROHIBIT THE FACILITY FROM OPENING UNTIL THERE IS COMPLIANCE.
THE STATE AND COUNTIES WOULD BE RESPONSIBLE FOR THE RISK
MANAGEMENT CONCERNS AND THE CITIES WOULD BE EXEMPT FROM
LITIGATION THAT MAY OCCUR.
III -B ECONOMIC DEVELOPMENT
Cities have an interest in the maintenance of and appropriate enhancements to the economic
base of their respective communities. It is the community's economic base which provides;
a.) the tax base and other revenue sources which support
the general operations of cities, counties and school
districts;
b.) the employment of some or a substantial number of
residents and,
c.) the means by which the populous is housed.
All metropolitan communities address economic development when it's translated to physical
development through their local land use regulations with the individual communities striving for
"orderly development ". As a group however, metropolitan communities differ as to development
needs and view points, with each community's needs subject to a number of variables.
As noted economic development for local governments is not just a matter of more tax base for
the community but entails tools to promote, regulate and service the development. 1"romotional
means include Housing and Redevelopment Authorities, Economic Development Authorities,
Port Authorities, tax increment financing, revenue and general obligation bonds, condemnation
and the Star Cities Program. Regulation includes its comprehensive planning and land use
25
functions. Servicing include water, sewer, streets and other municipal services.
B -1 CITIES RE- DEVELOPMENT AND ECONOMIC DEVELOPMENT
RESPONSIBILITIES:
In view of the fact that cities have the primary responsibility for economic development
including redevelopment, they need fiscal tools so they can address these issues on a timely
and effective basis. The state should acknowledge the valuable role cities play in developing
and maintaining the economic health of the state.
A STATE DEVELOPMENT STRATEGY SHOULD BE ESTABLISHED TO PROMOTE
JOB CREATION, REDEVELOPMENT AND PREVENTION OF BLIGHT AND DECAY,
POLLUTION CLEAN UP, AND PROVISION OF ADEQUATE HOUSING
OPPORTUNITIES. THE STATE SHOULD ACKNOWLEDGE CITIES AS THE
PRIMARY GOVERNMENT UNIT RESPONSIBLE FOR IMPLEMENTING THESE
STRATEGIES AND FOR LAND USE CONTROLS, AND SHOULD DEVELOP THE
TOOLS CITIES NEED TO ACCOMPLISH THESE OBJECTIVES. IN THE
PARTNERSHIP BETWEEN THE STATE AND CITIES, CITIES SHOULD BE
CHARGED WITH LOCALLY ADMINISTERING A DEVELOPMENT POLICY
CREATED BY THE LEGISLATURE AND GOVERNOR.
B -2. RE- INSTATE/EXPAND URBAN REVITALIZATION ACTION PROGRAM.
One of the major keys for reducing poverty in decaying areas is to provide access to good paying
jobs such as those associated with manufacturing enterprises. It is important to provide incentives
or other tools to help retain or introduce manufacturing businesses into economically distressed
areas.
The most effective program that the central cities have had at the state level has been the Urban
Revitalization Action Program (U.R.A.P.). This program was very easy to administer.
Many suburban communities with deteriorating jobs base and aging housing stock need similar
legislation.
THE AMM URGES APPROVAL OF A NEW WORKABLE STATE ENTERPRISE ZONE
OR A MANUFACTURING JOB OPPORTUNITY ZONE INCENTIVE PROGRAM FOR
CITIES WHOSE MANUFACTURING JOB BASE IS ERODING.
THE AMM ALSO URGES THE LEGISLATURE TO ENACT A NEW VERSION OF
THE URAP PROGRAM THAT INCLUDES ALL CITIES WITH THE
CHARACTERISTICS AND DEMOGRAPHICS THAT MEET DEFINED CRITERIA.
SUCH CRITERIA SHOULD INCLUDE FACTORS SUCH AS POVERTY RATES,
AGE OF HOUSING, UNEMPLOYMENT RATES, INCOME LEVELS, ETC.
31
WE ALSO RECOMMEND THAT ONCE A CITY HAS BEEN DESIGNATED A URAP
ELIGIBLE COMMUNITY, IT BECOMES AUTOMATICALLY ELIGIBLE FOR ANY
BENEFITS THAT WOULD BE AVAILABLE UNDER ANY FEDERAL OR STATE
ENTERPRISE ZONE LEGISLATION AND /OR ANY OTHER PROGRAM TARGETED
TO CITIES WHOSE CHARACTERISTICS AND DEMOGRAPHICS INDICATE
THERE ARE NEEDS THAT CANNOT BE MET WITHOUT STATE AND OR
FEDERAL ASSISTANCE.
B -3 EQUAL TREATMENT OF CITIES.
The AMM believes that all cities irrespective of size or location should be treated fairly with
respect to the availability and use of state authorized economic development programs,
including redevelopment tools, and programs and other state funding.
NEW OR REVISED PROGRAMS DESIGNED TO ADDRESS SPECIFIC ECONOMIC
CIRCUMSTANCES WITHIN CITIES OR COUNTIES SHOULD USE PROBLEM
DEFINITION AS THE CRITERIA FOR PARTICIPATION AS OPPOSED TO
GEOGRAPHIC LOCATION, SIZE OF CITY CLASS, ETC.
B -4 TAX INCREMENT FINANCING.
Tax Increment Finance (TIF) has enabled cities to plan and cant' out housing, economic
development, and redevelopment projects on their own initiative. TIF represented, prior to
1990, the most feasible and effective strategy or tool exercised by cities to preserve and
improve their own physical and economic environments. TIF is virtually the only tool
available to most cities for positive self intervention to curb the spread of blight and to
encourage and manage sound economic development which is "so vital to provide jobs and to
maintain a healthy tax base.
Over the past several years, however, TIF authority has been seriously limited, and, as a
result, the ability of cities to. engage in needed development and redevelopment has been
sharply reduced. The state needs to acknowledge that cities are the primary governmental unit
responsible for economic development to create jobs and help stabilize the state's economy,
eliminate blight and decay, develop affordable rental and owner - occupied housing, and clean up
pollution within cities. TIF has proven to be the most effective tool for cities in fulfilling these
needs, and some of the restrictions need to be removed to allow these efforts.
The LGA/HACA aid penalty should not apply to all TIF districts. If the Legislature is not
willing to remove it, cities should not be restricted in their means of paying for the penalty.
The general fund of a city should not be responsible for this penalty, and the Legislature
should remove the prohibition on developer payment of the penalty.
TIF should be improved and must be preserved for use by all cities irrespective of geographical
location and any limitations should be based on demographic criteria.
27
THE AMM ENCOURAGES THE LEGISLATURE TO MAKE POSITIVE CHANGES
TO THE TAX INCREMENT FINANCING LAWS:
-ALLOW POOLING FOR REDEVELOPMENT AND POLLUTION DISTRICTS
-ALLOW CREATION OF POLLUTION DISTRICTS FOR CLEAN -UP OF
CONTAMINATED SOILS AND LANDFILLS.
- ELIMINATE THE LGA AND HACA PENALTY FOR REDEVELOPMENT AND
POLLUTION DISTRICTS.
- PROVIDE AUTHORITY FOR AN EFFECTIVE, WORKABLE MANUFACTURING
TIF DISTRICT THAT RETAINS JOBS FOR A LOCALE OR ADDS TO THE STATE'S
JOB'' >BASE.
-ALLOW REDEVELOPMENT AND RENEWAL DISTRICTS TO BE REDESIGNATED
AS A POLLUTION DISTRICT IF CONTAMINATION REQUIRING SIGNIFICANT
CLEAN UP COSTS IS FOUND.
B -5. RESPONSIBLE USE OF TIF.
The state continues to impose restrictions on the use of TIF because of the perception that it
causes unnecessary competition between individual cities and between areas of the state.
There is also perception that cities are "played against each other" when developers are
considering projects and that development would take place without TIF. Counties and schools
also feel they should become more involved in the decision making process.
GOVERNMENTS THAT USE TIF.OR OTHER DEVELOPMENT TOOLS SHOULD
ESTABLISH A POLICY TO PROTECT AGAINST COMPETITION WITH OTHER
MINNESOTA CITIES AND SHOULD INSTITUTE A DEVELOPER DISCLOSURE
PROCESS SO THAT THE CITY IS ABLE TO RECEIVE INFORMATION FROM
DEVELOPERS CONCERNING NEGOTIATIONS WITH OTHER COMMUNITIES.
CITIES SHOULD DEVELOP AN ECONOMIC DEVELOPMENT STRATEGY IN
CONSULTATION WITH COUNTIES AND SCHOOLS. THE "REVIEW AND
COMMENT" REQUIREMENTS OF THE CURRENT TAX INCREMENT FINANCING
LAW SHOULD CONTINUE TO BE USED TO EDUCATE AND INVOLVE OTHER
LOCAL GOVERNMENTS AND LOCAL LEGISLATORS ABOUT .PROPOSED
DEVELOPMENT PROJECTS. COUNTIES AND SCHOOL BOARDS SHOULD
RESPOND TO THESE OVERTURES FOR EVALUATION AND PARTICIPATION,
AND SHOULD TAKE ADVANTAGE OF ALL AVAILABLE INFORMATIONAL
OPPORTUNITIES.
B -6 OTHER DEVELOPMENT - TOOLS.
W
Minnesota Cities have the prime governmental responsibility for economic development but
they have very few tools to carryout that responsibility. The major existing tool is Tax
Increment Financing (TIF) and its effectiveness has been diminished by legislative actions in
recent years. The AMM believe additional tools are needed.
CITIES SHOULD BE GIVEN AUTHORITY FOR PROPERTY TAX ABATEMENTS AS
ANOTHER ECONOMIC DEVELOPMENT TOOL. THE PRECEDENT FOR
ABATEMENTS HAS ALREADY BEEN ESTABLISHED BY THE "THIS OLD HOUSE"
PROGRAM, THE CONTAMINATION TAX, AND THE ENTERPRISE ZONE
PROGRAM. IN ADDITION, MINNESOTA COUNTIES SUPPORT AUTHORIZATION
FOR AN ABATEMENT PROGRAM.
THE LEGISLATURE SHOULD ESTABLISH A "THIS OLD STOREFRONT"
PROGRAM AS ANOTHER ECONOMIC DEVELOPMENT TOOL AND PROVIDE
LIMITED PROPERTY TAX ABATEMENTS TO PROPERTY OWNERS
REHABILITATING THEIR COMMERCIAL PROPERTIES. AS IN "THIS OLD
HOUSE," ABATEMENTS SHOULD BE RESTRICTED TO PROPERTIES THAT ARE
AT LEAST 35 YHEARS OLD, WITH AN EMPHASIS ON PROPERTIES THAT ARE 70
YEARS OLD OR OLDER.
THE ECONOMIC RECOVERY GRANT PROGRAM FUNDING SHOULD BE
INCREASED TO $10 MILLION ANNUALLY OR TO THE LEVEL RECOMMENDED
BY THE DEPARTMENT OF TRADE AND ECONOMIC DEVELOPMENT (DTED),
WHICHEVER IS GREATER, AND CLEAR RULES ESTABLISHED TO GOVERN ITS
USE. THE STATE AND FEDERAL FUNDS TO SUPPORT THIS PROGRAM SHOULD
ALSO BE SPREAD OVER THE YEAR TO HELP ASSURE THAT PROJECTS
ACROSS THE STATE HAVE ACCESS TO THE GRANTS.
THE FEDERAL GOVERNMENT SHOULD SUBSTANTIALLY INCREASE THE
CURRENT APPROPRIATION FOR THE COMMUNITY DEVELOPMENT BLOCK
GRANT PROGRAM, AND SHOULD SIMPLIFY THE APPLICATION PROCESS AND
REDUCE THE PAPERWORK BURDENS.
CONGRESS SHOULD REMOVE THE CAPS THAT HAS BEEN PLACED ON
INDUSTRIAL DEVELOPMENT BONDS AND ACKNOWLEDGE THAT THE
EXTENSIVE ELIGIBILITY REQUIREMENTS NOW ADEQUATELY LIMIT THEIR
USE.
B -7 DEVELOPMENT OF POLLUTED LANDS
Most Minnesota cities have contaminated sites within their boundaries that remain
underdeveloped and polluted because of the number of obstacles that prevent local government
action. Among the roadblocks are liability issues and financing of up -front costs for clean -up.
Developers are reluctant to expose themselves to liability. Clean -up costs often exceed the
29
value of the land precluding incentive for private sector intervention. Public sector subsidy is
critical.
The Legislature did pass the Land Recycling Act of 1992 which should be of some help. The
law is designed to promote the transfer and reuse of contaminated land by offering an
exemption from liability to those who are not otherwise liable and who voluntarily cleanup a
site. The new law also provides that once a response action is satisfactorily completed, the
PCA Commissioner will issue a certificate of completion.
The 1993 tax law also made a step toward developing a pollution cleanup program and
acknowledged that tax increment financing (TEF) is an appropriate tool to provide a portion of
the funding. The AMM however, opposes the Legislature's decision that cities must use
general taxes and fees from their city residents to provide a portion of the cleanup funding to
be eligible for contamination grants and use of TEF authority.
THE AMM SUPPORTS LEGISLATION THAT WOULD:
- CREATE ADDITIONAL FINANCING' METHODS TO ADEQUATELY FUND A
STATEWIDE CLEANUP PROGRAM AND INCREASE THE FUNDING FOR THE
STATES CONTAMINATION CLEAN -UP GRANT PROGRAM.
- REQUIRE THAT CONDEMNATION COMMISSIONERS CONSIDER THE COST OF
CORRECTING POLLUTION PROBLEMS IN DETERMINING THE FINAL AWARD
VALUE OF THE PROPERTY.
- CREATE DIFFERENT STANDARDS OF CLEAN -UP, BASED UPON THE INTENDED
REUSE OF POLLUTED PROPERTY. '
- ELIMINATE THE REQUIREMENT TO MATCH A PORTION OF THE CLEAN -UP
GRANT WITH GENERAL FUNDS.
- AUTHORIZE CREATION OF TIF POLLUTION DISTRICTS (SEE POLICY III -B3).
B- 8 BUILDING PERMIT FEE SURCHARGE
Local units of government levy a one half percent surcharge on building permits which is paid
to the State to operate the State Building Codes and Standards Division. Until the 1991
Legislature changed the law at the request of the Governor, any excess fees over actual
operating costs were proportionately rebated to local units to help pay for Building Officials
training and continuing education costs. Local units of government are facing tough financial
times and need every available resource, especially that which could be considered local
money.
THE AMM RECOMMENDS REINSTATING THE LANGUAGE PROVIDING THAT
UNUSED BUILDING PERMIT SURCHARGE FEES IN EXCESS OF STATE
BUILDING CODE DIVISION COSTS BE RETURNED TO LOCAL UNITS OF
GOVERNMENT.
III-C LAND USE PLANNING
Land use regulation by cities in the Metropolitan Area has been governed by the Municipal
Planning Act (MS 462) and the Metropolitan Land Planning Act (MS 473). While not a perfect
framework, these acts have worked well for the vast majority of cities in the metropolitan area.
Land use control is more than just one of the many powers exercised by cities and occupies a
significant part of the work of city councils and their staff. It has a significant impact on other
community regulations, tax base, economic development and redevelopment. It is a driving
force for creating service needs. Land use regulation is the common thread which runs through
most of a city's functions and operations.
Proposed legislation, which would have superseded existing law and created a uniform land
planning law for cities, towns and counties was introduced in the 1987 through 1990 legislative
sessions under the sponsorship of the Governor's Advisory Committee on State -Local Relations
(ACSLR). The AMM successfully opposed those proposals because they would have diluted
the authority of local elected officials; established a new legal framework which could have
rendered moot much of the existing case law and existing codes and ordinances; created
conflict with some provisions of the metropolitan land planning act; and reduced the flexibility
and discretion of local officials to manage development within cities.
A special AMM task force worked for over two years in developing a compromise proposal
beneficial to metro cities as well as to the counties, townships and outstate cities: The task
force's work was completed in late 1991 and a bill was introduced in the i992 session which
embodied the task force's work. No comparable bill was introduced in the 1993 session.
THE AMM WILL SUPPORT A UNIFORM LAND PLANNING ACT THAT IS
CONSISTENT WITH THE PROVISIONS OF THE COMPROMISE PROPOSAL
DEVELOPED BY THE AMM LAND USE PLANNING TASK FORCE THAT WAS
EMBODIED IN THE 1992 DRAFT BILL.
31
IV
METROPOLITAN AGENCIES
PAGE 32 THROUGH 48
IV
METROPOLITAN GOVERNANCE STRUCTURE AND ISSUES
IV. METROPOLITAN GOVERNANCE PHILOSOPHY.
There are certain issues, concerns and problems which because of their complexity or breadth
encompass the entire metropolitan area and can not be dealt with by a single local government or
through a combine of local units. The region needs to deal with these regional issue through a
regional governance structure which acts in cooperation with and as partners with local units of
government and officials.
IV -A PURPOSE OF METROPOLITAN GOVERNMENTAL STRUCTURE
The diversity in demographics and political subdivisions within our metropolitan area result in
the need for planning on a metropolitan basis which much be done in cooperation with local
government. There is also a need for a regional service delivery system to provide certain
services or portions of services to most effectively and efficiently address the needs of the
metropolitan area.
THE AMM AFFIRMS ITS SUPPORT FOR THE EXISTENCE OF A METROPOLITAN
GOVERNANCE SYSTEM TO DEAL WITH APPROPRIATE REGIONAL ISSUES
AND CONCERNS. THE PURPOSES OF THE METROPOLITAN GOVERNANCE
SYSTEM SHOULD BE TO FACILITATE AND PROVIDE REGION -WIDE PLANNING
AND DEVELOPMENT OF THE METROPOLITAN AREA WITH THE
COOPERATION AND CONSIDERATION OF THE AFFECTED LOCAL
GOVERNMENTAL UNITS; TO PROVIDE CERTAIN REGION -WIDE SERVICES
THAT DO NOT DUPLICATE THOSE THAT CAN BE PROVIDED BY LOCAL
GOVERNMENTAL UNITS, EITHER INDIVIDUALLY OR JOINTLY; AND TO
FULFILL OTHER SPECIFIC RESPONSIBILITIES MANDATED BY THE STATE AND
FEDERAL GOVERNMENTS.
IV -B CRITERIA FOR EXTENSION OF METROPOLITAN GOVERNANCE
AUTHORITY.
Executive, legislative or self directed iniatives to expand power or authority of the Metropolitan
Governance System must be carefully considered and limited in focus with in -depth review by
all those impacted by the proposed expansion..
THE LEGISLATURE, WHEN GRANTING THE METROPOLITAN GOVERNANCE
STRUCTURE ADDITIONAL AUTHORITY, SHOULD CAREFULLY STATE THE
SPECIFIC AUTHORITY BEING GRANTED.
32
ANY EXPANSION OR EXTENSION OF AUTHORITY SHOULD BE CONSIDERED
ONLY WHEN ONE OR MORE OF THE FOLLOWING CONDITIONS EXIST:
-THE SERVICE, FUNCTION, OR ACTIVITY HAS BEEN SHOWN TO BE
NEEDED AND IT CAN BE DEMONSTRATED THAT IT CANNOT OR IS NOT BEING
EFFECTIVELY Ok EFFICIENTLY PROVIDED THROUGH EXISTING GENERAL
PURPOSE UNITS OF GOVERNMENT;
-THE SERVICE, FUNCTION, OR ACTIVITY IS NOT AN APPROPRIATE STATE
LEVEL OR LOCAL GOVERNMENT LEVEL ACTIVITY OR FUNCTION.
- INTERVENTION ON A REGIONAL BASIS IS NEEDED FOR PROTECTION OF THE
REGION'S INVESTMENT IN AN EXISTING METROPOLITAN SYSTEM.
IV -C STRUCTURES, PLANNING, IMPLEMENTATION AND FUNDING OF
METROPOLITAN SERVICES AND PROGRAMS.
The Metropolitan Council was created by the Legislature in 1967 to coordinate "the planning
and development" of the Metropolitan Area. The Council was mostly advisory, but was given
responsibility for regional policy development and coordination in the areas of wastewater
treatment and disposal, land transportation and airports. The Council was given limited
approval authority for development proposals which were of metropolitan (regional)
significance. The Council was not given direct operational authority and instead the Legislature
created two new Metropolitan Commissions (MWCC and MTC) and restructured the MAC to
operate and provide regional services. The Metropolitan Council's responsibility has expanded
subsequently to include regional parks and open space, solid waste, approval authority for
controlled access highways and for certain Elements (airports, transportation, parks and open
space, and sewers) of local comprehensive plans. The 1994 Legislature removed the solid
waste responsibility but gave the Council direct operational responsibility for transit and
wasterwater treatment and eliminated the MTC, MWCC and the RTB as independent agencies.
C -1 SELECTION OF METROPOLITAN COUNCIL MEMBERS
The 1994 Metropolitan Reorganization Act provides for a 17 person Metropolitan Council,
appointed by and serving : the pleasure of the Governor. This arrangement raises at least
three significant concerns for the AMM:
1. Is it accountable to and understandable by the citizens of the metropolitan area who it
serves and who pay for its operations?
2. Does it contribute to the sense of regional citizenship and involvement necessary to
effectively address many of the emerging issues of metropolitan governance?
3. Will it achieve a consistency of policy direction and implementation over time?
33
THE AMM REMAINS CONVINCED THAT AN ELECTED METROPOLITAN
COUNCIL IS THE BEST WAY TO ACHIEVE ACCOUNTABILITY, CITIZEN
INVOLVEMENT, AND LONG TERM STABILITY FOR REGIONAL GOVERNMENT.
THE PROCEDURES FOR ELECTION SHOULD FOLLOW THE GUIDELINES PUT
FORTH IN THE AMM REPORT ON METROPOLITAN GOVERNANCE.
C -2 RESTRUCTURING OF METROPOLITAN AGENCIES.
In 1994 the Legislature eliminated the Regional Transit Board (RTB), the Metropolitan Transit
Commission (MTC) and the Metropolitan Waste Control Commission (MWCC) as freestanding
agencies. There are still separate agencies for sports facilities and airports.
THE AMM RECOMMENDS THE FOLLOWING STATUTORY CHANGES WITH
RESPECT TO METROPOLITAN AGENCIES:
- REMOVE THE METROPOLITAN SPORTS FACILITIES COMMISSION AS A
METROPOLITAN AGENCY SINCE THE BACK -UP TAX LIABILITY IS LIMITED TO
ONE CITY WHICH ALSO APPOINTS ALL COMMISSIONERS EXCEPT THE
CHAIR, CONTINGENT UPON ITS DIVERTTTURE OF LANDS AND PROPERTIES IN
CITIES NOT RESPONSIBLE FOR THE BACK -UP TAX:
CLARIFY THE STATUS OF THE METROPOLITAN AIRPORTS COMMISSION
(MAC) SO THAT IT EITHER BECOMES A TRUE METROPOLITAN AGENCY OR A
STATE DIRECTED AGENCY. IF THE BACK UP PROPERTY TAX IS LIMITED TO
THE SEVEN COUNTY METROPOLITAN AREA THEN ITS MEMBERSHIP SHOULD
COME FROM THE METROPOLITAN AREA. IF THE BACK UP PROPERTY TAX IS
STATE WIDE THEN THE MAC SHOULD HAVE STATEWIDE REPRESENTATION.
C -3 POLICY PLANNING - POLICY IMPLEMENTATION.
The historic legislative division of responsibility between planning and operating at the
metropolitan level has been mostly eliminated.
AS THE METROPOLITAN COUNCIL IMPLEMENTS ITS ADDITIONAL DIRECT
OPERATING RESPONSIBILITY, THE COUNCIL MUST NOT ALLOW ITS
HISTORIC REGIONAL PLANNING ROLE TO BE DIMU41 SHED BECAUSE OF ITS
NEW OPERATING FUNCTIONS. TO ASSURE THAT THE COUNCIL DOES NOT
LOOSE SIGHT OF ITS VISIONARY ROLE, LONG -RANGE PLANNING
RESPONSIBILITIES AND ABILITY TO DEAL WITH EMERGING ISSUES IN A
TIMELY MANNER, THE COUNCIL SHOULD CONSIDER ESTABLISHING A
PLANNING COMMITTEE WITH STATUS EQUAL TO ITS OTHER STANDING
COMMITTEES WHICH DEAL MORE WITH OPERATIONS AND DAY -TO -DAY
CONCERNS.
34
C -4 FUNDING FOR REGIONALLY PROVIDED SERVICES.
The funding sources for the Metropolitan Council and the various regionally provided services
has changed over time and is currently a mixture of property taxes, user fees and federal and
state revenues. There have been discussions to replace these multiple sources with a single
new revenue source.
THE AMM BELIEVES IT IS APPROPRIATE TO CONTINUE TO FUND THE
REGIONAL SERVICES AND ACTIVITIES BY THE EXISTING COMBINATION OF
USER FEES, PROPERTY TAXES, STATE AND FEDERAL GRANTS. THE AMM
BELIEVES THIS METHOD PROVIDES BETTER OVERSIGHT OF EXPENDITURES
BY THE 'PAYERS' AND THEREFORE OPPOSES THE IMPOSITION OF A SINGLE
NEW SOURCE TO REPLACE THE PRESENT FUNDING SOURCES. THE AMM
ALSO BELIEVES THAT THE LINKAGE BETWEEN REVENUES AND
EXPENDITURES FOR EACH SERVICE SHOULD REMAIN VISIBLE BY
FUNCTION AS THE OPERATING FUNCTIONS ARE ABSORBED BY THE NEW
GOVERNANCE STRUCTURE.
C -5 REGIONAL TAX RATES AND USER FEES
The Legislature controls the tax rate limits of the Metropolitan Council and the Metropolitan
Airports Commission (MAC). We believe it should continue to do so. User fees are generally
controlled by the Metropolitan entity collecting the fees (MAC, MSFC, Met Council) . The
setting of user fees and the process for setting or changing fees has generally not been
considered a problem by local officials except for isolated cases.
THE AMM BELIEVES THAT: USER FEES FOR REGIONAL SERVICES SHOULD
NOT BE DICTATED BY THE LEGISLATURE BUT SHOULD BE DETERMINED BY
THE AGENCY PROVIDING THE SERVICE. ALL FEES SHOULD BE REVIEWED
BY THE METROPOLITAN COUNCIL ON A PERIODIC BASIS TO ENSURE THAT
SUCH FEES ARE CONSISTENT WITH REGIONAL SYSTEM PLANS AND GOALS.
AN OPEN VISIBLE PROCESS/PROCEDURE SHOULD BE EMPLOYED FOR USER
FEE CHANGES WHEN CHANGES ARE PROPOSED AND IN CLOSE
COOPERATION WITH THOSE IMPACTED BY THE FEE CHANGES. A CLEAR
LINKAGE BETWEEN FEES AND SERVICE SHOULD BE MAINTAINED.
IV -D COMPREHENSIVE PLANNING - LOCAL AND REGIONAL INTERACTION
Planning is an ongoing process, and several precepts should be kept in mind by Local Units of
Government, Metropolitan Council and the State as this metropolitan planning process
continues.
METROPOLITAN SYSTEM PLANS MUST CONTINUE TO BE SUFFICIENTLY
35
SPECIFIC IN TERMS OF LOCATIONS, CAPACITIES, AND TIMING TO ALLOW
FOR CONSIDERATION IN LOCAL COMPREHENSIVE PLANNING.
THE REGIONAL INVESTMENT IN METROPOLITAN PHYSICAL SERVICE
SYSTEMS, TRANSPORTATION, WASTEWATER TREATMENT, AIRPORTS, AND
PARK AND OPEN SPACE, SHOULD CONTINUE TO BE PROTECTED BY
PREVENTING ADVERSE IMPACT ON THESE SYSTEMS DUE TO LACK OF
INTEGRATION AND COORDINATION BETWEEN REGIONAL AND LOCAL
PLANNING.
LOCAL OFFICIALS MUST HAVE EFFECTIVE INPUT INTO THE REGIONAL
PLANNING PROCESS ON AN ONGOING BASIS.
DESIGNATION OF OTHER REGIONAL PLANS AS METROPOLITAN SYSTEMS
PLANS SHOULD NOT BE MADE UNLESS THERE IS A COMPELLING
METROPOLITAN AREA WIDE PROBLEM OR CONCERN THAT CAN BEST BE
ADDRESSED THROUGH A REGIONAL SYSTEM DESIGNATION.
IV -E METROPOLITAN COUNCIL BUDGETIWORK PROGRAM PROCESS
The Metropolitan Council as restructured, will have an annual operating budget over 300
million dollars and its programs and services impact the two million plus people living in the
metropolitan area. The budget document should convey sufficient information so that its
constituents can determine what services are being provided and how much the services cost,
who benefits and who pays. The budget process should commence early enough in the annual
adoption cycle and be open so that its constituents:-.:can provide meaningful input as to goals
and priorities.
E -1 BUDGET DETAIL AND PROCESS.
The annual budget and work program document has been improved in recent years and
contains more detail and specificity which enables public interest groups to make more
reasoned recommendations but further improvements can be made. It will be a challenge for
the Council to continue this improvement as the direct council budget expands from 15
million to over 300 million.
MANDATED OR NON - DISCRETIONARY PROJECTS, PROGRAMS AND
ACTIVITIES SHOULD BE IDENTIFIED. PROJECTS, PROGRAMS AND
ACTIVITIES WHICH MAY BE DISCRETIONARY BUT ARE TOTALLY OR
MOSTLY FUNDED BY A FEDERAL OR STATE GRANT SHOULD ALSO BE
IDENTIFIED_ ._INFORMATION SHOULD CONTINUE TO BE PROVIDED AS_ TO
PREVIOUS YEARS EXPENDITURES AND PROGRESS FOR ON -GOING
PROGRAMS, PROJECTS AND ACTIVITIES.
AS THE COUNCIL MOVES TO A UNIFIED BUDGET AND BUDGET PROCESS
INCORPORATING THE SERVICES FORMERLY PROVIDED BY THE MWCC, MTC
AND RTB, THE AMM BELIEVES THE EXPENSES AND REVENUES FOR THOSE
SERVICES SHOULD BE CLEARLY IDENTIFIED AND THE LINKAGES
MAINTAINED IN THE UNIFIED BUDGET. FURTHER, THE AMM DOES NOT
BELIEVE FUNDS OR RESERVE FUNDS RAISED FOR A PARTICULAR SERVICE
SHOULD BE USED OR CO- MINGLED WITH THE FUNDS RAISED FOR ANY
OTHER SERVICE OR ACTIVITY.
E -2 PROGRAM EVALUATION
The Council historically levies the maximum or close to the maximum tax levy allowed. It is
difficult for its constituents to determine if internal evaluation is being performed to ascertain.
the effectiveness or necessity of council programs and services or if they are being continued
because 'they have always been done.'
THE AMM BELIEVES THAT EVERY MAJOR COUNCIL PROGRAM/PRIORITY
SHOULD MEET FOUR TESTS:
-THE ISSUE OR PROBLEM BEING ADDRESSED IS IMPORTANT TO THE WELL
BEING OF THE REGION.
- COUNCIL INTERVENTION OR ACTIVITY WILL PRODUCE A POSITIVE RESULT.
- COUNCIL EFFORT OR ACTIVITY DOES.NOT DUPLICATE OR SERVE AS A
SUBSTITUTE FOR A STATE LEVEL PROGRAM OR EFFORT OR WHAT c;iOULD
BE A STATE LEVEL ACTIVITY.
- COUNCIL IS MOST APPROPRIATE AGENCY TO INTERVENE OR PERFORM
ACTIVITY.
E -3 RELIANCE ON PROPERTY TAXES
There is a trend of increased reliance on the property tax to support traditional Council
activities. Federal grants and state funds formerly funded about two /thirds of the Council
Budget and the local property tax about one /third. The property tax portion has increased to
over 60 percent. (This does not include the new operating responsibilities).
THE COUNCIL SHOULD CONTINUE TO EXAMINE THE SERVICES THAT ARE
FUNDED BY LOCAL DOLLARS THAT WERE FORMERLY FUNDED BY NON -
LOCAL FUNDS TO DETERMINE IF THEY ARE STILL NECESSARY AND
WORTHWHILE. THE COUNCIL SHOULD CONTINUE TO DIVEST ITSELF OF
SERVICES OR SEEK STATE FUNDING FOR THE SERVICES THAT IT PROVIDES
FOR THE METROPOLITAN AREA THAT STATE AGENCIES PROVIDE FOR THE
37
BALANCE OF THE STATE.
IV -F METROPOLITAN PARK AND OPEN SPACE FUNDING
The Legislature established the Metropolitan Parks and Open Space System in 1974 and
provided state /regional fiscal support for the acquisition and development of the System and
provided a payment in lieu of taxes to local units of government for land removed from the tax
rolls. Since the establishment of the system, the- State and the Metropolitan area have failed to
establish a permanent partnership relative to thefinancing of the Regional Park System . Failure
to clearly define the role of regional parks has led to- long term instability relative to the
acquisition and development of regional parks and created significant funding concerns for
implementing agencies.
F -1 OPERATION AND MAINTENANCE FUNDING
Regional parks within the Metropolitan area provide the same basic function as state parks
provide in Greater Minnesota. The State does not fully acknowledge this situation and has
never provided an adequate amount of funding for the operation and maintenance of regional
parks while covering 100 percent of the cost of state parks in Greater Minnesota.
AMM RECOMMENDS THAT THE STATE OF MINNESOTA RECOGNIZE THE
ROLE OF REGIONAL PARKS WITHIN THE METROPOLITAN AREA AND
PROVIDE APPROPRIATE FUNDING TO IMPLEMENTING AGENCIES TO ASSIST
THEM IN THE OPERATION AND MAINTENANCE OF THE REGIONAL PARKS
AND OPEN SPACE SYSTEM. THE STATE OF MINNESOTA SHOULD PROVIDE 40
PERCENT OF THE FUNDING TO OPERATE AND MAINTAIN THESE FACILITIES
INSTEAD OF THE APPROXIMATE 10 PERCENT IN THE LAST FEW YEARS.
F -2 REGIONAL BONDING FOR REGIONAL PARKS
The Legislature for the past several years has provided less than 25 percent of the funding
requested for acquisition and development by the Metropolitan Council and the MPOSC on an
annual basis. To allow for the orderly and planned development schedule for the regional parks
and open space system, the Metropolitan Council is currently using previously granted
authority and is issuing regional bonds to make up part of the shortage. Bonds which are
backed by a regional property tax.
THE AMM BELIEVES THAT THE REGIONAL PARKS ARE ESSENTIALLY A
SUBSTITUTE FOR STATE PARKS IN THE METRO AREA AND SHOULD BE
FUNDED ACCORDINGLY. THEREFORE, THE AMM BELIEVES ISSUING
REGIONAL BONDS INAPPROPRIATELY SHIFTS THE BURDEN OF REGIONAL
-
---PARK-FUNDING-FROM THE STATE TO METROPOLITAN AREA PROPERTY
TAXPAYERS. IN ESSENCE, METRO AREA TAX PAYERS WILL BE PAYING
TWICE FOR STATE PARK SERVICE AND THIS IS UNFAIR. THE
W.
METROPOLITAN COUNCIL SHOULD REDOUBLE ITS EFFORTS TO OBTAIN AN
EQUITABLE SHARE OF STATE FUNDING IN FUTURE LEGISLATIVE FUNDING
CYCLES.
V -G WATER RESOURCE MANAGEMENT
The AMM recognizes that water is a critical resource for this metropolitan area and it is
necessary to plan and manage this resource to assure adequate supply, safeguard the public
health, provide recreational opportunities and enhance economic opportunities. Many levels of
government have a vested interest in protecting and managing water resources in an
environmentally and economically sound manner. Since many levels of government are
involved in water management, it is in the public interest to clearly delineate each level's
responsibility to prevent duplication, overlap, and conflicting requirements. This delineation is
particularly important to cities since they are the level that ultimately has the most "hands on"
responsibility.
The aspects of water resources which have received the most attention in recent years are
surface water runoff, groundwater quality, water supply and water recharge areas (wetlands).
There is an interrelationship among all of these systems and there is need for coordination in
managing them effectively. The AMM believes that local units of government should retain the
basic responsibility for water resources management because they are the level closest to the
problems. However, local government units need the financial resources, tools and technical
expertise to implement this responsibility and may need to look to the state and the
Metropolitan Council for this assistance.
G -1 WATER SUPPLY
The AMM is in general agreement with the Water Supply Act (Chapter 186) passed in the
1993 legislative session. The thrust of this legislation:..: s to promote water conservation, require
contingency plans for water emergencies and to promote long range planning for local water
supplies. As suggested by the AMM, cities retained the basic responsibility and authority for
local water supply systems. The Metropolitan Council is encouraged to complete its regional
water supply data base as soon as possible to provide a framework for local water supply
planning.
THE AMM DOES NOT SEE THE NEED FOR ADDITIONAL LEGISLATION
PERTAINING TO LOCAL WATER SUPPLY PLANNING AT THIS POINT IN TIME.
HOWEVER, IF LEGISLATION IS PROPOSED, IT SHOULD BE BASED ON THE
FOLLOWING PRINCIPLES:
-LOCAL UNITS SHOULD RETAIN THE BASIC RESPONSIBILITY FOR WATER
SUPPLY PLANNING AS IN CURRENT LAW.
- ADDITIONAL STATE MANDATES SHOULD BE FUNDED BY THE STATE.
C
-NEW STATE IMPOSED REQUIREMENTS AND OR REGULATIONS
IMPLEMENTING CHAPTER 186 SHOULD NOT ADD TO LOCAL COSTS AND IF
POSSIBLE SHOULD REDUCE AND /OR MINIMIZE DUPLICATIVE REVIEWS.
G -2 SURFACE AND GROUNDWATER WATER MANAGEMENT
The AMM supports as a given that no one has the right to pollute either ground or surface
water resources and in order to safeguard the public health and environment, it is necessary to
preserve our water resources as critical state resources. Most Water Management Organizations
(WMO) and local units or government have done a good job of dealing with surface and
groundwater management issues and have the authority and ability to continue to do so in a
cost effective manner. These existing mechanisms should continue to be used to the greatest
extent possible to address surface and groundwater management problems; instead of creating a
new system or a new organization, but they need the financial resources and tools to meet this
responsibility.
While the AMM does not see the need for any new urban water management organization, it is
clear that the current system contains duplicative review and approvals of local plans and
development projects/proposals and should be streamlined. The AMM believes that the systems
for review and approval of surface water management planning and the review and approval
process for "permitting projects" is rife with duplicative reviews and time consuming delays.
IF LEGISLATION IS CONSIDERED FOR SURFACE WATER MANAGEMENT, IT
SHOULD BE BASED ON THE FOLLOWING PRINCIPLES:
-THE LEGISLATURE SHOULD PROVIDE FUNDS IF IT MANDATES ANY
ADDITIONAL WATER MANAGEMENT PLANNING OR IMPLEMENTING
ACTIVITIES BY LOCAL UNITS OF GOVERNMENT. THE CSO PROGRAM SHOULD
BE VIEWED AS THE PRECEDENT FOR THE STATE HAVING A FINANCIAL
INTEREST IN PROVIDING FUNDS FOR CAPITAL PROJECTS RELATED TO
STORM WATER RUNOFF.
-LOCAL UNITS OF GOVERNMENT SHOULD RETAIN THE BASIC
RESPONSIBILITY FOR SURFACE AND GROUNDWATER MANAGEMENT AS
THEY ARE THE LEVEL CLOSEST TO THE PROBLEM.
-NEW STATE REQUIREMENTS SHOULD NOT ADD TO LOCAL COSTS AND
DUPLICATIVE REVIEWS /APPROVALS SHOULD BE ELIMINATED.
THE AMM WOULD SUPPORT THE FOLLOWING INITIATIVES /ACTION:
- TIMELY COMPLETION OF METROPOLITAN COUNCIL RESPONSIBILITIES AS
DEFINED IN MS 473.157 SO THAT WMO'S AND CITIES CAN FULFILL THEIR
SURFACE WATER MANAGEMENT RESPONSIBILITIES.
all
-A THOROUGH ASSESSMENT OF THE BOARD OF WATER AND SOIL RESOURCES
(BWSR) STRUCTURE AND AUTHORITIES TO ASCERTAIN IF IT SHOULD CONTINUE
TO BE THE APPROVAL AND OVERSIGHT AGENCY FOR SURFACE WATER
MANAGEMENT PLANNING AND ACTIVITIES IN THE METROPOLITAN AREA.
-A THOROUGH ASSESSMENT OF THE METROPOLITAN AREA SURFACE WATER
MANAGEMENT PLANNING AND PERMITTING PROCESS WITH THE OBJECTIVE
OF DEVELOPING IMPROVEMENTS IN CONFLICT RESOLUTION,
COORDINATION BETWEEN AND AMONG STATE AND LOCAL AGENCIES,
SURFACE WATER PLANNING, AND PROJECT PERMIT APPROVALS.
- COMPLETION BY WMOS AND CITIES OF THEIR RESPONSIBILITIES FOR
SURFACE WATER MANAGEMENT PLANNING AS DEFINED IN MS 103 B. 225 -235
AS SOON AS POSSIBLE TO ADDRESS THE WATER QUALITY ISSUES PLAGUING
THE MINNESOTA, MISSISSIPPI AND ST. CROIX RIVERS.
- COMPLIANCE BY LOCAL UNITS OF GOVERNMENT IN OUTSTATE MINNESOTA
WITH THE SAME STANDARDS AND REQUIREMENTS FOR SURFACE WATER
MANAGEMENT AS THOSE IMPOSED ON LOCAL UNITS WITHIN THE
METROPOLITAN AREA.
G -3 REGIONAL WASTEWATER (SEWER) TREATMENT SYSTEM
The metropolitan wastewater treatment and collection systems, which was created in 1969, has
contributed significantly to the improvement of water quality in many of the major water
resources of this area. As a result of a major study and analysis in the mid 1980's a uniform
funding system was established. A major legislative proposal was put forth in_ *.he 1992 session
based on the prey ;gip that the developed portion of this region was Subsidizing the developing
area. : iti ":sseruon was not substantiated by a study conducted under contract by the
University of Minnesota in late 1992 and early 1993 as a result of the 1,1gislative proposal.
THE METROPOLITAN WASTEWATER COLLECTION AND TREATMENT SYSTEM
HAS BEEN A MAJOR COMPONENT OF AN INTERGRATED LOCAL - REGIONAL
SYSTEM WHICH HAS HELPED IMPROVE THE QUALITY OF THE WATER IN
MANY OF THE MAJOR WATER RESOURCES OF THIS AREA SUCH AS LAKE
MINNETONKA, THE MINNESOTA, MISSISSIPPI AND ST. CROIX RIVERS, WHITE
BEAR LAKE, ETC. IT IS IMPORTANT THAT CHANGE NOT BE MADE TO THIS
REGIONAL SYSTEM THAT COULD LEAD TO ITS BREAKUP OR TO DIMINISH
ITS EFFECTIVENESS. SINCE ALL 'USERS' BENEFIT EQUALLY THROUGHOUT
THE SYSTEM THE REGIONAL RATES SHOULD BE UNIFORM THROUGHOUT
THE SYSTEM AND A SUB - REGIONAL SYSTEM OF ALLOCATING THE
REGIONAL SYSTEM COSTS SHOULD NOT BE REINSTITUTED.
H -4 WATER TESTING CONNECTION FEE
41
testing as mandated by Federal Law. This per user fee creates an inequitable and unfair service
fee compared to testing cost for large communities with only a few supply points that need
testing. In addition, there are many non - community and private water supply users such as
trailer courts being tested which are not paying the connection fee imposed by the Department
of Health. This fee should be re- examined by the legislature and the law changed so that each
community and user pays only its fair share. This may necessitate the state to provide some
financial assistance to smaller communities with multiple supply sources.
THE AMM REQUESTS THE LEGISLATURE TO CHANGE THE WATER SUPPLY
TESTING CONNECTION FEE TO BE FAIR AND EQUITABLE AND TO REFLECT
THE ACTUAL COST OF SUPPLY TESTING WITHIN THE COMMUNITY. ALSO,
NON COMMUNITY AND PRIVATE SYSTEMS SHOULD PAY ALL OR PART OF
THEIR TESTING COST.
IV -I WASTE STREAM MANAGEMENT
The problem of managing the waste stream (for all types of waste) is and will continue to be
one of the major social environmental problems during this decade. We are rapidly running out
of space (capacity for land disposal).in the metropolitan area and there are no general disposal
facilities in this state for Hazardous Waste. We are also learning that for many materials
incineration may not be a good environmental alternative to landfill disposal.
The existing waste management system centralizes responsibility at the state level for
hazardous waste but requires the cooperation and support of all levels of government and the
private sector. The solid waste system is essentially a three -tiered system: cities control and
regulate collection; counties are responsible for 'siting' new landfills, developing abatement
plans, developing processing facilities and regulating existing landfills; and the state provides
grants and has regional planning and coordinating responsibilities. The systems were intended
to foster and encourage abatement, recycling and resource recovery for as much of the waste
stream as possible and then to assure environmentally sound disposal for the remaining waste.-
Much has been accomplished during the past decade in improving the waste stream
management system. Much remains to be done and any future legislation should take into
account the following precepts.
I -1 INTEGRATED WASTE STREAM PLANNING
The disposal of solid waste is a multifaceted problem which will require the cooperation and
participation of all levels of government and the private sector to effectively develop and
manage a solid waste system which is cost effective and environmentally sound. To achieve
such a system, all elements of the waste management hierarchy (reduction, reuse, recycling,
compositing, incineration, landfilling) must be utilized. Further, it must be realized that an
effective "system" begins before materials become "waste" and, as such, a comprehensive
view of the entire life cycle of products is needed in order to succeed.
42
-THE AMM ENDORSES THE CONCEPT THAT THE "GENERATORS" OF WASTE
MUST BEAR THE RESPONSIBILITY FOR FUNDING ITS DISPOSAL.
"GENERATOR" INCLUDES THE MANUFACTURERS OF PRODUCTS WHICH
BECOME WASTE, THE SELLERS OF PRODUCTS WHICH BECOME WASTE AND
THE CONSUMER OF PRODUCTS WHICH BECOME WASTE.
-THE AMM ENDORSES THE CONCEPT THAT SINCE GOVERNMENT IS
RESPONSIBLE FOR SOLID WASTE DISPOSAL, IT HAS A LEGITIMATE INTEREST
IN BEING INVOLVED IN OVERALL WASTE STREAM MANAGEMENT. THIS
MEANS THAT GOVERNMENT'S INTEREST BEGINS BEFORE MATERIALS
BECOME "WASTE."
-THE AMM ENDORSES A WASTE MANAGEMENT HIERARCHY WHICH
INCLUDES REDUCTION, REUSE, RECYCLING, COMPOST TING, INCINERATION
AND LANDFILLING. FURTHER, A COMPREHENSIVE SYSTEM MUST INCLUDE A
MIXTURE OF ALL THESE ELEMENTS AND SHOULD NOT RELY SOLELY ON
ANY ONE ELEMENT.
-THE AMM ENCOURAGES MORE ATTENTION BE GIVEN TO THE
ALTERNATIVES OF REDUCTION, REUSE AND RECYCLING BY ALL LEVELS OF
GOVERNMENT.
-THE STATE SHOULD FUND THE DEVELOPMENT AND IMPLEMENTATION OF
AN EDUCATION PROGRAM, WHICH ACTIVELY ENCOURAGES CITIZENS TO
RECYCLE, COMPOST, REUSE AND REDUCE WASTE GENERATION.
- LEGISLATION SHOULD BE INITIATED WHICH WOULD ESTABLISii RECYCLED
CONTENT OR RECYCLABILITY GOALS FOR ALL PRODUCT PACKAGING
MATERIALS, INCLUDING FOOD AND BEVERAGE CONTAINERS.
- LEGISLATION SHOULD BE INITIATED WHICH WOULD PROVIDE FINANCIAL
INCENTIVES TO MANUFACTURERS, RETAILERS OR CONSUMERS FOR
REDUCING PACKAGING VOLUME, USING RECYCLED MATERIALS IN ITS
FABRICATION, OR, PARTICULARLY IN THE CASE OF FOOD AND BEVERAGE
CONTAINERS, FACILITATING ITS RETURN. FEES, TAXES, OR DEPOSITS ON
PACKAGING MATERIALS SHOULD BE CONSIDERED WITH THESE COSTS
WAIVED WHEN CONTENT GOALS ARE MET, VOLUMES ARE MINIMIZED, OR
EFFECTIVE MATERIALS RETURN SYSTEMS ARE IN PLACE. THE NET REVENUE
GENERATED FROM FEES/TAXES ABOVE ADMINISTRATIVE COSTS SHOULD BE
USED TO PROMOTE OR ENHANCE LOCAL PROGRAMS TO REDUCE, REUSE,
RECYCLE PACKAGING MATERIALS.
-THE AMM STRONGLY SUPPORTS THE ACTIVITIES OF THE NEW OFFICE OF
ENVIRONMENTAL ASSISTANCE (REPLACED THE FORMER OFFICE OF WASTE
43
MANAGEMENT), IN PARTICULAR ITS EFFORTS IN LOCAL GOVERNMENT
ASSISTANCE AND WASTE REDUCTION EDUCATION. THIS NEW OFFICE
SHOULD NOT BECOME INVOLVED IN REGULATORY ACTIVITIES BUT SHOULD
CONTINUE TO FOCUS ON HELPING LOCAL GOVERNMENTS MANAGE WASTE
EFFECTIVELY IN AN ENVIRONMENTALY SOUND MANNER.
-THE AMM OPPOSES ANY LEGISLATION WHICH WOULD LIMIT LOCAL
INITIATIVES IN WASTE STREAM MANAGEMENT UNLESS AN OVERALL STATE
OR METROPOLITAN WIDE SYSTEM IS ESTABLISHED WHICH ACCOMPLISHES
THE SAME GOAL OR OBJECTIVE.
-THE AMM SUPPORTS COMPOSTTING AS A TECHNIQUE FOR REUSE OF
YARDWASTES AND OTHER APPROPRIATE COMPONENTS OF THE SOLID
WASTE STREAM. GIVEN THE PROHIBITION ON LANDFILLING YARDWASTE,
RESIDENTS AND REFUSE HAULERS NEED TO BE PROVIDED WITH
CONVENIENT LOCATIONS TO DEPOSIT BRUSH AND OTHER YARDWASTES
FOR PROCESSING. COUNTIES WITH ASSISTANCE FROM THE STATE SHOULD
BE RESPONSIBLE FOR LOCATING AND OPERATING COMPOSITING FACILITIES
AND MUST NOT DELEGATE THIS RESPONSIBILITY TO CITIES WHICH DO NOT
WISH TO OPERATE SUCH FACILITIES.
I -2 HAZARDOUS AND DANGEROUS WASTE MANAGEMENT
The improper disposal of hazardous wastes, through landfilling or incineration, poses a major
risk of water and air pollution. Much has been done to monitor the generation and proper
disposal of hazardous waste by business and industry, and these efforts should continue.
However, the reduction, control and proper disposal of household hazardous wastes is a
significant concern which needs to be addressed.
(A.) HOUSEHOLD HAZARDOUS WASTE.
THE AMM SUPPORTS A STATE -WIDE PROGRAM TARGETED TO THE
REDUCTION AND PROPER MANAGEMENT OF HOUSEHOLD HAZARDOUS
WASTES, INCLUDING:
- PERMANENT DROP OFF OR DISPOSAL SITES - STRATEGICALLY AND
CONVENIENTLY LOCATED THROUGHOUT THE STATE WHERE ALL TYPES OF
HOUSEHOLD HAZARDOUS WASTES CAN BE TAKEN FOR PROPER HANDLING,
PROCESSING, OR DISPOSAL.
- EDUCATIONAL AND POINT -OF -SALE INFORMATION FOR CONSUMERS
NOTIFYING THEM OF THE HAZARDOUS NATURE OF CERTAIN PRODUCTS
AND THE IMPORTANCE OF PROPER HANDLING.
..
- INVOLVEMENT OF THE GENERATORS (RETAILERS) IN THE MANAGEMENT
SYSTEM FOR HOUSEHOLD HAZARDOUS WASTES TO HELP ASSURE PROPER
HANDLING AND PROCESSING.
- INFORMATION TO CONSUMERS ALERTING THEM TO NON - HAZARDOUS
SUBSTITUTES FOR HAZARDOUS HOUSEHOLD PRODUCTS.
- ENCOURAGEMENT WHICH COULD INCLUDE INCENTIVES TO
MANUFACTURES TO PRODUCE LESS HAZARDOUS PRODUCTS FOR USE IN
HOUSEHOLDS. THE TOP PRIORITY OF THE HOUSEHOLD HAZARDOUS WASTE
MANAGEMENT SYSTEM IS TO REDUCE THE AMOUNT PRODUCED.
(B.) COMMERCIAL /INDUSTRIAL HAZARDOUS WASTE.
THE AMM SUPPORTS CONTINUED EFFORTS AT THE STATE LEVEL TO
PROPERLY MANAGE INDUSTRIAL HAZARDOUS WASTES, INCLUDING THE
RE -USE, RECOVERY AND RECYCLING OF AS MUCH HAZARDOUS WASTE AS
POSSIBLE. THAT WHICH CANNOT BE RE -USED OR REPROCESSED MUST BE
DISPOSED OF IN AN ENVIRONMENTALLY SOUND MANNER. FAILURE TO
PROPERLY DISPOSE OF HAZARDOUS MATERIALS KNOWINGLY (INCLUDING
"ILLEGAL DUMPING ") SHOULD RESULT IN CRIMINAL LIABILITY FOR BOTH
COMPANIES AND INDIVIDUALS. MANUFACTURERS SHOULD ALSO BE
ENCOURAGED TO REDUCE THE AMOUNT OF HAZARDOUS MATERIALS USED
IN THEIR MANUFACTURING PROCESSES.
I -3 LOCAL SOLID WASTE MANAGEMENT RESPONSIBILITIES
Cities have certain responsibilities in helping to manage and implement an effective solid waste
management system including recycling programs and the collection systems. The AMM
believes that to date cities, utilizing a variety of collection systems, are doing a good job of
managing Local Recycling and Waste Collection.
THE RESPONSIBILITIES NOW ASSIGNED TO CITIES FOR SOLID WASTE
MANAGEMENT SHOULD REMAIN WITH THE CITIES. THE AMM BELIEVES
THAT THE SYSTEM OUGHT TO BE FLEXIBLE AND BASED ON PERFORMANCE
STANDARDS AND /OR GOALS RATHER THAN MANDATED TECHNIQUES.
I -4 FUNDING
The current funding system for solid waste has a number of drawbacks: It does not encourage
maximum utilization of the waste disposal hierarchy; it often gives little incentive to
individual residents to participate in recycling; it does not differentiate between generators of
'clean' waste and 'Problem' waste; and it has given no assurances that the main sources of
funding are related to the entities incurring expenses.
45
-AMM BELIEVES THAT THE FUNDING SYSTEM SHOULD RECOGNIZE THAT
ALL METHODS OF DISPOSAL, INCLUDING RECYCLING HAVE A COST. ALSO
THE TRUE AND FULL COST OF THE ENTIRE DISPOSAL SYSTEM SHOULD BE
RECOGNIZED.
-AMM BELIEVES THAT IN GENERAL FUNDING FOR THE SOLID WASTE
SYSTEM SHOULD COME FROM THE GENERATORS OF SOLID WASTE.
-AMM BELIEVES A FEE SYSTEM AT THE MANUFACTURES AND /OR RETAIL
LEVEL SHOULD BE INVESTIGATED AND THE CONCEPT OF RETURNABILTTY
SHOULD BE INVESTIGATED AND EXPANDED.
-IN GENERAL, THE FUNDING SYSTEM SHOULD ENCOURAGE MAXIMUM USE
OF THE WASTE HIERARCHY. FOR EXAMPLE IT SHOULD COST MORE TO
DISPOSE OF WASTE IN LANDFILLS THAN IN RESOURCE RECOVERY
FACILITIES.
-AMN SUPPORTS THE CONCEPT THAT MATERIALS WHICH CAUSE SPECIAL
PROBLEMS IN THE WASTE STREAM SHOULD BEAR THE COSTS (THROUGH
THE COST OF PURCHASING THE MATERIALS) ASSOCIATED WITH THESE
PROBLEMS.
-AMM BELIEVES THAT ANY FUNDING SYSTEM MUST GUARANTEE
DISTRIBUTION OF THE MONIES TO ALL ENTITIES INVOLVED IN THE SYSTEM
AND RECOGNIZE ALL COSTS ASSOCIATED WITH THE SYSTEM. THIS MEANS A
SIGNIFICANT PORTION OF THE FUNDS RAISED THROUGH THE SALES TAX
SHOULD BE DISTRIBUTED TO CITIES WHICH OPERATE RECYCLING
PROGRAMS. THE AMM ALSO BELIEVES THAT THE ENTIRE PROCEEDS OF
TAX ON SOLID WASTE SHOULD BE DEDICATED TO SOLID WASTE ACTIVITIES.
I -5 ORGANIZED COLLECTION
Organized collection serves as a viable and important method for municipalities to achieve
solid waste abatement. It is a type of service agreement that allows cities proper regulatory
power over their solid waste collection system. It provides municipalities the opportunity to
choose the type of solid waste collection that would best serve their residents.
-THE AMM ENDORSES THE CONCEPT OF ORGANIZED COLLECTION AS ONE
OF SEVERAL VIABLE METHODS FOR MUNICIPALITIES TO ASSERT
REGULATORY POWER OVER THEIR SOLID WASTE COLLECTION SYSTEMS
- AND BELIEVES THAT ORGANIZED COLLECTION- MUST_CONTINUE TO -BE- - -- -- --
AVAILABLE TO CITIES AS THEY CHOOSE A OF SOLID WASTE
COLLECTIO SYSTEM OPTION.
46
-THE AMM OPPOSES ANY LEGISLATION THAT WOULD IMPOSE
COMPENSATION PENALTIES ON MUNICIPALITIES WHO CHOOSE TO
IMPLEMENT A SOLID WASTE COLLECTION SYSTEM.
I -6 HOST CITIES AND CLEANUP RESPONSIBILITIES
While solid waste facilities are components of the solid waste management system, they must
be located in individual cities. Because the number of facilities is limited, the effects of hosting
these facilities is not equally shared among cities. Most of these effects are negative - an
increased likelihood and incidence of water, soil, air, and noise pollution; and increased amount
of litter and offensive odors; a greater likelihood of adverse impacts on values of neighboring
properties; a need for increased maintenance on public streets and highways; and potential
threats to public health and welfare in areas immediate to and along access routes to these
facilities. Longer -term impacts may affect cities if the organizations responsible for facility
operations cease as financially viable entities. Safeguards need to be enacted for host cities for
the operations and clean up responsibilities associated with solid waste facilities.
The trend within the metropolitan area has been to internalize present and future costs of solid
waste management on current generators of solid waste. These costs should include the extra
and adverse financial impacts borne by host communities. Cities host these regional facilities
because of accidents of geography. Liabilities for these facilities should be shared across the
region.
-THE AMM SUPPORTS THE CURRENT COMPENSATION LEVEL ALLOWED
THROUGH SURCHARGE FEES AS A MINIMUM LEVEL; THIS COMPENSATION
SHOULD BE CONTINUED OR INCREASED. THIS FORM OF COMPENSATIOIN
SHOULD BE AVAILABLE TO ALL TYPES OF SOLID WASTE FACILITIES.
-THE AMM BELIEVES THE HOST COMMUNITIES SHOULD NOT BEAR A
FINANCIAL LIABILITY ASSOCIATED WITH SOLID WASTE FACILITIES. COSTS
INCURRED FOR MONITORING OPERATIONS AND CORRECTIVE ACTIONS.
SHOULD BE BORNE BY FACILITY OPERATORS OR, IN THE ABSENCE OF SUCH
REGULATIONS, BE ASSUMED BY THE STATE OF MINNESOTA. LEGISLATION
NEEDS TO BE STRENGTHENED SO AS TO EXEMPT CITIES FROM ANY
PRESENT AND FUTURE LIABILITY ARISING FROM OPERATIONS OF SOLID
WASTE FACILITIES. LEGISLATION SHOULD FURTHER ESTABLISH THAT
PROCEEDS FOR REMEDIAL ENVIRONMENTAL ACTIONS BE IN A TRUST FUND.
-THE AMM WILL. SUPPORT LEGISLATION WHICH CLEARLY ARTICULATES
THAT REMEDIAL ENVIRONMENTAL ACTIVITIES ARE THE RESPONSIBILITY
ONLY OF THE PERMITTED OPERATOR AND /OR THE STATE OF MINNESOTA.
-THE AMM WILL SUPPORT STATE AND FEDERAL LEGISLATION THAT
CLARIFIES THAT MUNICIPAL SOLID WASTE IS NOT A HAZARDOUS
47
SUBSTANCE, AND THAT ENABLES LOCAL GOVERNMENTS INVOLVED IN
CLEANUPS TO HAVE THE OPPORTUNITY TO SETTLE THEIR POTENTIAL
LIABILITY QUICKLY AND SAFELY.
M.
V- �.
V
TRANSPORTATION
AMM TRANSPORTATION POLICY STATEMENT
The AMM believes that the recent passage of the Federal Transportation Bill (ISTEA) provides
the Metropolitan area with a unique opportunity, to rethink Transportation, Transit and
Development Plans. It is imperative that as we prepare to move into the next century, our
transportation network become multi- modal, offer flexibility, invest significantly in transit, and
be designed to manage traffic.
Within the last two decades, the number of miles driven per day has doubled. Traffic
congestion is expected to increase by 35 % by the year 2000, creating nearly 200 miles of
severely congested highways. Ridership by bus, car and van pool, continues to decline and. the
Regional Transit System continues to be inadequately funded. There is a growing awareness
that the true cost of driving an automobile, when factoring in energy use, pollution,
productivity loss due to congestion, and the resulting cost of motor vehicle accidents, are born
by the general public at large not solely the driving public. The majority of peak hour traffic is
workers commuting to or from work. Achieving a balance between workers and jobs in a
geographic area can reduce the volume of intra area commuting and balance the directional use
of the interconnecting roads. Economic stratification and an aging population is creating a
larger pool of transit dependent individuals. Our current transit system is not capable of
providing adequate transit services in the entire metropolitan area. Local governmental units are
facing funding shortfalls which prevent them from adequately maintaining the current
transportation network.
AMM calls upon the Legislature, MNDOT, RTB, and the Metropolitan Council to develop a
more comprehensive transportation program that more closely integrates all modes of
transportation. This coordinated approach at the minimum must be designed to increase
accessibility, improve air quality, and serve the transit dependent and handicapped. The AMM
supports a comprehensive transportation policy that;
1. Incorporates traffic management into local and regional zoning and planning actions;
2. Encourages traffic management plans by all employers; Creates a series of incentives
aimed at increasing vehicle occupancy levels;
4. Discourages the use of development incentives for any project of significant size that
does not contain a comprehensive traffic management plan;
5. Studies the concept of jobs to workers balance in the metropolitan area; and
6. Establishes an adequate dedicated funding source for transit.
In addition, local units of government must be provided with adequate funding or authorizing
legislation that will allow them to maintain their current investments in the local transportation
infrastructure. The following recommended legislative proposals are designed to meet this
.,
overall goal.
V -A STREET, BRIDGE, AND HIGHWAY GENERAL FUNDING
An efficient transportation system is a vital element in planning for physical, economic, and
social development at the state, regional, and local levels. Funding for current roadway
maintenance reconstruction, and construction of new streets, bridges, and highways in
developing areas is a significant major element of a competitive and safe transportation system.
Due to past declining state revenues there has been a tendency by the Legislature to divert
much needed roadway funds to state general expenditure. This trend must be reversed,
especially in light of the Federal Intermodal Surface Transportation Efficiency Act of 1991
(ISTEA). Funding needs to be expanded to not only keep up with inflation and modest program
growth, but to provide necessary funds for matching 80/20 projects included in the ISTEA
legislation.
THE AMM URGES THE LEGISLATURE TO PROVIDE AN ADEQUATE LEVEL OF
FUNDS SO THAT NEEDED STREET, BRIDGE, AND HIGHWAY MAINTENANCE
MAY BE CONTINUED, NECESSARY NW STREET AND HIGHWAY
CONSTRUCTION MAY OCCUR, THE MUNICIPAL STATE AID FUND LEVEL
CONTINUES GROWTH, AND REQUIREMENTS OF THE FEDERAL INTERMODAL
SURFACE TRANSPORTATION EFFICIENCY ACT OF 1991 (ISTEA) CAN BE MET.
V -B METROPOLITAN TRANSIT SYSTEM GENERAL FUNDING
Because of the large economically diverse and spreadout population of the Twin City
Metropolitan Area, it is an absolute necessity to provide an effective and efficient pnh::c mass
transit service augmented by a variety of programs,such as Rideshare and Project Mobility.
Without a good transit system, many elderly and handicapped persons residing in the area
primarily because of access to unique services would be almost totally immobile. The new
Federal legislation (ISTEA) has established a modern trend by providing over 20% of its total
5 year funding for Transit and allowing a shift of highway funds to transit on a project by
project basis. The Americans Disability Act and new air and noise quality standards will
impact both the way we do transit as well as the cost. In order to obtain ISTEA funds and to
continue providing reasonable transportation opportunities, the legislature must increase transit
funding priority.
THE AMN REQUESTS THE LEGISLATURE TO CONSIDER THE METROPOLITAN
TRANSIT PROGRAMS AS HIGH PRIORITY AND FUND THEM SUFFICIENTLY TO
TAKE FULL ADVANTAGE OF FEDERAL ISTEA FUNDING AS WELL AS MEET
THE DEMANDS OF ADA AND AIR AND NOISE STANDARDS. FUNDING
ALTERNATIVES SHOULD INCLUDE BUT NOT BE LIMITED TO THE STATE
GENERAL FUND, MOTOR VEHICLE EXCISE TAX OR OTHER SALES TAX, THE
FARE BOX, PROPERTY TAX, AND SERVICE EFFICIENCIES.
50
V -C TRANSPORTATION SERVICES FUND
A Transportation Services Fund was created for minimal activities and with minimal funding in
1991. The Legislature should adopt the recommendations of the Transportation Study Board
and Minnesota Transportation Alliance which suggests using MVET to fund statewide transit
needs and related non highway construction activities currently funded from the Users Fund.
These are Dept. of Public Safety, Tourism, River Parkway, Safety Council and several others
which are at best questionable gas tax expenditures.
THE AMM ENDORSES THE CONCEPT OF REMOVING NON HIGHWAY
CONSTRUCTION AND MAINTENANCE ACTIVITIES FROM THE STATE TRUNK
HIGHWAY FUND AND THE EXPANSION OF A TRANSPORTATION SERVICES
FUND FOR THESE ACTIVITIES.
V -D TRANSPORTATION HIGHWAY AND TRANSIT FUNDING ALTERNATIVES
The need for both Highway and transit funding has been increasing significantly in the past
several years while the resources dedicated or generally used for these purposes have either not
kept pace or been diverted for other state priorities. The new Federal Transportation Act
(ISTEA) has shifted emphasis by providing significant funds for Transit and also placed
increased burden on states by increasing the local match to 20 %. Transit needs in the
Metropolitan Area have become critical since in some cases Highway expansion is physically
or financially prohibitive, therefore capacity expansion can best be solved by transit alternatives
implementation in these cases. Funding should be multi source with growth capability.
Therefore, the AMM believes it is time to solve the problem on a permanent basis.
THE AMN SUPPORTS A COMBINED STRATEGY OF GAS TAX INCREASES
INCLUDING INDEXING TO KEEP PACE WITH HIGHWAY MAINTENANCE AND
CONSTRUCTION NEEDS AND A DEDICATED MVET OR OTHER TAX SOURCE
FOR TRANSIT FUNDING EXPANSION. IF THE LEGISLATURE CANNOT ASSURE
STATUTORY DEDICATION OF SOME FUNDING MECHANISM THEN A
CONSTITUTIONAL SOLUTION SHOULD BE IMPLEMENTED.
AS AN ADDITION TO THE TRADITIONAL GAS TAX AND TO PROVIDE FUNDING
FOR BOTH HIGHWAYS AND TRANSIT, THE AMM WOULD SUPPORT A SALES
TAX ON GASOLINE AT THE PUMP WITH THE ENTIRE 6.5 CENTS ALLOCATED
TO TRANSPORTATION.
AS PART OF THE COMBINED STRATEGY, THE STATE LEGISLATURE SHOULD
CONSIDER USING ITS BONDING AUTHORITY TO PROVIDE TRANSPORTATION
INFRASTRUCTURE SINCE THE RELATIONSHIP BETWEEN INTEREST RATES
AND INFLATION IS SUCH THAT IT IS ADVANTAGEOUS TO MAKE SUCH
STRATEGIC INVESTMENTS.
51
V -E MSAS FUNDING FOR COMBINED CITY STREET DEPARTMENTS
The State of Minnesota developed in the late 1950s a system for distributing highway funding
to MNDOT, counties, and communities with populations over 5,000. This system has worked
reasonably effectively to construct and maintain an integrated transportation network within the
State.
In recent years, the State Legislature has established statutes which call for the investigation of
benefit that would be obtained through consolidation of services and reallocation of resources.
One such area that presents such an option is the consolidation of Public Works and
Maintenance departments within cities, townships, and counties. Such an opportunity for
streamlining capital expenditures and cost - effective maintenance of an integrated street system
might be best served by recognizing such consolidation through the use of the Municipal State
Aid System.,
In that, if two or more governmental units consolidate their maintenance departments, having in
effect a Joint Powers Agreement which reflects a single entity for budgeting and operations
purposes, then the population of the governmental units participating in such a Joint Powers
Agreement should be considered in determining the MSAS funding eligibility of these
communities as per MS 162.09.
THE AMM URGES THE LEGISLATURE TO ENCOURAGE THE
IMPLEMENTATION OF COOPERATION AND CONSOLIDATION OF LOCAL
GOVERNMENT SERVICES SUCH AS IS ENVISIONED BY MS 375. THE STATE AID
SYSTEM STATUTES SHOULD BE AMENDED TO ALLOW FOR THE ELIGIBILITY
OF COMBINED POPULATION WITHIN INCORPORATED MUNICIPALITIES
HAVING A JOINT POWERS PUBLIC WORKS AND MAINTENANCE DEPARTMENT
AND CONTIGUOUS BORDERS, TO QUALIFY FOR MSAS FUNDING UNDER THE
MUNICIPAL STATE AID STREET SYSTEM POPULATION CUTOFF RULE OF 5,000.
V -F HIGHWAY JURISDICTIONAL REASSIGNMENT, TURNBACKS, AND FUNDING
Many commissions, boards, organizations, and now the legislatively reconstituted
Transportation Study Board have studied or are to study the possibility of reclassifying many
roadways in the state as to appropriate use classifications and jurisdiction. This reassignment in
the metropolitan area is estimated to shift $6.1 million annually from the state and $1.2 million
annually from the counties to the cities for an increase of $7.3 million annually for general
maintenance and life cycle treatment (i.e. sealcoat, overlays, etc.). Current state law provides
that the state and/or county may declassify a trunk highway and turn it back to a local unit of
government. The only provision is that it must be in good condition. The unit receiving the
highway does not have the option to refuse title and must, thereafter, maintain the turned back
road. Although reassignments or turnbacks may be added to the MSA system, there may not
be enough maintenance funds for the new mileage, and the receiving city will lose the
52
opportunity of new MSA road designation until its mileage allocation catches up to the
tumback- mileage. Reassignment may be appropriate, but will have a profound effect on city
finances and future ability to maintain good road systems, especially if certain criteria are not
met and finance alternatives established. Therefore, the AMM offers the following as a guide
to continuing discussion and ongoing studies.
THE AMM SUPPORTS JURISDICTIONAL REASSIGNMENT OR TURNBACK OF
ROADS ON A PHASED BASIS BASED ON FUNCTIONAL CLASSIFICATION AND
OTHER APPROPRIATE CRITERIA SUBJECT TO A CORRESPONDING
MECHANISM FOR ADEQUATE FUNDING OF ROADWAY IMPROVEMENTS S
AND CONTINUING MAINTENANCE SINCE CITIES DO NOT CURRENTLY HAVE
THE FINANCIAL CAPACITY OTHER THAN SIGNIFICANT PROPERTY TAX
INCREASE TO ABSORB THE ADDITIONAL ROADWAY RESPONSIBILITIES
WITHOUT NEW FUNDING SOURCES. THE EXISTING MUNICIPAL TURNBACK
FUND IS NOT ADEQUATE BASED ON CONTEMPLATED TURNBACKS.
V -G TRANSPORTATION UTILITY
Many cities are experiencing aging infrastructure, especially streets which are in need of
replacement but because of few funding options continue to deteriorate. Chapter 429 bonds
issued without election require a minimum of 20 percent assessment. However, the courts
require a benefit proof that the assessment has actually increased the property value by the
assessment value. For street replacement this is nearly impossible. Strict levy limits have
prohibited full levy for the cost but further a general levy for full cost of street replacement
might be very unfair to non benefiting property as well as higher valued classes of property. A
general referendum to replace streets in one aging neighborhood would undoubtedly not pass in
an entire city. The only remaining option is to legislatively establish a new funding mechanism
that creates fairness. The best model available is a utility district similar to one the created for
stotmsewers which allows assessment annually for shared use on a volume basis.
THE AMM REQUESTS THE LEGISLATURE TO ESTABLISH A TRANSPORTATION
UTILITY AUTHORITY FOR CITIES TO USE FOR STREET MAINTENANCE AND
RECONSTRUCTION SIMILAR TO THE EXISTING STORM SEWER UTILITY.
V -H '3C' TRANSPORTATION PLANNING PROCESS - ROLE OF ELECTED
OFFICIALS
The transportation planning process in the Twin City Metropolitan Area has been developed in
response to a variety of federal and state laws and regulations. The Metropolitan Council
(MC) was formally designated by the Legislature in 1974 (1974 MRA) as the agency
responsible for the administration and coordination of said planning process. Included within
this designation is the responsibility. for long range comprehensive transportation planning
commonly referred to as the '3C' process (continuous, comprehensive, and cooperative).
Federal law and regulations required that principal elected officials of general purpose local
53
governments be part of the planning process. When the Legislature designated the MC as the
transportation planning agency for the metropolitan area, it also mandated the establishment of
an "advisory body" to assist the MC, and Metropolitan Transit Commission (MTC), and the
Regional Transit Board, in carrying out their responsibilities. This advisory body is the -
Transportation Advisory Board (TAB) and contains 17 local elected officials among its
membership of about 30 officials. The Federal Intermodal Surface Transportation Efficiency
Act (ISTEA) of 1991 again establishes the need for local elected officials in the '3C' planning
process.
The current elected official participation and '3C' process has worked reasonably well in this
Metropolitan Area.
THE AMM SUPPORTS THE CONTINUATION OF THE CURRENT LOCAL
ELECTED OFFICIALS INVOLVEMENT IN THE '3C' PROCESS THROUGH THE
TRANSPORTATION ADVISORY BOARD TO MEET REQUIREMENTS OF THE
FEDERAL INTERMODAL SURFACE TRANSPORTATION ACT OF 1991.
V -I PRESERVATION OF RAILROAD RIGHT -OF -WAY
Minnesota's system of railroad grades is rapidly shifting to a national trunk -line carrier with
few branch lines as one line after another is abandoned. Minnesota has witnessed the'
abandonment of over one -half its rail system since the 1930 peak of 9,360 miles, much in the
past 15 years.
Just as these abandoned rails played an important part in our transportation history, they
now represent an equally significant opportunity for future generations. Light rail usage,
vegetation reserves of scientific interest, transmission corridors, bicycle and snowmobile trails,
access roads to remote natural resources, future highways, pipeline corridors are just a few
roles for these abandoned grades.
Although some abandonments were lost for use in past years, the legislature and various state
departments have now put in place procedures to preserve and protect future abandonments.
Therefore,
THE AMM URGES THE LEGISLATURE AND STATE ADMINISTRATIVE
DEPARTMENTS TO CONTINUE PROGRAMS THAT ENSURE ABANDONED
RAILROAD GRADES BE EXPEDIENTLY PRESERVED UNTIL SUCH TIME THAT
THE FUTURE PUBLIC USE CAN BE DETERMINED.
V -J CITY SPEED LIMITS
A bill has been introduced which would grant cities the authority to set speed limits on city
roads and streets. This policy of local authority for free standing rural or out state cities may be
feasible but could be extremely dangerous and confusing in the metropolitan area. The seven
54
county metropolitan area is made up of 140 contiguous cities and a number of townships..
Because of the compactness of cities in this area, it is often impossible to determine when one
has crossed a boundary from one city to the next. If one city changes its limits, its neighbor
would either have to also change or post many additional signs on each street crossing a boundary. This system
would be costly, extremely confusing to individuals, and might cause some legal problems in case of accidents.
Therefore,
THE AMM SUPPORTS SPEED LIMIT CONTROL OF CITY ROADS AND STREETS
AS CURRENTLY PROVIDED BY LAW AND OPPOSES CHANGES TO GRANT
GENERAL SPEED LIMIT CONTROL TO INDIVIDUAL CITIES.
V -K TRANSPORTATION INCENTIVES/DISINCENTIVES
The AMM supports the development of a comprehensive system which will facilitate an
increase in the occupancy level of cars and enhance the use of transit within the Metropolitan
area.
AMM SUGGESTS THE DEVELOPMENT AND PASSAGE OF LEGISLATION THAT
INCLUDES A COMMUTER TRIP REDUCTION PROGRAM AND CREATES A
SERIES OF TAX INCENTIVES AND /OR IMPACT FEES THAT ENCOURAGES
MULTIPLE OCCUPANCY TRANSIT USE. THE STATE LEGISLATURE IS
ENCOURAGED TO CONSIDER EXCLUSION FROM GROSS INCOME THE VALUE
OF COMMUTER TRANSPORTATION BENEFITS PROVIDED BY AN EMPLOYER
AND PROVIDE A TAX DEDUCTION AND TAX CREDIT FOR EMPLOYERS WHO
PROVIDE COMMUTOR TRANSPORTATION BENEFITS TO EMPLOYEES.
V -L REGIONAL TRANSIT SYSTEM
The purpose of a Transportation System is to provide mobility for people and accessibility to
and for economic development and services. The most effective system will make maximum
use of all transportation alternatives and strategies where they are most appropriate, thus,
creating a truly integrated system. Exclusive reliance on only freeways is imprudent and
possibly cost prohibitive primarily due to social and economic upheaval of established
neighborhoods for right of way acquisition. Transit improvements are imperative, but even with
implementation of various load increasing strategies, the capacity is finite and will reach
unacceptable saturation limits within the foreseeable future. The AMM supports more
coordination and integration of Transit, includng LRT, and Highway planning and
implementation.
THE REGIONAL TRANSIT SYSTEM SHOULD BE A COMBINATION OF
INTEGRATED TRAFFIC MANAGEMENT SYSTEMS AND BE INCLUDED IN ALL
PLANNIN -DO UMENTS .-- -
THE SYSTEM COMPONENTS SHOULD INCLUDE HOV LANES, EXPRESS
55
BUSES, AND LIGHT RAIL TRANSIT WHICH SHOULD BE BUILT TO CONNECT_
RESIDENTS TO JOB, RETAIL, AND COMMERCIAL CENTERS.
THE SYSTEM SHOULD ALSO INCLUDE A VARIETY OF TRANSIT MODES,
INCLUDING A TAXI SYSTEM, BUSES, PEDESTRIAN AND BICYCLE FACILITIES,
AND PARK AND RIDE FACILITIES, ADEQUATE TO CONNECT THE REGIONAL
CENTERS, MAJOR TRIP GENERATORS AND COMMUNITIES, BOTH URBAN AND
SUBURBAN.
BUS SYSTEMS AND ESPECIALLY LAT SYSTEMS SHOULD INCLUDE AMPLE
REGIONAL PARK AND RIDE FACILITIES FOR AUTOMOBILES, MOTORCYCLES
AND BICYCLES, WITH EASY ACCESS, CONSISTENT WITH THE PLANNING OF A
REGIONAL ENTITY TO ACCOMMODATE THE NEEDS OF THE PUBLIC. FEEDER
SYSTEMS SHOULD BE A MAJOR CONSIDERATION FOR BUS PARK AND RIDE
AND LAT STATIONS. PLANS SHOULD D BE CONSIDERED TO USE VAN POOLS
AND BICYCLES AS WELL AS WALKING TO FEED THE PARK AND RIDE
FACILITIES FOR EXPRESS BUSES AND LAT.
ALL TRANSIT MODES AND TRANSPORTATION SYSTEM MANAGEMENT
POLICIES SHOULD BE GIVEN EQUAL CONSIDERATION NOW AND IN THE
FUTURE IN ORDER TO PROVIDE THE BEST TRANSPORTATION SYSTEM
POSSIBLE TO THE METROPOLITAN AREA.
V -M MSA SCREENING COMMITTEE
The Metropolitan Highway Districts 5 and 9 were combined in 1989/90 administratively to
form one Metropolitan Highway District within the MNDOT structure. By law the MSA
screening committee consists of one member from each Highway District and first class city.
Technically, the combining of Districts 5 and 9 reduces the membership by one from the metro
area. This was not intended by MNDOT. Therefore;
THE AMN REQUESTS THAT THE STATUTES BE MODIFIED TO PRESERVE TWO
SEATS ON THE MSA SCREENING COMMITTEE FROM THE METROPOLITAN
HIGHWAY DISTRICT.
V -N METROPOLITAN TRANSPORTATION TAX
The AMM membership feels that transportation needs and funding are at a critical point in the
metropolitan area and cannot be fully met within current financial or tax resource constraints.
Higher occupancy transit systems such as LAT, buses, and other transit facilities must be
examined in the context of a total transportation system in need of added resources. A new
metro source of funds should not be a signal for reduced current or future state allocations,
should be related to use, should be imposed as broadly as possible and to the greatest extent
possible on the largest beneficiary of the activity funded, should be a stable funding source,
56
and should be totally dedicated to the funded activity. In addition, a new source of revenue
should not restrict future local government options. With the foregoing criteria as a basis:
AMM SUPPORTS THE CONCEPT OF A METROPOLITAN TAX FOR
METROPOLITAN TRANSPORTATION NEEDS, INCLUDING STREET AND
HIGHWAY FACILITIES, HIGHER OCCUPANCY VEHICLE FACILITIES, AND
TRANSIT FACILITIES (INCLUDING LAT) WITH THE FOLLOWING
CONSIDERATION: (1) TAXES SUCH AS THE MOTOR FUELS, MOTOR VEHICLE
EXCISE TAX, SALES TAX, AND PAYROLL TAX SHOULD BE INVESTIGATED;
AND (2) THE PROPERTY TAX AND GENERAL INCOME TAX SHOULD NOT BE
CONSIDERED.
V -O AIRPORT POLICY
In 1987, the Minnesota State Legislature adopted the "Dual- Track" strategy for airport
planning. one track focuses on a new airport option; the other on improvements at the existing
airport. The choice will be made when economic, operational, environmental and cost benefits
studies are completed by 1996. The Metropolitan Council has identified a search area in
Northern Dakota County within which a major airport could be located. Meanwhile, the
Metropolitan Airport Commission must develop a long range plan to ensure capacity at the
Minneapolis St. Paul International Airport. By the end of 1995, the Metropolitan Airports
Commission must also identify a specific airport site within the search area identified by the
Metropolitan Council. In 1996, both the Metropolitan Council and the Metropolitan Airports
Commission must prepare recommendations on major airport long -term development for
consideration by the Minnesota State Legislature.
THE AMM RECOMMENDS AND SUPPORTS THE CONTINUATION OF THE DUAL
TRACK PROCESS TO ASSURE THAT ALL OPTIONS ARE PROPERLY REVIEWED,
AS AIRPORT ISSUES ARE BEING CONSIDERED. THE AMM ENCOURAGES THE
METROPOLITAN COUNCIL AND THE METROPOLITAN AIRPORTS
COMMISSION, WHETHER CONSIDERING A NEW SITE OR IMPROVEMENTS TO
THE EXISTING SITE, TO THOROUGHLY STUDY THE SOCIETAL AND
ECONOMIC IMPACTS OF BOTH SITES IN THE FOLLOWING AREAS:
ENVIRONMENT, SOCIAL, SITE AREA, GENERAL LAND USE AND COST. THE
AMM ALSO ENCOURAGES -THE METROPOLITAN COUNCIL AND THE
METROPOLITAN AIRPORTS COMMISSION TO CONSIDER THE
INFRASTRUCTURE COSTS AT BOTH SITES AS WELL AS THE COST - BENEFITS
RATIO OF ALL CLASSIFICATIONS OF PROPERTY FOR THE AREAS
SURROUNDING BOTH SITES , AS STUDIES ARE COMPLETED ON POSSIBLE
EXPANSION OF THE EXISTING MINNEAPOLIS -ST. PAUL AIRPORT AND /OR
RELOCATION OF THE AIRPORT TO A NEW SITE.
WA
V -P BIKEWAY GRANTS PROGRAM
Increased support needs to be provided for innovative and intermodal transportation programs.
Dependency on the single occupant automobile must be lessened. All Minnesota governments
should continue to encourage increased energy conservation, travel -demand management,
ride -share programs, bicycle facilities, alternative fuels, and research and education for such
options.
The attractiveness of bicycle transportation is maximized in urban areas. Traffic calming
projects have been shown to reduce the severity and number of accidents, reduce air and noise
pollution and improve urban streets for non - motorized users. with the increased awareness of
health and fitness, the environmental benefits and cost effectiveness of bicycling, more and
more Minnesotans are demanding safe and convenient bicycle facilities. Local governments
have expressed interest in enhancing bicycle safety by planning for and adding off road trails,
paved shoulders and bicycle storage facilities and safety programs in their communities.
The National Intermodal Surface Transportation Efficiency Act of 1991 ( ISTEA) states that
improvements necessary to accommodate other transportation modes are eligible uses of both
National Highway system and Surface Transportation Program funds. ISTEA also requires
each state to set aside 10 percent of its surface transportation program funds for safety
construction activities, (ie, hazard elimination and rail- highway crossings) and 10 percent for
transportation enhancements which encompass a broad range of environmentally - related
activities.
IN KEEPING WITH THE NATIONAL RECOGNITION Of '`SEED TO
DECREASE DEPENDANCE ON SINGLE OCCUPANCY A,, ,,ES, THE
LEGISLATURE SHOULD RESTORE FUNDING FOR THE RANTS
PROGRAM. THE MINNESOTA COMPREHENSIVE BICYCLE .
RECOMMENDS THAT "A GRANT PROGRAM BE ESTABLISHEL'
IMPLEMENTED. TO DEVELOP BICYCLE FRIENDLY ZONES IN L
AREAS." BICYCLE FRIENDLY ZONES WOULD INCLUDE BUT NOT 'I,,,, .. x i:D
TO CONSTRUCTION OF BOTH ON AND OFF ROAD BICYCLE FACILITIES,
PUBLIC EDUCATION, PROMOTION AND MONITORING. ON ROAD FACILITIES
COULD VARY FROM STRIPPED PAVED SHOULDERS TO DESIGNATED BICYCLE
LANES.
r
REPORT/RECOMMENDATION
Recommendation:
Approval of issuance of an On -Sale Wine License and 3.2 Beer License to Cuisine
Concepts, DBA: Tejas Restaurant, 3910 West 50th Street.
InfoBackground:
The City has received applications for an On -Sale Wine License and a 3.2 Beer License
from Cuisine Concepts, DBA: Tejas Restaurant. This is the new restaurant opening
soon at 3910 West 50th Street.
The applications have been reviewed by the Police, Health and Planning Departments
and the necessary investigations have been conducted. Memorandums are attached in
support of issuance of the requested licenses.
If approved by the Council, the required documents will be sent to Minnesota Liquor
Control for approval of the On -Sale Wine License.
Agenda Item # iy . x
TO:
MANAGER ROSLAND
Consent
❑
FROM:
MARCELLA DAEHN,
Information Only
r
CLERK.
DATE:.
OCTOBER 14, 1994
Mgr. Recommends
❑
To HRA
SUBJECT:
ON -SALE WINE LICENSE
X�
To Council
AND 3.2 BEER LICENSE
CUISINE CONCEPTS
Action
x❑
Motion
DBA:
TEJAS RESTAURANT
❑
Resolution
Ordinance
Discussion
Recommendation:
Approval of issuance of an On -Sale Wine License and 3.2 Beer License to Cuisine
Concepts, DBA: Tejas Restaurant, 3910 West 50th Street.
InfoBackground:
The City has received applications for an On -Sale Wine License and a 3.2 Beer License
from Cuisine Concepts, DBA: Tejas Restaurant. This is the new restaurant opening
soon at 3910 West 50th Street.
The applications have been reviewed by the Police, Health and Planning Departments
and the necessary investigations have been conducted. Memorandums are attached in
support of issuance of the requested licenses.
If approved by the Council, the required documents will be sent to Minnesota Liquor
Control for approval of the On -Sale Wine License.
CITY OF EDINA
POLICE DEPARTMENT
MEMORANDUM
DATE: October 13, 1994
TO: Kenneth E. Rosland
FROM: William C. Bernhjelm
SUBJECT: On -Sale Wine License
The on -sale wine license application of the below - listed establishment has been investigated in
accordance with applicable statutes and ordinances:
Cuisine Concepts
DBA: Tejas Restaurant
3910 West 50th Street
Edina, MN 55424
The findings of this investigation do not reveal information that is contrary to the public interest for
the purpose of licensing.
Therefore, I recommend the Council move to approve the application and issuance of an on -sale
wine license for the establishment conditioned upon approval by the State of Minnesota, and instruct
the City Clerk to forward the required documents to the State of Minnesota for their approval.
WILLIAM C. BERNHJELM
CHIEF OF POLICE
WCB:nah
,y
MEMORANDUM
TO: MAYOR AND COUNCIL MEMBERS
FROM: ELLIOTT MARSTON, ASSISTANT SANITARIAN Y'�
SUBJECT: ON -SALE WINE LICENSE AND 3.2 BEER LICENSE
CUISINE CONCEPTS
DBA: TEJAS RESTAURANT
DATE: OCTOBER 14, 1994
The applications for an on -sale wine license and 3.2 beer license submitted by Tejas
Restaurant, a new restaurant opening at 3910 West 50th Street, has been reviewed by
the Health Department.
Our investigation of the plans finds that the subject restaurant will comply with the
requirements of Code Section 900 with respect to seating capacity, food establishment
license and appropriate storage and food handling space which will not be adversely
impacted by the storage and service of wine.
I would recommend approval of the licenses.
ot
MEMORANDUM
TO: MAYOR AND COUNCIL MEMBERS
FROM: CRAIG LARSEN, PLANNED
Wv`.
SUBJECT: ON -SALE WINE LICENSE AND 3.2 BEER LICENSE
CUISINE CONCEPTS
DBA: TEJAS RESTAURANT
DATE: OCTOBER 14, 1994
The applications for an on -sale wine license and 3.2 beer license, submitted by Tejas
Restaurant soon to open at 3910 West 50th Street has been reviewed by the Planning
Department.
The premises meet the requirements of the Zoning Ordinance and I would recommend
approval of the licenses.
I
AGENDA ITEM V.A
CITY OF EDINA
MEMORANDUM
DATE: October 13, 1994
TO: Mayor & City Council
FROM: Craig Swanson - Traffic Safety
SUBJECT: Stop Sign - St. Johns at W. Woodland Road
Item V.A. of your October 17, 1994 agenda is a request by residents to install a "Stop"
sign on St. Johns Avenue at W. Woodland Road. Additionally, you have received
letters supporting the sign.
Installing such a sign would create an attractive through street on W. Woodland Road
and few of the approximately twenty (20) residents are aware of the suggested action.
I recommend the Council schedule a public hearing on the issue and direct notification
of the neighborhood, especially W. Woodland Road residents.
c
1
September 30,1994
i
1
Dear a �
J
The intersection of St. John's Ave. and W. Woodland Rd. is a dangerous,
uncontrolled intersection. I ask that you support the placement of a stop
sign at this intersection when this request comes before you in October.
Excessive speeds of over 30 mph have been recorded in a high
percentage of vehicles entering this intersection in the East -West
direction.
Drivers entering this intersection are surprised by poor visibility from
East -West, North - South.
This intersection is one block from the schools, athletic fields, parks,
and Community Center and must be as safe as we can possibly make it for
pedestrians, cars and buses.
Sincerely,
Name
Address
W�
September 30,1994
Dear M�ti
The intersection of St. John's Ave. and W. Woodland Rd. is a dangerous,
uncontrolled intersection. I ask that you support the placement of a stop
sign at this intersection when this request comes before you in October.
Excessive speeds of over 30 mph have been recorded in a high
percentage of vehicles entering this intersection in the East -West
direction.
Drivers entering this intersection are surprised by poor visibility from
East -West.
This intersection is one block from the schools, athletic fields, parks,
and Community Center and must be as safe as we can possibly make it for
pedestrians, cars and buses.
Sincerel
Name p. rJ �,=7 �3�
Address 12- cu ,
CG I N -?-._ A�Aj
11
el- )
September 30,1994
Dear
The intersection of St. John's Ave. and W. Woodland Rd. is a dangerous,
uncontrolled intersection. I ask that you support the placement of a stop
sign at this intersection when this request comes before you in October.
Excessive speeds of over 30 mph have been recorded in a high
percentage of vehicles entering this intersection in the East -West
direction.
Drivers entering this intersection are surprised by poor visibility from
East -West, North - South.
This intersection is one block from the schools, athletic fields, parks,
and Community Center and must be as safe as we can possibly make it for
pedestrians, cars and buses.
a inc rely,
Name c
Address ,
A
September 30,1994
oea,/7i��ym— /'c�c�
The intersection of St. John's Ave. and W. Woodland Rd. is a dangerous,
uncontrolled intersection. I ask that you support the placement of a stop
sign at this intersection when this request comes before you in October.
Excessive speeds of over 30 mph have been recorded in a high
percentage of vehicles entering this intersection in the East -West
direction.
Drivers entering this intersection are surprised by poor visibility from
East -West, North - South.
This intersection is one block from the schools, athletic fields, parks,
and Community Center and must be as safe as we can possibly make it for
pedestrians, cars and buses.
Name f
-Sinc e�y,
Address
September 30,1994
Dear
The intersection of St. John's Ave. and W. Woodland Rd. is a dangerous,
uncontrolled intersection. I ask that ,you support the placement of a stop
sign at this intersection when this request comes before you in October.
Excessive speeds of over 30 mph have been recorded in a high
percentage of vehicles entering this intersection in the East -West
direction.
Drivers entering this intersection are surprised by poor visibility from
East -West, North- South.
This intersection is one block from the schools, athletic fields, parks,
and Community Center and must be as safe as we can possibly make it for
pedestrians, cars and buses.
inc rely
Name' e�
Address
September 30,1994
Dear v e �� _ >rZz 4
The intersection of St. John's Ave. and W. Woodland Rd. is a dangerous,
uncontrolled intersection. I ask that you support the placement of a stop
sign at this intersection when this request comes before you in October.
Excessive speeds of over 30 mph have been recorded in a high
percentage. of vehicles entering this intersection in the East -West
,direction.
Drivers entering this intersection are surprised by poor visibility from
East -West, North - South.
This intersection is one block from the schools, athletic fields, parks,
and Community Center and must be as safe as we can possibly make it for
pedestrians, cars and buses. .
Sincerely,
Name
Address �� L� Yin.
S-r�3d
September 30,1994
Dear
The intersection of St. John's Ave. and W. Woodland Rd. is a dangerous,
uncontrolled intersection. •I ask that you support the placement of a stop
sign at. this intersection when this request comes before you in October.
Excessive speeds of over 30 mph have been recorded in a high
percentage of vehicles entering this intersection in the East -West
direction.
Drivers entering this intersection are surprised by poor visibility from
East -West, North - South.
This intersection is' one block from the schools, athletic fields, parks,
and.Community Center and must be as safe as we can possibly make it for
pedestrians, cars and buses.
Sincerely,
Name.
Address
L2,."
September 30,1994
Dear�1.��-n
The intersection of St. John's Ave. and W. Woodland Rd. is a dangerous,
uncontrolled intersection. I ask that you support the placement of a stop
sign at this intersection• when this request comes before you in October.
Excessive speeds of over 30 mph have been recorded in a high
percentage of vehicles - entering this intersection. in the East -West
direction.
Drivers entering. this intersection are surprised by poor visibility from
East -West, North - South.
This intersection is one block from the schools, athletic fields, parks,
and Community Center and must be as safe as we can possibly make it for
pedestrians, cars and buses.
Sincerely,
Name
Address
I
September 30,1994
Dear _,,J( je c,
The intersection of St. John's Ave. and W. Woodland Rd. is a dangerous,
uncontrolled intersection. I ask that you support the placement of a stop
sign at this intersection when this request comes before you in October.
Excessive speeds of over 30 mph have been recorded in a high
percentage of vehicles entering this intersection in the East -West
direction.
Drivers entering this intersection are surprised by poor visibility from
East -West, North - South.
This intersection is one block from the schools, athletic fields, parks,
and Community Center and must be as safe as we can possibly make it for
pedestrians, cars and buses.
Siri�erely,
Name
Address
September 30,1994
Dear
The intersection of St. John's Ave. and W. Woodland Rd. is a dangerous,
uncontrolled intersection. I ask that you support the placement of a stop
sign at this intersection when this request comes before you in October.
Excessive speeds of over 30 mph have been recorded in a high
percentage of vehicles entering this intersection in the East -West
direction.
Drivers entering this intersection are surprised by poor visibility from
East -West, North - South.
This intersection is one block from the schools, athletic fields, parks,
and Community Center and must be as safe as we can possibly make it for
pedestrians, cars and buses.
Name
Addres
September 30,1994 -
Dear
The intersection of -St. John's Ave. and W. Woodland Rd. is a dangerous,
uncontrolled intersection. I ask that you support the placement of a. stop
sign at this intersection when. this request comes before--you in October.—
Excessive speeds of over. 30 mph have been recorded in a high
percentage of vehicles entering this intersection in the East -West
direction.
Drivers entering this intersection are surprised by poor visibility from
East -West, North - South.
This intersection is one block from the schools, athletic fields, parks,
and : . .er and must be as safe as we can possibly make it for
pedestrians, cars ana buses.
Sincerely
Name /
Address
`L
September 30,1-994
Dear
The intersection of St. John's Ave. and W. Woodland Rd. is a dangerous,
uncontrolled intersection. I ask that you support the placement of a stop
sign at this intersection when this request comes before you in October.
Excessive speeds of over 30 mph have. been recorded in a high
percentage of vehicles entering this intersection in the East -West
direction.
Drivers entering this intersection are surprised by poor visibility from
East -West, North - South.
This intersection is qne block from the schools, athletic fields, parks,
and Community Center and must be as safe as we can possibly make it for
pedestrians, cars and buses.
Name
Address
t
Sincerely,
September 30,1994
Dear l.,�J�S
The intersection of St. John's Ave. and W. Woodland Rd. is a dangerous,
uncontrolled intersection. I ask that you support the placement of a stop
sign at this intersection when this request comes before you in October.
Excessive speeds of over 30 mph have been recorded in a high
percentage of vehicles. entering this intersection in the East -West
direction.
Drivers entering this intersection are surprised by poor visibility from
East -West, North - South.
This intersection is one block from the schools, athletic fields, parks,
and Community Center and must be as safe as we can possibly make it for
pedestrians, cars and buses.
Sincerely,
Name
Address
.I
September 30,1994
Dear
The intersection of St. John's Ave. and W. Woodland Rd. is a dangerous,
uncontrolled. intersection. I ask that you support the placement of a stop
sign at this intersection when this request comes before you in October.
Excessive speeds of over 30 mph have been recorded in a high
percentage of vehicles entering this intersection in the East -West
direction.
Drivers entering this intersection are surprised by poor visibility from
East -West, North - South.
This intersection is one block from the schools, athletic fields, parks,
and Community Center and must be as safe as we can possibly make it for
pedestrians, cars and buses.
Sincerely,
Name ���
Address
September 30,1994
Dear���
The intersection of St. John's Ave. and W. Woodland Rd. is a dangerous,
uncontrolled intersection. I ask that you support the placement of a stop
sign at this intersection when this 'request comes before you in October.
Excessive speeds of over 30 mph have been .recorded in a high
percentage of vehicles entering this intersection in the East -West
direction.
Drivers entering this intersection are surprised by poor visibility from
East -West, North - South.
This intersection . is one block from the schools, athletic fields, parks,
and' Community Center and must • be as safe as we can possibly make it for
pedestrians, cars and buses.
Sincerely,'
Name
Address
September 30,1994
Dear Fi r .
_... ,,, • i IV
The intersection of St. John's Ave. and W. Woodland Rd. is a dangerous,
uncontrolled intersection. I ask that you support the placement of a stop
sign at this intersection when this request comes before you in October.
. Excessive speeds of over 30 mph have been recorded in a high
percentage of vehicles entering this intersection in the East -West
direction.
Drivers entering this intersection are surprised by poor visibility from
East -West, North - South.
This intersection is one block from the schools, athletic fields, parks,
and Community Center and must be as safe as we can possibly make it for
pedestrians, cars and buses.
Sincerely,
Name i
Address �' , ��•. �=-
.J
September 30,1994
Dear YY
The intersection of St. John's Ave. and W. Woodland Rd. is a.dangerous,
uncontrolled intersection. I ask that you support the placement of a stop
sign at this intersection when this request comes before you in October.
Excessive speeds of over 30 mph have been recorded in a high
percentage of vehicles entering this intersection in the East -West
direction.
Drivers entering this intersection are surprised by poor visibility from
East -West, North - South.
This - ter-,-ction is one block from the schools, athletic fields, parks,
and C.. ,-:: � :urIi , and must be as safe as we can possibly make it for
pedestrians, cars and buses.
,iincerely,
,,,
Name
Address�-
�'� Ce-Z-,- �`�
September 30,1994
Dear nq__CfI
J
The intersection of St. John's Ave. and W. Woodland Rd. is a dangerous,,
uncontrolled intersection. I ask that you support the placement of a stop
sign at this intersection when this request comes before you in October.
Excessive speeds of over 30 mph have been recorded in a high
percentage of vehicles entering this intersection in the East -West
direction.
Drivers entering this intersection are surprised by poor visibility from
East -West, North - South.
This intersection is one block from the schools, athletic fields, parks,
and Community Center and must be as safe as we can possibly make it for
pedestrians, cars and buses.
Sincerely,
Name ,
Address
September 30,1994
Dear
The intersection -of St. John's Ave. and W. Woodland Rd. is a dangerous,
uncontrolled intersection. I ask that you support the placement of a stop
sign at this intersection when this request comes before you in October.
Excessive speeds of over 30 mph have been recor,, o in a high
percentage of vehicles entering this intersection in one East -West
direction.
Drivers entering this intersection are surprised by poor visibility from
East -West, North- South.
This intersection is one block from the schools, athletic fields, parks,
and Community Center and must be as safe as we can possibly make it for
pedestrians, cars and buses.
Sincerely,
Name
Address
5�
COUNCIL
CHECK REGISTER Wed Oct 12
1994 23:57:30
Page 1
'CHECK NO
DATE
CHECK AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
OBJECT
PO NUM.
---------------------------------------------------------------------------------------------------------------------------------
10/17/94
$294.94
A -O -K RENTAL CENTER
GENERAL SUPPLIES
071894
ED BUILDING &
GENERAL SUPPLI
5403
149714
$294.94*
10/17/94
$43.00
AAGARD ENVIRONMENTAL S
RECYCLING
76062
50TH ST OCCUPA
RUBBISH REMOVA
10/17/94
$43.00
AAGARD ENVIRONMENTAL S
RECYCLING
76063
YORK OCCUPANCY
RUBBISH REMOVA
10/17/94
$43.00
AAGARD ENVIRONMENTAL S
RECYCLING
7606 -1
VERNON OCCUPAN
RUBBISH REMOVA
149715
$129.00*
10/17/94
$17.40
AASEN, LAURIE
MILEAGE OR ALLOWANCE
092894
METER READING
MILEAGE
149716
$17.40*
10/17/94
$335.48
ACME WINDOW CLEAN
WINDOW CLEANING
10099
STREET REVOLVI
GENERAL SUPPLI
149717
$335.48*
10/17/94
$175.15
ACTION MAILING SERVICE
GIFT LETTER MAIL PRO
8087
COMMUNICATIONS
PROF SERVICES
149718
$175.15*
10/17/94
$34.61
ADVANCED STATE SECURIT
GENERAL SUPPLIES
13755
YORK SELLING
GENERAL SUPPLI
149719
$34.61*
10/17/94
$340.00
ALBINSON
BLUE PRINTING
349754
ENGINEERING GE
BLUE PRINTING
6428
149720
$340.00*
10/17/94
$74.23
ALCO CAPITAL RESOURCE
EQUIPMENT RENTAL
22408557
ART CENTER ADM
EQUIP RENTAL
10/17/94
$74.23
ALCO CAPITAL RESOURCE
EQUIPMENT RENTAL
22487442
ART CENTER ADM
EQUIP RENTAL
149721
$148.46*
10/17/94
$104.38
ALLEN PRECISION EQUIPM
DATA PROCESSING
195843
EQUIPMENT OPER
DATA PROCESSIN
149722
$104.38*
10/17/94
$34.00
ALMOG, HILAM
CLASS REFUND
100494
ART CNTR PROG
REGISTRATION F
149723
$34.00*
10/17/94
$157.19
ALPHAGRAPHICS
PRINTING
22875
ED ADMINISTRAT
PRINTING
149724
$157.19*
.10/17/94
$83.02
AMERICAN HOTEL REGISTE
GENERAL SUPPLIES
34432140
ED BUILDING &
GENERAL SUPPLI
149725
$83.02*
10/17/94
$221.77
AMERICAN LINEN DIRECT
TOWELS
092194
GRILL
CLEANING SUPPL
6447
149726
$221.77*
]0/]7/94
$228.50
AMERICAN LINEN
LAUNDRY
093094
ED BUILDING &
LAUNDRY
10/1.7/94
$71.97
AMERICAN LINEN
LAUNDRY
093094
GRILL
LAUNDRY
10/17/94
$12.45
AMERICAN LINEN
LAUNDRY
093094
LABORATORY
LAUNDRY
10/17/94
$153.16
AMERICAN LINEN
LAUNDRY
093094
CITY HALL.GENE
LAUNDRY
10/17/94
$208.34
AMERICAN LINEN
LAUNDRY
093094
FIRE DEPT. GEN
LAUNDRY
10/17/94
$64.12
AMERICAN LINEN
LAUNDRY
093094
YORK OCCUPANCY
LAUNDRY
10/17/94
$28.64
AMERICAN LINEN
LAUNDRY
093094
50TH ST OCCUPA,LAUNDRY
.
10/17/94
$41.59
AMERICAN LINEN
LAUNDRY
093094
VERNON OCCUPAN
LAUNDRY
COUNCIL
CHECK REGISTER Wed Oct 12
1994 23:57:30
Page 2
CHECK NO
DATE
CHECK AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
OBJECT
PO NUM.
-------------------------------------------------------------------------------
149727
$808.77 *
10/17/94
$495.00
AMERICAN TEST CENTER
LADDER TRUNK TEST
9409170-
FIRE DEPT. GEN
EQUIP MAINT
149728
$495.00*
10/17/94
$59.74
ANDERSON, ERIC
INTEREST ARBITRATION
100394
ADMINISTRATION
MEETING EXPENS
149729
$59.74*
10/17/94
$100.00
ANDERSON, SCOTT
PERFORM CL /EB
102094
ED ADMINISTRAT
PRO SVC OTHER
149730
$100.00*
10/17/94
$73.76
ANN'S TOOL SUPPLY
SAFETY EQUIPMENT
9186
GENERAL MAINT
SAFETY EQUIPME
6158
149731
$73.76*
10/17/94
$75.00
ARMENIAN DANCE ENSEMBL
PERFORM CL /EB
102594
ED ADMINISTRAT
PRO SVC OTHER
149732
$75.00*
10/17/94
$62.05
ARMSTRONG TORSETH SKOL
ADA
1094
CONTINGENCIES
PROF SERVICES
6628
149733
$62.05*
10/17/94
$22.00
ASPLUND COFFEE
COST OF GOODS SOLD F
69550
VANVALKENBURG
CST OF GD FOOD
149734
$22.00*
10/17/94
$144.00
AT & T INFO SYSTEM
TELEPHONE
52155390
SENIOR CITIZEN
TELEPHONE
10/17/94
$44.10
AT & T INFO SYSTEM
TELEPHONE
52154768
CENT SVC GENER
TELEPHONE
149735
$188.10*
10/17/94
$28.89
AT &T CONSUMER PRODUCTS
TELEPHONE
52153265
ART CENTER BLD
TELEPHONE
10/17/94
$14.62
AT &T CONSUMER PRODUCTS
TELEPHONE
092694
CENT SVC GENER
TELEPHONE
10/17/94
$19.01
AT &T CONSUMER PRODUCTS
TELEPHONE
100294
DISTRIBUTION
TELEPHONE
149736
$62.52*
10/17/94
$29.33
AT &T
TELEPHONE
101894
CENTENNIAL LAK
TELEPHONE
149737
$29.33*
10/17/94
$100.00
ATRIUM CATERING
REIMBURSEMENT DAMAGE
101094
EDINB /CL PROG
RENTAL INCOME
149738
$100.00*
10/17/94
$200.24
AUGIE'S MOBILE CHEF CA
SANDWICHES
093094
NORMANDALE GC
CST OF GD FOOD
4984
149739
$200.24*
10/17/94
$35.00
AUTOMOBILE SERVICE CEN
ALIGNMENT
25492
EQUIPMENT OPER
CONTR REPAIRS
149740
$35.00*
10/17/94
$23.50
AUTOTRAAC
EQUIPMENT MAINTENANC
10063
POLICE DEPT. G
EQUIP MAINT
6442
10/17/94
$69.00
AUTOTRAAC
EQUIPMENT MAINTENANC
10087
POLICE DEPT. G
EQUIP MAINT
10/17/94
$23.50
AUTOTRAAC
EQUIPMENT MAINTENANC
10112
POLICE DEPT. G
EQUIP MAINT
6544
149741
$116.00*
10 /1 "7/94
$368.32
AVR INC.
CONCRETE
19174
STREET RENOVAT
CONCRETE
:K
COUNCIL
CHECK REGISTER Wed Oct 12
1994 23:57:30
Page 3
CHECK NO
DATE
CHECK AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
OBJECT
PO NUM.
-----------------------'----------------------------------------------------------------------------------------------------------
10/17/94
$438.65
AVR INC
CONCRETE
18765
GENERAL STORM
FILL MATERIALS
10/17/94
$288.25
AVR INC
CONCRETE
19539
STREET RENOVAT
CONCRETE
10/17/94
$288.25
AVR INC
CONCRETE
19617
STREET RENOVAT
CONCRETE
10/17/94
$224.19
AVR INC
CONCRETE
19824
STREET RENOVAT
CONCRETE
10/17/94
$228.10
AVR INC
CONCRETE
18402
STREET RENOVAT
CONCRETE
10/17/94
$622.60
AVR INC
FILL MATERIALS
17989
GENERAL STORM
FILL MATERIALS
149742
$2,458.36*
10/17/94
$26.72
AXT, LYLE
COST OF GOODS SOLD
F
101094
GUN RANGE
CST OF GD FOOD
149743
$26.72*
10/17/94
$82.86
BACHMANS
GENERAL SUPPLIES
1005291
TREES & MAINTE
GENERAL
5845
149744
$82.86*
_SUPPLI
10/17/94
$50.00
BARBER CONSTRUCTION CO
REFUND
101094
GENERAL FD PRO
Engineering fe
149745
$50.00*
10/17/94
$95.17
BARNARD ELECTRONICS SE
CONTRACTED REPAIRS
0013321
ED BUILDING &
CONTR REPAIRS
6533
149746
$95.17*
10/17/94
$429.00
BARR ENGINEERING COMPA
PROF ENG SERVICES
23273541
GENERAL STORM
PROF SERVICES
149747
$429.00*
10/17/94
$37.61
BELLBOY CORPORATION
COST OF GOODS SOLD
B
61414
YORK SELLING
CST OF GDS BEE
10/17/94
$38.11
BELLBOY CORPORATION
COST OF GOODS SOLD
B
61770
YORK SELLING
CST OF GDS BEE
10/17/94
$89.08
BELLBOY CORPORATION
COST OF GOODS SOLD
M
203968
VERNON SELLING
CST OF GDS MIX
10/17/94
$114.10
BELLBOY CORPORATION
COST OF GOODS SOLD
B.
61094
YORK SELLING
CST OF GDS BEE
10/17/94
$104.35
BELLBOY CORPORATION
COST OF GOODS SOLD
B
61771
50TH ST SELLIN
CST OF GDS BEE
10/17/94
$140.50
BELLBOY CORPORATION
COST OF GOODS SOLD
M
204242
YORK SELLING
CST OF GDS MIX
149748
$523.75*
10/17/94
$100.00
BENNETT, WAYNE
POLICE SERVICES
OCTOBER
RESERVE PROGRA
PERS SERVICES
149749
$100.00*
10/17/94
$368.40
BERGFORD TRUCKING
LIQUOR DELIVERY
100394/5
50TH ST SELLIN
CST OF GD LIQU
10/17/94
$677.10
BERGFORD TRUCKING
LIQUOR DELIVERY
100394/V
VERNON SELLING
CST OF GD LIQU
10/17/94
$592.60
BERGFORD TRUCKING
LIQUOR DELIVERY
100394/Y
YORK SELLING
CST OF GD LIQU
149750
$1,638.10*
10/17/94
$42.57
BERTELSON BROS. INC.
GENERAL SUPPLIES
R1025101
CENT SVC GENER
GENERAL SUPPLI
6595
10/17/94
$36.42
BERTELSON BROS. INC.
OFFICE SUPPLIES
R098007
ARENA ADMINIST
OFFICE SUPPLIE
6477
10/17/94
$102.44
BERTELSON.BROS. INC.
OFFICE SUPPLIES
R097570
POLICE DEPT. G
OFFICE SUPPLIE
6636
10/17/94
$21.25
BERTELSON BROS. INC.
OFFICE SUPPLIES
1737710
POLICE DEPT_. G
OFFICE SUPPLIE
10/17/94
$21.25
BERTELSON BROS. INC.
OFFICE SUPPLIES
1737750
POLICE DEPT. G
OFFICE SUPPLIE
10/17/94
$20.77
BERTELSON BROS. INC.
GENERAL SUPPLIES
R097569
CENT SVC GENER
GENERAL SUPPLI
10/17/94
$191.41
BERTELSON BROS. INC.
GENERAL SUPPLIES
R097568
CENT SVC.GENER
GENERAL SUPPLI
].49751
$436.11*
10/17/94
$52.00
BEST LOCKING SYSTEMS O
LOCK REPAIR
8548
CITY HALL GENE
REPAIR PARTS
10/17/94
$9.59
BEST LOCKING SYSTEMS 0
KEYS
9027
GOLF ADMINISTR
GENERAL SUPPLI
COUNCIL
CHECK REGISTER Wed Oct 12
1994 23:57:30
Page 4
CHECK NO
---------------------------------------------------------------------------------------------------------------------------------
DATE
CHECK AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
OBJECT
PO NUM.
149752
$61.59*
10/17/94
$5,105.56
BFI OF MN INC
REFUSE
1093657.
50TH STREET RU
PROF SERVICES
10/17/94
$40.00
BFI OF MN INC
RECYCLING
1136423.
ED BUILDING &
RUBBISH REMOVA
149753
$5,145.56*
10/17/94
$39,779.77
BFI RECYCLING SYS
RECYCLING SERVICE
94090070
RECYCLING
EQUIP RENTAL
149754
$39,779.77*
10/17/94
-$8.70
BIFFS INC
CREDIT
BI036456
BUILDING MAINT
PROF SERVICES
10/17/94
-$6.53
BIFFS INC
CREDIT
51036457
BUILDING MAINT
PROF SERVICES
10/17/94
$130.52
BIFFS INC
SANITATION
BI036455
MAINT OF COURS
RUBBISH REMOVA
149755
$115.29*
10/17/94
$100.00
BLOOD, DAVID
POLICE SERVICES
OCTOBER
RESERVE PROGRA
PERS SERVICES
149756
$100.00*
10/17/94
$61.65
BLUE BELL ICE CREAM IN
ICE CREAM
9137
POOL CONCESSIO
CST OF GD FOOD
149757
$61.65*
10/17/94
$43.88
BOYER TRUCKS
FLOOR MATS
347115
FIRE DEPT. GEN
GENERAL SUPPLI
6004
10/17/94
$45.54
BOYER TRUCKS
BELT
346527
EQUIPMENT OPER
REPAIR PARTS
149758
$89.42*
10/17/94
$119.60
BRAUN INTERTEC
PROF ENG SERVICES
0520303
ST. IMPROV BA
CIP
149759
$119.60*
10/17/94
$51.35
BROCKWAY, MAUREEN
ART WORK SOLD
101094
ART CNTR PROG
SALES OTHER
149760
$51.35*
10/17/94
$9,340.05
BROWN TRAFFIC PRODUCTS
EQUIPMENT MAINTENANC
15832
TRAFFIC SIGNAL
EQUIP MAINT
4042
149761
$9,340.05*
10/17/94
$45.00
BRUMFIELD, ADRIANE
AC INSTRUCTOR
101094
ART CENTER ADM
PROF SERVICES
10/17/94
$52.33
BRUMFIELD, ADRIANE
ART WORK SOLD
101094
ART CNTR PROG
SALES OTHER
149762
$97.33*
10/17/94
$258.09
BRYAN ROCK PRODUCTS IN
FIELD.MIXTURE
091594
FIELD MAINTENA
INFIELD MIX
6524
149763
$258.09*
10/17/94
$65.00
BUD OLSEN AWARDS
MASTER PLAQUE HOLE I
8127
GOLF ADMINISTR
GENERAL SUPPLI
6601
149764
$65.00*
10/17/94
$35.10
BUEHLL, KIM
ART WORK SOLD
101094
ART CNTR PROG
SALES OTHER
149765
$35.10*
10/17/94
$20.00
BUIE, BARBARA
MEETING EXPENSE
101094
CENTENNIAL LAK
MEETING EXPENS
10/17/94
$36.51
BUIE, BARBARA
GENERAL SUPPLIES
101094
ED ADMINISTRAT
GENERAL SUPPLI
10/17/94
$8.18
BUIE, BARBARA
OFFICE SUPPLIES
101094
ED ADMINISTRAT
OFFICE SUPPLIE
10/17/94
$64.55
BUIE, BARBARA
GENERAL SUPPLIES
093094
CENTENNIAL LAK
GENERAL SUPPLI
S
COUNCIL
CHECK REGISTER
Wed Oct 12
1994 23:57:30
Page 5
CHECK NO
DATE CHECK AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
OBJECT
PO NUM.
---------------------------------------------------------------------------------------------------------------------------------
149766
$129.24*
10/17/94
$91.58
BUIE, BARBARA
MILEAGE OR ALLOWANCE
101194
ED ADMINISTRAT
MILEAGE
149767
$91.58*
10/17/94
$100.00
BUTLER, GEORGE
POLICE SERVICES
OCTOBER
RESERVE PROGRA
PERS SERVICES
149768
$100.00*
10/17/94
$74.00
CALLAHAN, DOROTHY
CLASS REFUND
092794
ART CNTR PROG
REGISTRATION F
149769
$74.00*
10/17/94
$153.70
CALLAHAN, FRAN
MILEAGE
SEPTEMBE
PUBLIC HEALTH
MILEAGE
149770
$153.7'0*
10/17/94
$50.00
CANTON, JANET
MILEAGE OR ALLOWANCE
101194
FINANCE
MILEAGE
149771
$50.00*
10/17/94
$3,119.39
CARLSON TRACT /EQUIP
EQUIPMENT REPLACEMEN
WG011435
EQUIPMENT REPL
EQUIP REPLACEM
5836
149772
$3,119.39*
10/17/94
$24.00
CARLSON, DAVID
CONT ED /POLICE
100494
POLICE DEPT. G
CONF & SCHOOLS
149773
$24.00*
10/17/94
$17.12
CELLULAR ONE
CCELLULAR PHONE
0928
DISTRIBUTION
GENERAL
10/17/94
$76.11
CELLULAR ONE
PHONE CHARGES
091394/P
GENERAL MAINT
,SUPPLI
GENERAL SUPPLI
10/17/94
$35.54
CELLULAR ONE
CELLULAR PHONE
0928
DISTRIBUTION
GENERAL SUPPLI
10/17/94
$125.35
CELLULAR ONE
PHONE
092894/R
COMMUNICATIONS
TELEPHONE
10/17/94
$39.01
CELLULAR ONE
GENERAL SUPPLIES
0928
GENERAL MAINT
GENERAL SUPPLI
10/17/94
$611.79
CELLULAR ONE
CELLULAR PATROL
0920
PATROL
TELEPHONE
10/17/94
$83.84
CELLULAR ONE
PHONE RENTAL
092094/F
FIRE DEPT. GEN
EQUIP RENTAL
10/17/94
$56.24
CELLULAR ONE
PHONE RENTAL
092094/F
FIRE DEPT. GEN
EQUIP RENTAL
149774
$1,045.00*
10/17/94
$238.10
CENTRAL SUPPLIES INC
CLEANING SUPPLIES
19054
CLUB HOUSE
CLEANING SUPPL
6600
149775
$238.10*
10/17/94
$314.31
CHEMSEARCH
CHEMICALS
B072695
EQUIPMENT OPER
ACCESSORIES
149776
$314.31*
10/17/94
$20.15
CHRIST PRESBYTERIAN CH
CUSTODIAN SVC /ELECTI
100794
ELECTION
PROF SERVICES
149777
$20.15*
10/17/94
$949.20
CITY OF RICHFIELD
LIGHT & POWER
093094
GENERAL STORM
LIGHT & POWER
149778
$949.20*
10/17/94
$14.38
CITY WIDE WINDOW SERVI
WINDOW CLEANING
61680
YORK OCCUPANCY
CONTR REPAIRS
10/17/94
$14.38
CITY WIDE WINDOW SERVI
WINDOW CLEANING
61682
50TH ST OCCUPA
CONTR REPAIRS
10/17/94
$14.38
CITY WIDE WINDOW SERVI
WINDOW CLEANING
61681
VERNON OCCUPAN
CONTR REPAIRS
149779
$43.14*
COUNCIL
CHECK REGISTER Wed Oct 12
1994 23:57:30
Page 6
CHECK NO
---------------------------
DATE
CHECK AMOUNT
- -- - --
VE!" -R
--- - - - - --
DESCRIPTION
INVOICE
PROGRAM
OBJECT
PO NUM.
10/17/94
$21.75
----------------------
CLARK, KELLY
- - - - -- -----------------=----------------------------------
MILEAGE OR ALL' 7TCE
092994
METER READING
MILEAGE
.149780
$21.75*
10/17/94
$1,218.00
C- LASSIC PRO
INVENTORY
100794
GOLF PROG
INVENTORY SUPP
149781
$1,218.00*
10/17/94
$428.60
CMC RESCUE INC
WATER HELMETS
072199
FIRE DEPT. GEN
GENERAL SUPPLI
5996
149782
$428.60*
10/17/94
$213.77
COCA COLA BOTTLING COM
COST OF GOODS SOLD M
02425493
YORK SELLING
CST OF GDS MIX
10/17/94
$92.65
COCA COLA BOTTLING COM
COST OF GOODS SOLD M
02147920
50TH ST SELLIN
CST OF GDS MIX
10/17/94
$91.25
COCA COLA BOTTLING COM
COST OF GOODS SOLD M
02419413
VERNON SELLING
CST OF GDS MIX
10/17/94
$631.00
COCA COLA BOTTLING COM
COST OF GOODS SOLD F
093094
VANVALKENBURG
CST OF GD FOOD
'19783
$1,028.67*
10/17/94
$266.23
CONNEY SAFETY PRODUCTS
RESPIRATORS
77934000
GENERAL MAINT
SAFETY EQUIPME
149784
$266.23*
10/17/94
$108.00
CONNOLLY, ROBERT
CLASS REFUND
100594
ART CNTR PROG
REGISTRATION F
149785
$108.00*
10/17/94
$50.19
COPY EQUIPMENT INC.
BLUELINE PAPER
0392496
ENGINEERING GE
GENERAL SUPPLI
6441
149786
$50.19*
10/17/94
$474.96
CREATIVE IMAGES ON RIB
PRINTING
2401
ARENA ADMINIST
PRINTING
6482
149787
$474.96*
10/17/94
$1,386.67
CRIMMINS MD, TIMOTHY J
MEDICAL SERVICES
OCTOBER
FIRE DEPT. GEN
PROF SERVICES
149788
$1,386.67*
10/17/94
$29.30
CULLIGAN
SOFT WATER SERVICE
093094
LABORATORY
CONTR SERVICES
149789
$29.30*
10/17/94
$495.00
CURTIS 1000
OFFICE SUPPLIES
9242301
ART CENTER ADM
OFFICE SUPPLIE
6092
149790
$495.00*
10/17/94
$77.81
CUSHMAN MOTOR CO.
REPAIR PARTS
68727
MAINT OF COURS
REPAIR PARTS
6330
10/17/94
$238.13
CUSHMAN MOTOR CO.
REPAIR PARTS
68726
MAINT OF COURS
REPAIR PARTS
6130
149791
$315.94*
10/17/94
$52.16
CY'S UNIFORMS
TROUSERS #105
0010346
FIRE DEPT. GEN
UNIF ALLOW
6010
149792
$52.16*
10/17/94
$31.50
D.C. HEY CO.
COPY MACHINE SERVICE
433754
ED ADMINISTRAT
SVC CONTR EQUI
149793
$31.50*
10/17/94
$1,133.11
DAVE PERKINS CONTRACTI
CONSTRUCTION
PYMT #6
STORM SEWER
CIP
149794
$1,133.11*
10/17/94
$105.00
DAVE'S DAIRY DELIVERY
DAIRY
093094
GRILL
CST OF GD FOOD
2249
F
COUNCIL
CHECK REGISTER Wed Oct 12
1994 23:57:30
Page 7
CHECK NO
DATE
CHECK AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
OBJECT
PO NUM.
---------------------------------------------------------------------------------------------------------------------------------
149795
$105.00*
10/17/94
$25.93
DAVIS, IDA
ART WORK SOLD
101094
ART CNTR PROG
SALES OTHER
149796
$25.93*
10/17/94
$113.74
DAYSTARTER
BATTERY
5702
EQUIPMENT OPER
REPAIR PARTS
149797
$113.74*
10/17/94
$30.85
DAYTONS
CABLE POPCORN POPPER
45324
FIRE DEPT. GEN
GENERAL SUPPLI
10/17/94
$15.98
DAYTONS
SUPPLIES
32400
NORMANDALE GC
OFFICE SUPPLIE
6449
149798
$46.83*
10/17/94
$440.91
DE- SIGN'ER
SIGNS
028765
RETAINING WALL
LUMBER
149799
$440.91*
10/17/94
$1,625.81
DELI DOUBLE
FOOD FOR RESALE
100994
GRILL
CST OF GD FOOD
149800
$1,625.81*
10/17/94
$1,011.50
DEMUTH, DAN
PRO STAFF JR GOLF
101094
RANGE
PROF SERVICES
149801
$1,011.50*
10/17/94
$10.00
DENISON, PAULINE
CLASS REFUND
100794
GENERAL FD PRO
REGISTRATION F
149802
$10.00*
10/17/94
$40.00
DENT, CHRIS
CLASS REFUND
092794
ART CNTR PROG
REGISTRATION F
149803
$40.00*
10/17/94
$220.00
DEPARTMENT OF NATURAL
FIREARM SAFETY CLASS
101194
GENERAL FD PRO
REGISTRATION F
149804
$220.00*
10/17/94
$463.49
DIAMOND VOGEL
WHITE TRAFFIC PAINT
11959
PAVEMENT MARKI
PAINT
3269
149805
$463.49*
10/17/94
$20.00
DISPATCH
DUES
10023
POLICE DEPT. G
DUES & SUBSCRI
149806
$20.00*
10/17/94
$250.00
DOLINA POLISH FOLK DAN
PERFORM CL /EB
102594
ED ADMINISTRAT
PRO SVC OTHER
149807
$250.00*
10/17/94
$858.00
DORADUS CORP
SERVICE CONTRACT
0941017
CIVIL DEFENSE
SVC CONTR EQUI
149808
$858.00*
10/17/94
$8,148.26
DORSEY & WHITNEY
LEGAL
380400
LEGAL SERVICES
PRO SVC - LEGA
149809
$8,148.26*
10/17/94
$293.27 .
DUFFEY PAPER CO.
ACCOUNTS RECEIVABLE
DI109501
WORK. CAP. PRO
ACCTS REC MISC
6094
10/17/94
$129.99
DUFFEY PAPER CO.
CRAFT SUPPLIES
DI109605
ART CENTER ADM
CRAFT SUPPLIES
6089
149810
$423.26*
10/17/94
$570.00
DULUTH TECHNICAL COLLE
REGISTRATION
100494
ENGINEERING GE
CONF & SCHOOLS
COUNCIL
CHECK REGISTER
Wed Oct 12
1994 23:57:30
Page 8
CHECK NO
--------------------------------------------------7------------------------------------------------------------------------------
DATE CHECK AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
OBJECT
PO NUM.
149811
$570.00*
10/17/94
$417.85
E -Z SHARP INC
GENERAL SUPPLIES
1394
ARENA BLDG /GRO
GENERAL SUPPLI
6272
149812
$417.85*
10/17/94
$70.42
E -Z -GO TEXTRON
GOLF CART PARTS
0806469
GOLF CARS
REPAIR PARTS
149813
$70.42*
10/17/94
$7,040.15
EARL F. ANDERSON
SIGNS & POSTS
136351
GC CIP
CIP
6244
149814
$7,040.15*
10/17/94
$401.70
EAST SIDE BEVERAGE
COST OF GOODS SOLD
B
422918
YORK SELLING
CST OF GDS BEE
10/17/94
$1,195.00
EAST SIDE BEVERAGE
COST OF GOODS SOLD
B
422061
50TH ST SELLIN
CST OF GDS BEE
10/17/94
$795.10
EAST SIDE BEVERAGE
COST OF GOODS SOLD
B
422128
YORK SELLING
CST OF GDS BEE
10/17/94
$1,493.90
EAST SIDE BEVERAGE
COST OF GOODS SOLD
B
422063
VERNON SELLING
CST OF GDS BEE
10/17/94
$63.15
EAST SIDE BEVERAGE
COST OF GOODS SOLD
M
425057
50TH ST SELLIN
CST OF GDS MIX
10/17/94
$1,838.35
EAST SIDE BEVERAGE
COST OF GOODS SOLD
B
425123
YORK SELLING
CST OF GDS BEE
10/17/94
$1,446.95
EAST SIDE BEVERAGE
COST OF GOODS SOLD
B
425057
50TH ST SELLIN
CST OF GDS BEE
10/17/94
$79.50
EAST SIDE BEVERAGE
COST OF GOODS SOLD
M
425124
YORK SELLING
CST OF GDS MIX
10/17/94
$1,464.05
EAST SIDE BEVERAGE
COST OF GOODS SOLD
B
425059
VERNON SELLING
CST OF GDS BEE
10/17/94
$678.30
EAST SIDE BEVERAGE
COST OF GOODS SOLD
B
100194
GRILL
CST OF GDS BEE
149815
$9,456.00*
10/17/94
$90.53
ECOLAB PEST ELIMINATIO
SERVICE CONTRACTS
EQ
2971946
ED BUILDING &
SVC CONTR EQUI
10/17/94
$106.50
ECOLAB PEST ELIMINATIO
SERVICE CONTRACTS
EQ
2971941
CENTENNIAL LAK
SVC CONTR EQUI
149816
$197.03*
10/17/94
$5,000.00
EDINA GARDEN COUNCIL
CONSTRUCTION ARNESON
092994
WORK. CAP. PRO
ACCTS REC MISC
149817
$5,000.00*
10/17/94
$287.32
EDWARD KRAEMER & SONS
FILL MATERIAL
49999
STREET RENOVAT
SAND,GRVL & RO
149818
$287.32*
10/17/94
$435.59
ESS BROS & SONS
STORM SEWER GRATES
10164
PONDS & LAKES
PIPE
6303
149819
$435.59*
10/17/94
$51.25
FACILITY SYSTEMS
REMODELING
8271
CITY HALL
EQUIP REPLACEM
6528
149820
$51.25*
10/17/94
$27.38
FAST 1 HOUR PHOTO
GENERAL SUPPLIES
C20389
ED ADMINISTRAT
GENERAL SUPPLI
149821
$27.38*
10/17/94
$29.00
FLECK, TEPRY
CLASS REFUND
100594
ART CNTR PROG
REGISTRATION F
149822
$29.00*
10/17/94
$97.50
FLEMING, JOHN
ART WORK SOLD
101094
ART CNTR PROG
SALES OTHER
149823
$97.50*
10/17/94
$36.95
FLOWERS OF EDINA
FLOWERS
100194
GOLF ADMINISTR
GENERAL SUPPLI
6450
149824
$36.95*
COUNCIL
CHECK REGISTER Wed Oct 12
1994 23:57:30
Page 9
CHECK NO
---------------------------------------------------------------------------------------------------------------------------------
DATE
CHECK AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
OBJECT
PO NUM.
10/17/94
$7.28
FOWLER ELECTRIC
REPAIR PARTS
10876410
MAINT OF COURS
REPAIR PARTS
5509
10/17/94
$148.89
FOWLER ELECTRIC
TIRES
906130
MAINT OF COURS
REPAIR PARTS
6434
10/17/94
$51.50
FOWLER ELECTRIC
REPAIR PARTS
901310
MAINT OF COURS
REPAIR PARTS
6328
149825
$207.67*
10/17/94
$17.03
FRED G ANDERSON INC
PAINT
161885
CITY HALL GENE
REPAIR PARTS
5693
149826
$17.03*
10/17/94
$159.75
FRICKE & SONS SON INC
SOD
1B41
MAINT OF LOURS
SOD & DIRT
6438
149827
$159.75*
10/17/94
$825.00
G & T TRUCKING COMPANY
EQUIPMENT RENTAL
93621
GENERAL MAINT
EQUIP RENTAL
5133
149828
$825.00*
10/17/94
$560.00
G.V. LARSEN & ASSOC
PROFESSIONAL SERVICE
100794
CENTENNIAL LAK
PROF SERVICES
149829
$560.00*
10/17/94
$613.57
GALLAGHER'S SERVICES
I RUBBISH
REMOVAL
092694
CLUB HOUSE
RUBBISH
REMOVA
10/17/94
$99.19
GALLAGHER'S SERVICES
I RUBBISH
REMOVAL
092694
MAINT OF LOURS
RUBBISH
REMOVA
10/17/94
$132.01
GALLAGHER'S SERVICES
I RUBBISH
REMOVAL
092694
CITY HALL GENE
RUBBISH
REMOVA
10/17/94
$99.68
GALLAGHER'S SERVICES
I RUBBISH
REMOVAL
092694
LITTER REMOVAL
RUBBISH
REMOVA
10/17/94
$100.26
GALLAGHER'S SERVICES
I RUBBISH
REMOVAL
092694
FIRE DEPT. GEN
RUBBISH
REMOVA
10/17/94
$264.02
GALLAGHER'S SERVICES
I RUBBISH
REMOVAL
092694
LITTER REMOVAL
RUBBISH
REMOVA
10/17/94
$222.41
GALLAGHER'S SERVICES
I RUBBISH
REMOVAL
092694
GENERAL MAINT
RUBBISH
REMOVA
10/17/94
$68.28
GALLAGHER'S SERVICES
I RUBBISH
REMOVAL
092694
ART CENTER BLD
RUBBISH
REMOVA
10/17/94
$222.40
GALLAGHER'S SERVICES
I RUBBISH
REMOVAL
092694
PW BUILDING
RUBBISH
REMOVA
10/17/94
$70.87
GALLAGHER'S SERVICES
I RUBBISH
REMOVAL
092694
GUN RANGE
RUBBISH
REMOVA
10/17/94
$49.16
GALLAGHER'S SERVICES
I RUBBISH
REMOVAL
092694
VERNON OCCUPAN
RUBBISH
REMOVA
10/17/94
$48.63
GALLAGHER'S SERVICES
I RUBBISH
REMOVAL
092694
YORK OCCUPANCY
RUBBISH
REMOVA
10/17/94
$850.15
GALLAGHER'S SERVICES
I RUBBISH
REMOVAL
092694
ED BUILDING &
RUBBISH
REMOVA
10/17/94
$255.06
GALLAGHER'S SERVICES
I RUBBISH
REMOVAL
092694
ARENA BLDG /GRO
RUBBISH
REMOVA
10/17/94
$153.08
GALLAGHER'S SERVICES
I RUBBISH
REMOVAL
092694
PATHS & HARD S
RUBBISH
REMOVA
149830
$3,248.77*
10/17/94
$287.00
GANZER DIST INC
COST OF
GOODS SOLD B
183826
VERNON SELLING
CST OF
GDS BEE
149831
$287.00*
10/17/94
$1,011.75
GENERAL SPORTS
GENERAL
SUPPLIES
039271
ATHLETIC ACTIV
GENERAL
SUPPLI
6599
149832
$1,011.75*
10/17/94
$322.10
GIL HEBARD GUNS
AMMO
53007
GUN RANGE
AMMUNITION
6367
149833
$322.10*
10/17/94
$453.25
GOPHER STATE 1 CALL
GOPHER
STATE ONE CAL
4080228
SUPERV. & OVRH
GOPHER
STATE
149834
$453.25*
10/17/94
$275.56
GRAINGER
COMPRESSOR
MOTOR
15299798
PUMP & LIFT ST
REPAIR
PARTS
6282
10/17/94
$324.67
GRAINGER
MOTOR
22467429
PW BUILDING
REPAIR
PARTS
10/17/94
$16.83
GRAINGER
GENERAL
SUPPLIES
49866090
BUILDING MAINT
GENERAL
SUPPLI
6327
COUNCIL
CHECK REGISTER Wed Oct 12
1994 23:57:30
l
Page 10
CHECK NO
DATE
CHECK AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
OBJECT
PO NUM.
---------------------------------------------------------------------------------------------------------------------------------
149835
$617.06*
10/17/94
$813.28
GREER, PAT
SERVICES EB /CL
OCT 1994
ED ADMINISTRAT
PROF SERVICES
149836
$813.28*
10/17/94
$18,105.64
GROUP HEALTH INC
HOSPITALIZATION
2827250
CENT SVC GENER
HOSPITALIZATIO
149837
$18,105.64*
10/17/94
$34.83
GROVE NURSERY CENTER
SHRUBS
65248
MAINT OF COURS
COURSE BEAUTIF
5718
149838
$34.83*
10/17/94
$877.80
GTE DIRECTORIES CORP
ADVERTISING OTHER
100494
YORK SELLING
ADVERT OTHER
10/17/94
.$877.80
GTE DIRECTORIES CORP
ADVERTISING OTHER
100494
50TH ST SELLIN
ADVERT OTHER
10/17/94
$877.80
GTE DIRECTORIES CORP
ADVERTISING OTHER
100494
VERNON SELLING
ADVERT OTHER
149839
$2,633.40*
10/17/94
$3,644.56
H &L MESABI
ACCESSORIES
26194
EQUIPMENT OPER
ACCESSORIES
5795
149840
$3,644.56*
10/17/94
$63.47
HALLMAN OIL COMPANY
OIL
269808
FIRE DEPT. GEN
GENERAL SUPPLI
6008
10/17/94
$319.50
HALLMAN OIL COMPANY
LUBRICANTS
76135
EQUIPMENT OPER
LUBRICANTS
149841
$382.97*
1
10/17/94
$85.00
HAMER, STEVE
CONT ED /PW
101194
TRAINING
CONF & SCHOOLS
149842
$85.00*
10/17/94
$43.00
HANSON, FELICITY
CLASS REFUND
092794
ART CNTR PROG
REGISTRATION F
149843
$43.00*
10/17/94
$210.00
HARMON CONTRACT GLAZIN
DOOR REPAIRS
3215672
ED BUILDING &
CONTR REPAIRS
149844
$210.00*
10/17/94
$178.80
HEIMARK FOODS
MEAT
0930
GRILL
CST OF GD FOOD
2252
149845
$178.80*
10/17/94
$381.36
HENNEPIN COUNTY MEDICA
FIRST AID SUPPLIES
3641
FIRE DEPT. GEN
FIRST AID SUPP
2151
149846
$381.36*
10/17/94
$210.00
HENNEPIN COUNTY SHERIF
EQUIPMENT MAINTENANC
100394
POLICE DEPT. G
EQUIP MAINT
149847
$210.00*
10/17/94
$5,658.24
HENNEPIN COUNTY TREASU
WORKHOUSE /JAIL
002626
LEGAL SERVICES
BRD & RM PRISO
149848
$5,658.24*
10/17/94
$154.00
HENNEPIN TECHNICAL COL
HAZ MAT TRG
044021
FIRE DEPT. GEN
CONF & SCHOOLS
10/17/94
$1,400.00
HENNEPIN TECHNICAL COL
EMT RE -TRG
044036
FIRE DEPT. GEN
CONF & SCHOOLS
149849
$1,554.00*
10/17/94
$500.00
HENNEPIN TECHNICAL COL
SERVICES /FIRE
100694
FIRE DEPT. GEN
PROF SERVICES
149850
$500.00*
COUNCIL
CHECK REGISTER
Wed Oct 12
1994 23:57:30
Page 11
CHECK NO
---------------------------------------------------------------------------------------------------------------------------------
DATE CHECK AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
OBJECT
PO NUM.
10/17/94
$372.75
HIRSHFIELD'S PAINT MFG
LINE MARKING POWDER
30817
FIELD MAINTENA
LINE MARK POWD
6526
149851
$372.75*
10/17/94
$100.00
HIRT, KRISTEN
SERVICES CL /EB
110394
ED ADMINISTRAT
PRO SVC OTHER
149852
$100.00*
10/17/94
$480.88
HOFFMAN, FRANCIS
CONFERENCES & SCHOOL
101094
PWKS ADMIN GEN
CONF & SCHOOLS
149853
$480.88*
10/17/94
$100.00
HOFFMAN, WILLIAM
POLICE SERVICES
OCTOBER
RESERVE PROGRA
PERS SERVICES
149854
$100.00*
10/17/94
$42.03
HOME JUICE
COST OF GOODS SOLD M
30069
VERNON SELLING
CST OF GDS MIX
149855
$42.03*
10/17/94
$147.29
HOPKINS PET
KENNEL SERVICE
033094 -0
ANIMAL CONTROL
LEASE LINES
149856
$147.29*
10/17/94
$163.27
HORWATH, TOM
MILEAGE OR ALLOWANCE
100394
WEED MOWING
MILEAGE
149857
$163.27*
10/17/94
$200.00
HTE PUBLIC SAFETY ILLI
DATA PROCESSING
00152
POLICE DEPT. G
DATA PROCESSIN
149858
$200.00*
10/17/94
$40.00
I.A.A.I.
DUES /FIRE
100594
FIRE DEPT. GEN
DUES & SUBSCRI
149859
$40.00*
10/17/94
$115.00
IAAO
IAAO /SANKEY
785822
ASSESSING
DUES & SUBSCRI
149860
$115.00*
10/17/94
$85.00
IIMC
DUES.& SUBSCRIPTIONS
101194
ADMINISTRATION
DUES & SUBSCRI
149861
$85.00*
10/17/94
$68.00
INDUSTRIAL DOOR CO INC
REPAIR MAINT DOOR
85593
NORMAN. MAINT.
CONTR REPAIRS
6453
149862
$68.00*
10/17/94
$300.00
INFRATECH
TV SAN SEWER
94169
SEWER TREATMEN
CONTR REPAIRS
6487
149863
$300.00*
10/17/94
$2,800.00
IRRIGATION BY DESIGN
CONTRACTED REPAIRS
14166
GENERAL MAINT
CONTR REPAIRS
5560
149864
$2,800.00*
10/17/94
$131.31
J &W INSTRUMENTS INC
RED PENS
78083
PUMP & LIFT ST
OFFICE SUPPLIE
6238
14986.5
$131.31*
10/17/94
$100.00
JAMES, WILLIAM F
POLICE SERVICES
OCTOBER
RESERVE PROGRA
PERS SERVICES
149866
$100.00*
10/1.7/94
$44.42
JERRYS FOODS
CHEMICAL AWARENESS
093094
HUMAN RELATION
PRO SVC OTHER
COUNCIL
CHECK REGISTER Wed Oct 12
1994 23:57:30
Page 12
CHECK NO
DATE
CHECK AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
OBJECT
PO NUM.
---------------------------------------------------------------------------------------------------------------------------------
149867
$44.42*
10/17/94
$44.28
JERRYS PRINTING
D -DAY FLYERS
E2582
WORK. CAP. PRO
ACCTS REC MISC
149868
$44.28*
10/17/94
$113.30
JIM HATCH SALES
BROOM HANDLES
3900
EQUIPMENT OPER
TOOLS
10/17/94
$142.44
JIM HATCH SALES
GLOVES
3904
PUMP & LIFT ST
SAFETY EQUIPME
5282
10/17/94
$492.56
JIM HATCH SALES
REPAIR PARTS
3885
EQUIPMENT OPER
REPAIR PARTS
6064
149869
$748.30*
10/17/94
$70.00
JOHNSON, JOHN
CLASS REFUND
092794
ART CNTR PROG
REGISTRATION F
149870
$70.00*
10/17/94
$12.45
JOHNSON, NAOMI
GENERAL SUPPLIES ART
101094
ART CENTER BLD
GENERAL SUPPLI
10/17/94
$146.59
JOHNSON, NAOMI
CRAFT SUPPLIES
101094
ART CENTER ADM
CRAFT SUPPLIES
149871
$159.04*
10/17/94
$236.00
JOHNSON, STEVE
CONFERENCES & SCHOOL
101094
SUPERV. & OVRH
CONF & SCHOOLS
10/17/94
$262.00
JOHNSON, STEVE
TRAINING AIDS-
100794
TRAINING
TRAINING AIDS
149872
$498.00*
10/17/94
$100.00.
JOHNSON, WALTER
POLICE SERVICES
OCTOBER
RESERVE PROGRA
PERS SERVICES
149873
$100.00*
10/17/94
$357.15
JP FOODSERVICES INC
GENERAL SUPPLIES
100394
GRILL
GENERAL SUPPLI
3436
10/17/94
$3,238.75
JP FOODSERVICES INC
COST OF GOODS SOLD F
100394_
GRILL
CST OF GD FOOD
3436
10/17/94
$377.63
JP FOODSERVICES INC
CLEANING SUPPLIES
100394
GRILL
CLEANING SUPPL
3436
149874
$3,973.53*
10/17/94
$3.25
JULIEN, DIANE
MILEAGE OR ALLOWANCE
101094
PARK MAINTENAN
MILEAGE
10/17/94
$6.00
JULIEN, DIANE
MILEAGE OR ALLOWANCE
101094
PARK MAINTENAN
MILEAGE
10/17/94
$23.50
JULIEN, DIANE
LICENSES & PERMITS
101094
EQUIPMENT OPER
LIC & PERMITS
10/17/94
$15.05
JULIEN, DIANE
REPAIR PARTS
101094
EQUIPMENT OPER
REPAIR PARTS.
149875
$47.80*
10/17/94
$71.63:
KAR PRODUCTS
SUPPLIES
721578
MAINT OF COURS
GENERAL SUPPLI
6431
149876
$71.63*
10/17/94
$200.00
KNOCKNAGOW IRISH DANCE
PPERFORM CL /EB
102694
ED ADMINISTRAT
PRO SVC OTHER
149877
$200.00*
10/17/94
$332.55
KNOX COMM CREDIT
LANDSCAPE TIMBER
121215
GENERAL.MAINT
GENERAL SUPPLI
6162
10/17/94
$44.67
KNOX COMM CREDIT
SIDING
121374
STREET RENOVAT
GENERAL SUPPLI
6169
10/17/94
$171.65
KNOX COMM CREDIT
GENERAL SUPPLIES
122045
ARENA BLDG /GRO
GENERAL SUPPLI
6271
10/17/94
$36.18
KNOX COMM CREDIT
LUMBER
121292
BUILDING MAINT
LUMBER
6166
10/17/94
$153.68
KNOX COMM CREDIT
GENERAL SUPPLIES
-
122946
PATHS & HARD S
GENERAL SUPPLI
6288
10/17/94
$8.63
KNOX COMM CREDIT
LUMBER
122845
BUILDING MAINT
LUMBER
6291
10/17/94
$38.32
KNOX COMM CREDIT
TOOLS
123900
BUILDING MAINT
TOOLS
6382
149878
$785.68*
COUNCIL
CHECK REGISTER Wed Oct 12
1994 23:57:30
Page 13
CHECK NO
DATE
CHECK AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
OBJECT
PO NUM.
---------------------------------------------------------------------------------------------------------------------------------
10/17/94
$24.00
KOCH MATERIALS CO
FREIGHT
855249
GENERAL MAINT
GENERAL SUPPLI
149879
$24.00*
10/17/94
$565.25
KUETHER DIST. CO.
COST OF GOODS SOLD B
115820
50TH ST SELLIN
CST OF GDS BEE
10/17/94
$999.80
KUETHER DIST. CO.
COST OF GOODS SOLD B
115694
YORK SELLING
CST OF GDS BEE
10/17/94
$914.05
KUETHER DIST. CO.
COST OF GOODS SOLD B
116181
YORK SELLING
CST OF GDS BEE
149880
$2,479.10 *.
10/17/94
$46.00
KUYPER, SCOTT
CONT ED /POLICE
100494
POLICE DEPT. G
CONE & SCHOOLS
149881
$46.00*
10/17/94
$25.61
LANDRY, STEPHEN
CONT ED /FIRE
093094
FIRE DEPT. GEN
MEETING EXPENS
149882
$25.61*
,
10/17/94
$734.69
LASER QUIPT
LASER PRINTER CONTRA
79013
CENT SVC GENER
SVC CONTR EQUI
149883
$734.69*
10/17/94
$55.18
LAWSON PRODUCTS
REPAIR PARTS
1120828
EQUIPMENT OPER
REPAIR PARTS
6210
10/17/94
$123.14
LAWSON PRODUCTS
HAND PAD /HOLE SAW
1122576
DISTRIBUTION
GENERAL SUPPLI
6232
10/17/94
$373.82
LAWSON PRODUCTS
GENERAL SUPPLIES
1122184
LIFT STATION M
GENERAL SUPPLI
6145
10/17/94
$391.23
LAWSON PRODUCTS
SCREWS /TY -RAP
1116901
STREET NAME SI
REPAIR PARTS
6144
10/17/94
$184.56
LAWSON PRODUCTS
DRILLS /SCREWS
1124043
STREET NAME SI
GENERAL SUPPLI
149884
$1,127.93*
10/17/94
$45.00
LEAGUE OF MINNESOTA CI
CONT ED /POLICE
101094
POLICE DEPT. G
CONF & SCHOOLS
149885
$45.00*
10/17/94
$26.29
LEEF BROS. INC.
LAUNDRY
093094/G
MAINT OF COURS
LAUNDRY
149886
$26.29*
10/17/94
$607.98
LEITNER COMPANY
SOD & BLACK DIRT
100194
MAINT OF COURS
SOD & DIRT
149887
$607.98*
10/17/94
$97.37
LIEN INFECTION CONTROL
SANITATION
100194
CLUB HOUSE
SVC CONTR EQUI
2254
149888
$97.37*
10/17/94
$50.78
LINHOFF
PHOTOS'S OF PARKS
257674
PARK ADMIN.
GENERAL.SUPPLI
10/17/94
$14.91
LINHOFF
PHOTO'S OF PARKS
251330
PARK ADMIN.
GENERAL SUPPLI
149889
$65.69*
10/17/94
$29.33
LOGIS
DATA PROCESSING
AR0994
LIQUOR YORK GE
DATA PROCESSIN
10/17/94
$29.33
LOGIS
DATA PROCESSING
AR0994
LIQUOR 50TH ST
DATA PROCESSIN
10/17/94
$29.33
LOGIS
DATA PROCESSING
AR0994
VERNON LIQUOR
DATA PROCESSIN
10/17/94
$1,193.14
LOGIS
DATA PROCESSING
AR0994
GENERAL(BILLIN
DATA PROCESSIN
10/17/94
$4,840.52
LOGIS
DATA PROCESSING
AR0994
FINANCE
DATA PROCESSIN
10/17/94
$1,991.83
LOGIS
DATA PROCESSING
AR0994
ASSESSING
DATA PROCESSIN
149890
$8,113.48*
10/17/94
$252.62
LONG LAKE.TRACTOR & EQ
SEAL /DISC
192833
EQUIPMENT OPER
ACCESSORIES
6287
10/17/94
$194.79
LONG LAKE TRACTOR & EQ
REPAIR PARTS
192172
EQUIPMENT OPER
REPAIR PARTS
6148
COUNCIL
CHECK REGISTER Wed Oct 12
1994
23:57:30
Page 14
CHECK NO
DATE
CHECK AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
OBJECT
PO NUM.
------------------------------------------=--------------------------------------------------------------------------------------
149891
$447.41*
10/17/94
$385.00
LUGER,
JEFFREY
CONT
ED /GOLF COURSE
100994
GOLF ADMINISTR
CONF
&
SCHOOLS
149892
$385.00*
10/17/94
$35.00
LUND,
KAREN
ART WORK SOLD
101094
ART CNTR PROG
SALES
OTHER
149893
$35.00*
10/17/94
$167.02
LUTZ,
MICHAEL
CONT
ED /POLICE
101094
POLICE DEPT. G
CONF
&
SCHOOLS
149894
$167.02*
10/17/94
$156.83
M & I
IND SUPPLY
SAFETY GLASSES
9819
GENERAL MAINT
SAFETY
EQUIPME
6050
149895
$156.83*
10/17/94
$233.94
M AMUNDSON
COST
OF GOODS
SOLD
M
32042
VERNON SELLING
CST
OF
GDS
MIX
10/17/94
$183.81
M AMUNDSON
COST
OF GOODS
SOLD
M
32124
50TH ST SELLIN
CST
OF
GDS
MIX
10/17/94
$317.49
M AMUNDSON
COST
OF GOODS
SOLD
M
32142
YORK SELLING
CST
OF
GDS
MIX
10/17/94
$183.81
M AMUNDSON
COST
OF GOODS
SOLD
M
32283
50TH ST SELLIN
CST
OF
GDS
MIX
10/17/94
$501.30
M AMUNDSON
COST
OF GOODS
SOLD
M
32300
YORK SELLING
CST
OF
GDS
MIX
10/17/94
$284.07
M AMUNDSON
COST
OF GOODS
SOLD
M
32227
VERNON SELLING
CST
OF
GDS
MIX
149896
$1,704.42*
10/17/94
$71.88
MAGNUSON
SOD CO.
SOD FOR PARKS
090294
':ENERAL TURF C
SOD
& DIRT
6523
149$97
$71.88*
10/17/94
$77.50
MAHA
PROFESSIONAL SERVICE
100394
PARK ADMIN.
PROF
SERVICES
10/17/94
$77.50
MAHA
DUES
& SUBSCRIPTIONS
0930
ARENA ADMINIST
DUES
&
SUBSCRI
149898
$155.00*
10/17/94
$110.00
MAPA
REGISTRATION
100494
ENGINEERING GE
CONF
&
SCHOOLS
149899
$110.00*
10/17/94
$250.00
MAPA
REGISTRATION
1004
ENGINEERING GE
CONF
&
SCHOOLS
149900
$250.00*
10/17/94
$2,296.55
MARK
VII SALES
COST
OF GOODS
SOLD
B
305655
YORK SELLING
CST
OF
GDS
BEE
10/17/94
$841.59
MARK
VII SALES
COST
OF GOODS
SOLD
B
303032
VERNON SELLING
CST
OF
GDS
BEE
10/17/94
$9.15
MARK
VII SALES
COST
OF GOODS
SOLD
M
303033
VERNON SELLING
CST
OF
GDS
MIX
10/17/94
$6.80
MARK
VII SALES
COST
OF GOODS
SOLD
M
303028
50TH ST SELLIN
CST
OF
GDS
MIX
10/17/94
$20.45
MARK
VII SALES
COST.OF
GOODS.SOLD
M
303031
VERNON SELLING
CST
OF
GDS
MIX
10/17/94
$885.65
MARK
VII SALES
COST
OF GOODS
SOLD
B
303027
50TH ST SELLIN
CST
OF
GDS
BEE
10/17/94
$1,034.50
MARK
VII SALES
COST
OF GOODS
SOLD
B
305241
VERNON SELLING
CST
OF
GDS
BEE
10/17/94
$1,225.40
MARK
VII SALES
COST
OF GOODS
SOLD
B
305615
VERNON SELLING
CST
OF
GDS
BEE
10/17/94
$688.60
MARK
VII SALES
BEER
093094
GRILL
CST
OF
GDS
BEE
2255
10/17/94
$104.20
MARK
VII SALES
BEER
093094
NORMANDALE GC
CST
OF
GDS
BEE
2255
10/17/94
$1,857.65
MARK
VII SALES
COST
OF GOODS
SOLD
B
305614
50TH ST SELLIN
CST
OF
GDS
BEE
10/17/94
$54.60
MARK
VII SALES
COST
OF GOODS
SOLD
M
305613
50TH ST SELLIN
CST
OF
GDS
MIX
10/17/94
$240.00
MARK
VII SALES
COST
OF GOODS
SOLD
B
306137
VERNON SELLING
CST
OF
GDS
BEE
149901
$9,265.14*
COUNCIL
CHECK REGISTER Wed Oct 12
1994 23:57:30
Page 15
CHECK NO
DATE
CHECK AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
OBJECT
PO NUM.
---------------------------------------------------------------------------------------------------------------------------------
10/17/94
$139.85
MCC /MIDWEST
CRAFT SUPPLIES
95639
ART CENTER ADM
CRAFT SUPPLIES
6262
10/17/94
$319.42
MCC /MIDWEST
COST OF GOODS SOLD
95639
ART SUPPLY GIF
CST OF GD FOOD
149902
$459.27*
10/17/94
$181.05
MCCAREN DESIGN
SOIL
11581
ED BUILDING &
TREES FLWR SHR
10/17/94
$773.19
MCCAREN DESIGN
PLANTS
11584
ED BUILDING &
TREES FLWR SHR
6339
149903
$954.24*
10/17/94
$88.91
MCGUIRE AUTO SUPPLY
GENERAL SUPPLIES
100194/G
MAINT OF COURS
GENERAL SUPPLI
149904
$88.91*
10/17/94
$19.99
MCPHERSON, JOHN
UNIFORM /CL /EB
101194
CENTENNIAL LAK
LAUNDRY
149905
$19.99*
10/17/94
$100.00
MERFELD, BURT
POLICE SERVICES
OCTOBER
RESERVE PROGRA
PERS SERVICES
149906
$100.00*
10/17/94
$477.65
MERIT SUPPLY
TAR & ASPHALT REMOVE
37077
EQUIPMENT OPER
ACCESSORIES
6280
10/17/94
$285.52
MERIT SUPPLY
PINE CLEANER /MOPHEAD
37057
PW BUILDING
CLEANING SUPPL
6231
10/17/94
$492.34
MERIT SUPPLY
CLEANING SUPPLIES
37167
ED BUILDING &
CLEANING SUPPL
10/17/94
$173.06
MERIT SUPPLY
HAND SOAP /HAND TOWEL
37036
BUILDING MAINT
GENERAL SUPPLI
10/17/94
$455.82
MERIT SUPPLY
MATS /PAPER TOWELS
37198
CLUB HOUSE
GENERAL SUPPLI
6445
14907
$1,884.39*
10/17/94
$525.08
MESSERLI & KRAMER
COLLECTION COSTS
100394
GENERAL FD PRO
AMBULANCE FEES
10/17/94
$15.00
MESSERLI & KRAMER.
COLLECTION FEES
0930
GENERAL FD PRO
AMBULANCE-FEES
149908
$540.08*
10/17/94
$51.90
METRO APPLIANCE SERVIC
TOASTER REPAIR
251931
GRILL
CONTR REPAIRS
6448
149909
$51.90*
10/17/94
$350.40
METRO ATHLETIC SUPPLY
COST OF GOODS SOLD F
4181
ARENA CONCESSI
CST OF GD FOOD
6470
10/17/94
$295.65
METRO ATHLETIC SUPPLY
COST OF GOODS SOLD F
4016
ARENA CONCESSI
CST OF GD FOOD
6370
149910
$646.05*
10/17/94
$6,263.95
METROQUIP INC
EQUIPMENT REPLACEMEN
4304301
EQUIPMENT REPL
EQUIP REPLACEM
4899
149911
$6,263.95*
10/17/94
$50.00
MIDLO, KATHY
SERVICES CL /EB
100494
ED ADMINISTRAT
PRO SVC OTHER
149912
$50.00*
10/17/94
$1,419.40
MIDWEST ASPHALT COR.
BLACKTOP
18122
GENERAL MAINT
BLACKTOP
10/17/94
$4,936.97
MIDWEST ASPHALT COR.
BLACKTOP
18122
STREET RENOVAT
BLACKTOP
10/17/94
$11.40
MIDWEST ASPHALT COR.
FILL MATERIALS
18122
GENERAL STORM
FILL MATERIALS
10/17/94
$1,346.25
MIDWEST ASPHALT COR.
BLACKTOP
18309
GENERAL MAINT
BLACKTOP
10/17/94
$5,124.83
MIDWEST ASPHALT COR.
BLACKTOP
18309
STREET RENOVAT
BLACKTOP
10/17/94
$118.36
MIDWEST ASPHALT COR.
DUMPING CHARGES
18309
STREET RENOVAT
DUMPING CHARGE
149913
$12,957.21*
10/17/94
$202,649.74
MIDWEST ASPHALT CORPOR,
CONSTRUCTION
PYMT #6
ST. IMPROV BA
CIP
COUNCIL
CHECK REGISTER Wed Oct 12
7 094 23:57:30
Page 16
CHECK NO
----------------------
DATE
CHECK 7`1.�UNT
----- - - - - --
V' -' ")OR •
- - - -- - -
DESCRIPT —)N
INVOIC
PROGRAM
OBJECT
PO NUM.
149914
$202,649.74
- - - -- ------------------
---------
- - - - --
---- - - - - --
-----------------
- - - - --
10/17/94
$56.00
MIDWEST EXPO '94
FALL CONFERENCE
100794
ERNON LIQUOR
MEETING EXPENS
10/17/94
$92.00
MIDWEST EXPO '94
FALL CONFERENCE
100794
LIQUOR YORK CE
MEETING EXPENS
10/17/94
$42.00
MIDWEST EXPO '94
FALL CONFERENCE
100794
LIQUOR 50TH `T
MEETING EXPENS
149915
$190.00*
10/17/94
$152.98
MIDWEST SPORTS MARKETI
GENERAL SUPPLIES
115721
ARENA BLDG /GRO
GENERAL SUPPLI
6476
149916
$152.98*
10/17/94
$1,948.47
MINNEGASCO
HEAT
1019
POOL OPERATION
HEAT
149917
$1,948.47*
10/17/94
$173.72
MINNESOTA CLAY COMPANY
GENERAL SUPPLIES
090894
ART CENTER BLD
GENERAL SUPPLI
119918
$173.72*
10/17/94
$225.25
MINNESOTA COUNTY ATTOR
CONT ED /POLICE
101094
POLICE DEPT. G
CONF & SCHOOLS
149919
$225.25*
10/17/94
$948.00
MINNESOTA DEPARTMENT O
MN CARE TAX 3RD QTR
071094
GENERAL FD PRO
AMBULANCE FEES
149920
$948.00*
10/17/94
$65.00
MINNESOTA ELEVATOR INC
ELEVATOR SERVICES
90365
ED P :371LDING &
SVC CONTR EQUI
149,921
$65.00*
10/17/94
$53.36
MINNI- TA PIPE & EQUIP
GENERAL SUPPLIES
178,14
GENERAL STORM
GENLkAL SUPPLI
6522
149922
$53.36*
10/17/94
$88.32
M',iflE,OTA SUN PUBLICAT
ORD 850 -A4
13722
ADMINISTRATION
ADVERTISING LE
10/17/94
$72.00
l ;AESOTA SUN PUBLICAT
ARD 1994 -8
13721
ADMINISTRATION
ADVERTISING LE
10/17/94
$16.32
- ANESOTA SUN PUBLICAT
HRG AROM ADDITION
13667
"MINISTRATION
ADVFRTISING LE
149923
$176
10/17/94
MINNESOTA TORO DIST CO
GENERAL SUPPLIES
457408
-ENTENNIAL LAK
GENERAL SUPPLI
6198
10/17/94
5
MINNESOTA TORO DIST CO
IRRIGATION SYSTEM
461809
CENTENNIAL LAK
GENERAL SUPPLI
10/17/94
_:.65
MINNESOTA TORO DIST CO
BALL JOINT
455498
EQUIPMENT OPER
BOOKS & PAMPHL
6062
10/17/94
.795.87
MINNESOTA TORO DIST CO
RECEIVER BOARD -IRRIG
4562175
MAINT OF COURS
REPAIR PARTS
5340
10/17/94
$39.31
MINNESOTA TORO DIST CO
REPAIR PARTS
460719
MAINT OF LOURS
REPAIR PARTS
5995
149924
$2,596.96*
10/17/94
$512.59
MN BUSINESS FORMS
GENERAL SUPPLIES
26480
CENT SVC GENER
GENERAL SUPPLI
6629
149925
$512.59*
10/17/94
$10.00
MN CHAPTER IAAI
DUES /FIRE
092894
FIRE DEPT. GEN
DUES & SUBSCRI
149926
$10.00*
10/17/94
$280.00
MN PARENT MAGAZINE
PARK AD
6495
ED ADMINISTRAT
ADVERT OTHER
149927
$280.00*
10/17/94
$100.00
MN SAFE KIDS
ACTIVITY BOOKS
092894
FIRE DEPT. GEN
FIRE PREVENTIO
6007
,1.
T
COUNCIL
CHECK REGISTER Wed Oct 12
1994 23:57:30
Page 17
CHECK NO
DATE
CHECK AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
OBJECT
PO NUM.
---------------------------------------------------------------------------------------------------------------------------------
149928
$100.00*
10/17/94
$1,853.78
MN STATE TREA /BLG IN
SURTAX
SEPTEMBE
GENERAL FD PRO
SURTAX
149929
$1,853.78*
10/17/94
$100.00
MOBILE CELLULAR UNLIMI
VEHICLE MAINT
1562111
EQUIPMENT OPER
CONTR REPAIRS
6550
10/17/94
$100.00
MOBILE CELLULAR UNLIMI
VEHICLE MAINT
1562098
EQUIPMENT OPER
CONTR REPAIRS
6540
10/17/94
$200.00
MOBILE CELLULAR UNLIMI
CONTRACTED REPAIRS
67412095
EQUIPMENT OPER
CONTR REPAIRS
6483_
10/17/94
$205.00
MOBILE CELLULAR UNLIMI
CELLULAR PHONE BATTE
98107432
GENERAL MAINT
SAFETY EQUIPME
149930
$605.00*
10/17/94
$113.81
MODERN MASTERS
COST OF GOODS SOLD
18531
ART SUPPLY GIF
CST OF GD FOOD
149931
$113.81*
10/17/94
$91.00
MPLS AREA ASSOC OF REA
MLS
205442
ASSESSING
GENERAL SUPPLI
149932
$91.00*
10/17/94
$125.00
MS. CAROL OSTROWSKI
OVERPAYMENT /RENTAL
101094
EDINB /CL PROG
RENTAL INCOME
149933
$125.00*
10/17/94
$43.70
MTS NW SOUND
GENERAL SUPPLIES
308813
GOLF ADMINISTR
GENERAL SUPPLI
6349
149934
$43.70*
10/17/94
$541.52
MUNICILITE CO
REPAIR PARTS
5878
EQUIPMENT OPER
REPAIR PARTS
6065
149935
$541.52*
10/17/94
$9.00
MYNLIEFF, HANS
CLASS REFUND
092794
ART CNTR PROG
REGISTRATION F
149936
$9.00*
10/17/94
$4,250.00
NATIONAL BUSINESS FINA
ADVERTISING
11133
GOLF DOME
ADVERT OTHER
10/17/94
$699.32
NATIONAL BUSINESS FINA
BROCHURE DESIGN
11131
COMMUNICATIONS
PROF SERVICES
10/17/94
$8,501.55
NATIONAL BUSINESS FINA
ABOUT TOWN PRINTING
11130
COMMUNICATIONS
MAG /NEWSLET EX
6637
10/17/94
$750.00
NATIONAL BUSINESS FINA
ADVERTISING
11132
GOLF DOME
ADVERT OTHER
149937
$14,200.87*
10/17/94
$68.00
NELSEN, RONALD
CLASS REFUND
100494
ART CNTR PROG
REGISTRATION F
149938
$68.00*
10/17/94
$35.50
NELSON, DAVID
CONT ED /POLICE
100494
POLICE DEPT. G
CONF & SCHOOLS
149939
$35.50*
10/17/94
$223.65
NEWMAN TRAFFIC SIGN
"BUMP" SIGN
2022459
STREET NAME SI
SIGNS & POSTS
10/17/94
$302.46
NEWMAN TRAFFIC SIGN
SIGNS
2022857
STREET NAME SI
SIGNS & POSTS
6175
149940
$526.11*
10/17/94
$100.00
NISSEN, DICK
POLICE SERVICES
OCTOBER
RESERVE PROGRA
PERS SERVICES
149941
$100.00*
10/17/94
$339.74
NORTH STAR CONCRETE CO
CATCH BASIN
5698301
GENERAL STORM
GENERAL SUPPLI
10/17/94
$185.31
NORTH STAR CONCRETE CO
CATCH BASIN
5671001
GENERAL STORM
PIPE
COUNCIL CHECK REGISTER Wed Oct 12 1994 • 23:57:30
Page 18
CHECK NO
DATE
CHECK AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
OBJECT
PO NUM.
---------------------------------------------------------------------------------------------------------------------------------
149942
$525.05*
10/17/94
$104.15
NORTH STAR TURF
REPAIR PARTS
090642
MAINT OF LOURS
REPAIR
PARTS
6433
10/17/94
$943.59
NORTH STAR TURF
EQUIPMENT
090617
GOLF PROG
MACH.
& EQUIP
6423
10/17/94
$117.90
NORTH STAR TURF
GRASS SEED
90028
GENERAL STORM
GENERAL
SUPPLI
6219
10/17/94
$48.68
NORTH STAR TURF
REPAIR PARTS
090326
MAINT OF COURS
REPAIR
PARTS
6330
10/17/94
$45.41
NORTH STAR TURF
COLUMN
GENERAL MAINT
GENERAL
SUPPLI
6220
149943
$1,259.73*
_90195
10/17/94
$37.20
NORTHSTAR ICE
COST OF
GOODS
SOLD M
42378
YORK SELLING
CST OF
GDS MIX
10/17/94
$74.40
NORTHSTAR ICE
COST OF
GOODS
SOLD M
42954
50TH ST SELLIN
CST OF
GDS MIX
10/17/94
$2.40
NORTHSTAR ICE
BALANCE
DUE
32078.
VERNON SELLING
CST OF
GDS MIX
10/17/94
$74.40
NORTHSTAR ICE
COST OF
GOODS
SOLD M
42637
VERNON SELLING
CST OF
GDS MIX
149944
$188.40*
10/17/94
$106.14
NORTHWEST GRAPHIC
SUPP
COST OF
GOODS
SOLD F
222631
ART SUPPLY GIF
CST OF
GD FOOD
6086
10/17/94
$96.03
NORTHWEST GRAPHIC
SUPP
COST OF
GOODS
SOLD
223616
ART SUPPLY GIF
CST rF
GD FOOD
10/17/94
$198.56
NORTHWEST GRAPHIC
SUPP
COST OF
GOODS
SOLD
223509
ART SUPPLY GIF
CST
GD FOOD
-
149945
$400.73*
10/17/94
$183.90
NORTHWESTERN TIRE
CO
TIRES &
TUBES
NW14328
SUPERV. & OVRH
TIRES
& TUBES
10/17/94
$148.50
NORTHWESTERN TIRE
CO
JUNK TIRES
NW14329
SUPERV. & OVRH
TIRES
& TUBES
149946
$332.40*
10/17/94
$871.09
NSP
LIGHT &
POWER
101794
GOLF DOME
LIGHT
& POWER
10/17/94
$5,801.67
NSP
LIGHT &
POWER
101794
BUILDING MAINT
LIGHT
& POWER
10/17/94
$6,295.51
NSP
LIGHT &
POWER
101794
CLUB HOUSE
LIGHT
& POWER
10/17/94
$688.16
NSP
LIGHT &
POWER
101794
MAINT OF COURS
LIGHT
& POWER
10/17/94
$18.50
NSP
LIGHT &
POWER
101794
POOL OPERATION
LIGHT
& POWER
10/17/94
$483.21
NSP
LIGHT &
POWER
101794
NORMANDALE GC
LIGHT
& POWER
10/17/94
$17,615.86
NSP
LIGHT &
POWER
101794
ARENA BLDG /GRO
LIGHT
& POWER
10/17/94
$434.61
NSP
LIGHT &
POWER
101794
GUN RANGE
LIGHT
& POWER
10/17/94
$1,328.18
NSP
LIGHT &
POWER
101794
PUMP & LIFT ST
LIGHT
& POWER
10/17/94
$26,540.38
NSP
LIGHT &
POWER
101794
DISTRIBUTION
LIGHT
& POWER
10/17/94
$8.13
NSP
LIGHT &
POWER
101794
TANKS TOWERS &
LIGHT
& POWER
10/17/94
$890.41
NSP
LIGHT &
POWER
101794
50TH ST OCCUPA
LIGHT
& POWER
10/17/94
$1,613.12
NSP
LIGHT &
POWER
101794
YORK OCCUPANCY
LIGHT
& POWER
10/17/94
$894.69
NSP
LIGHT &
POWER
101794
VERNON OCCUPAN
LIGHT
& POWER
10/17/94
$2,687.41
NSP
LIGHT &
POWER
101794
PW BUILDING
LIGHT
& POWER
10/17/94
$1,044.00
NSP
LIGHT &
POWER
101794
CENTENNIAL LAK
LIGHT
& POWER
10/17/94
$9,003.02
NSP
LIGHT &
POWER
101794
ED BUILDING &
LIGHT
& POWER
10/17/94
$159.74
NSP
LIGHT &
POWER
101794
ST LIGHTING RE
LIG14T
& POWER
10/17/94
$7.46
NSP
LIGHT &
POWER
101794
ST LIGHTING OR
LIGHT
& POWER
10/17/94
$3,957.27
NSP
LIGHT &
POWER
101794
TRAFFIC SIGNAL
LIGHT
& POWER
10/17/94
$492.69
NSP
LIGHT &
POWER
101794
PONDS & LAKES
LIGHT
& POWER
10/17/94
$7.46
NSP
LIGHT &
POWER
101794
GENERAL STORM
LIGHT
& POWER
10/17/94
$174.61
NSP
LIGHT &
POWER
101794
PONDS & LAKES
LIGHT
& POWER
10/17/94
$4,146.79
NSP
LIGHT &
POWER
101794
PARKING RAMP
LIGHT
& POWER
10/17/94
$739.67
NSP
LIGHT &
POWER
101794
FIRE DEPT. GEN
LIGHT
& POWER
10/17/94
$30.78
NSP
LIGHT &
POWER
101794
CIVIL DEFENSE
LIGHT
& POWER
COUNCIL
CHECK REGISTER Wed Oct 12
1994 23:57:30
Page 19
CHECK NO
DATE
CHECK AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
OBJECT
PO NUM.
---------------------------------------------------------------------------------------------------------------------------------
10/17/94
$2,373.06
NSP
LIGHT & POWER
101794
CITY HALL GENE
LIGHT & POWER
149948
$88,307.48*
10/17/94
$91.00
OBERLANDER, ANNA
CLASS REFUND
100494
ART CNTR PROG
REGISTRATION F
149949
$91.00*
10/17/94
$46.47
OCHS BRICKS AND-TILE C
FLUE FOR GUN RANGE
171930
BUILDING MAINT
REPAIR PARTS
6237
149950
$46.47*
10/17/94
$509.07
OFFSET PRINTING
PRINTING
32558
POLICE DEPT. G
PRINTING
6357
10/17/94
$446.35
OFFSET PRINTING
PRINTING
32556
POLICE DEPT. G
PRINTING
6355
10/17/94
$391.92
OFFSET PRINTING
PRINTING
32557
POLICE DEPT. G
PRINTING
149951
$1,347.34*
10/17/94
$858.21
OLWIN, ROGER
CONFERENCES & SCHOOL
101094
POLICE DEPT. G
CONF & SCHOOLS
10/17/94
$36.50
OLWIN, ROGER
CONFERENCES & SCHOOL
101094
POLICE DEPT. G
CONF & SCHOOLS
149952
$894.71*
10/17/94
$58.50
ORKIN
PEST CONTROL
100394
CITY HALL GENE
CONTR REPAIRS
6617
149953
$58.50*
10/17/94
$284.00
ORVIS, JOAN
PROFESSIONAL SERVICE
100794
ARENA ADMINIST
PRO SVC OTHER
149,954
$284.00*
10/17/94
$75.00
OSLO #2 JR. LODGE
PERFORM CL /EB
102394
ED ADMINISTRAT
PRO SVC OTHER
149955
$75.00*
10/17/94
$74.00
OTIS SPUNKMEYER INC
COOKIES
3186347
GRILL
CST OF GD FOOD
2261
10/17/94
$74.00
OTIS SPUNKMEYER INC
COOKIES
1251298
GRILL
CST OF GD FOOD
2261
149956
$148.00*
10/17/94
$18.78
PARTS COMPANY OF AMERI
REPAIR PARTS
97056313
MAINT OF COURS
REPAIR PARTS
6335
149957
$18.78*
10/17/94
$30.00
PARZYCK, AMY
ART WORK SOLD
101094
ART CNTR PROG
SALES OTHER
149958
$30.00*
10/17/94
$59.50
PAUSTIS & SONS
COST OF GOODS SOLD W
44309
YORK SELLING
CST OF GD WINE
10/17/94
$110.00
PAUSTIS & SONS
COST OF GOODS SOLD B
44318
VERNON SELLING
CST OF GDS BEE
10/17/94
$36.50
PAUSTIS & SONS
COST OF GOODS SOLD B
44311
50TH ST SELLIN
CST OF GDS BEE
10/17/94
$237.80
PAUSTIS & SONS
COST OF GOODS SOLD W
44357
VERNON SELLING
CST OF GD WINE
10/17/94
$73.50
PAUSTIS & SONS
COST OF GOODS SOLD W
44356
YORK SELLING
CST OF GD WINE
10/17/94
$139.90
PAUSTIS & SONS
COST OF GOODS SOLD W
44146.
50TH ST SELLIN
CST OF GD WINE
149959
$657.20*
10/17/94
$10,660.00
PAVEMENT MANAGEMENT SY
PROF ENG SERVICES
4588
SUPERV. & OVRH
PROF SERVICES
149960
$10,660.00*
10/17/94
$20.00
PEARSON, SWANEE
PROFESSIONAL SERVICE
101194
SPECIAL ACTIVI
PROF SERVICES
149961
$20.00*
COUNCIL
CHECK REGISTER Wed Oct 12
1994 23:57:30
Page 20
CHECK NO
--------------------
DATE
CHECK AMOUNT
- - - - -- -------------------------------------------------
VENDOR
DESCRIPTION
- - - - --
INVOICE
-----------------------------------------------
PROGRAM
OBJECT
PO NUM.
10/17/94
$182.10
PENTAGON PARK LTD PART
BROKEN WINDOW /NORMAN
092894
NORMANDALE GC
GENERAL SUPPLI
149962
$182.10*
10/17/94
$85.80
PEPSI COLA BOTTLING
COST OF GOODS SOLD M
39096107
YORK SELLING
CST OF GDS MIX
10/17/94
$134.10
PEPSI COLA BOTTLING
PEPSI
093094
NORMANDALE GC
CST OF GD FOOD
10/17/94
$456.00
PEPSI COLA BOTTLING
PEPSI
093094
GRILL
CST OF GD FOOD
149963
$675.90*
10/17/94
$488.00
PHYSIO CONTROL
LIFEPAK MAINT AGREEM
D51313
FIRE DEPT. GEN
EQUIP MAINT
149964
$488.00*
10/17/94
$499.96
PIONEER MIDWEST INC
IRRIGATION SUPPLIES
53011
CENTENNIAL LAK
GENERAL SUPPLI
149965
$499.96*
10/17/94
$219.30
PIP PRINTING
PRINTING
4483
COMMUNICATIONS
PRINTING
10/17/94
$78.28
PIP PRINTING
PRINTING
4476
COMMUNICATIONS
PRINTING
149966
$297.58*
10/17/94
$34.08
PLUNKETTS
GENERAL SUPPLIES
787644
ARENA BLDG /GRO
GENERAL SUPPLI
149967
$34.08*
10/17/94
$75.00
PONZIO, RICK
PERFORM CL /EB
102794
ED ADMINISTRAT
PRO SVC OTHER
149968
$75.00*
10/17/94
$454.43
PREMIER FLEET SERVICES
REPAIR WORK
9375
EQUIPMENT OPER
CONTR REPAIRS
10/17/94
$879.25
PREMIER FLEET SERVICES
CONTRACTED REPAIRS
9424
EQUIPMENT OPER
CONTR REPAIRS
5563
149969
$1,333.68*
10/17/94
$42.00
PRINTERS SERVICr INC
EQUIPMENT MAINTENANC
10564
ARENA ICE MAIN
EQUIP MAINT
149970
$42.00*
10/17/94
$287.55
QUALITY FLOW S':`STEMS
SEAL FILTERS
1797
PUMP & LIFT ST
GENERAL SUPPLI
6292
149971
$287.55*
10/17/94
$18.72
QUICK SERVICE BATTERY
AIR FILTER
12282
EQUIPMENT OPER
REPAIR PARTS
6297
149972
$18.72*
10/17/94
$31.96
QUIK PRINT
PRINTING
56631
ARENA ADMINIST
PRINTING
6364
149973
$31.96*
10/17/94
$464.87
R &R SPECIALTIES INC
REPAIR
00000156
ARENA ICE MAIN
CONTR REPAIRS
6472
149974
$464.87*
10/17/94
$785.00
RADEMACHER, RON
FISH STOCKING
092794
WEED CONTROL
PROF SERVICES
6082
149975
$785.00*
10/17/94
$149.08
RADIO SHACK ACCT REC
GENERAL SUPPLIES
126340
PUMP & LIFT ST
GENERAL SUPPLI
149976
$149.08*
C
COUNCIL
CHECK REGISTER Wed Oct 12
1994 23:57:30
Page 21
CHECK NO
DATE
CHECK AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
OBJECT
PO NUM.
---------------------------------------------------------------------------------------------------------------------------------
10/17/94
$293.36
RADJENOVICH, JOEL
COMPUTER TRAINING
093094
FIRE DEPT. GEN
TRAINING AIDS
149977
$293.'36*
10/17/94
$2,715.75
REACH EQUIPMENT
EQUIPMENT REPLACEMEN
B97064
EQUIPMENT REPL
EQUIP REPLACEM
6222
149978
$2,715.75*
10/17/94
$110.42
REM SUPPLIES
BATTERIES
4244
ED BUILDING &
GENERAL SUPPLI
6551
10/17/94
$160.82
REM SUPPLIES
GENERAL SUPPLIES
4248
CENTENNIAL LAK
GENERAL SUPPLI
149979
$271.24*
10/17/94
$140.00
RESCUE ONE
RE -WIRE LIGHT BAR
5118
FIRE DEPT. GEN
CONTR REPAIRS
149980
$140.00*
10/17/94
$274.00
RESCUE SYSTEMS INC
ROPE,ROPE BAG
15273
FIRE DEPT. GEN
GENERAL SUPPLI
5191
149981
$274.00*
10/17/94
$1,133.55
REX DISTRIBUTING CO
COST OF GOODS SOLD B
106229
VERNON SELLING
CST OF GDS BEE
10/17/94
$19.95
REX DISTRIBUTING CO
COST OF GOODS SOLD B
106336
VERNON SELLING
CST OF GDS BEE
10/17/94
$1,081.85
REX DISTRIBUTING CO
COST OF GOODS SOLD B
106227
YORK SELLING
CST OF GDS BEE
10/17/94
$2,227.50
REX DISTRIBUTING CO
COST OF GOODS SOLD B
106228
50TH ST SELLIN
CST OF GDS BEE
10/17/94
$700.25
REX DISTRIBUTING CO
COST OF GOODS SOLD B
105430
VERNON SELLING
CST OF GDS BEE
10/17/94
$1,289.00
REX DISTRIBUTING CO
COST OF GOODS SOLD B
105428
YORK SELLING
CST OF GDS BEE
CST OF GDS BEE
10/17/94
$1$949.25
REX DISTRIBUTING CO
COST OF GOODS SOLD B
105433
50TH STLSELLIN
CST OF GDS BEE
149982
$8,516.10*
10/17/94
$80.23
RITZ CAMERA
FILM
3753463
PUMP & LIFT ST
GENERAL SUPPLI
10/17/94
$44.95
RITZ CAMERA
FILM MISC
3753524
GENERAL MAINT
GENERAL SUPPLI
6209
149983
$125.18*
10/17/94
$426.00
ROBERT B. HILL
GENERAL SUPPLIES
58766
ARENA BLDG /GRO
GENERAL SUPPLI
6374
149984
$426.00*
10/17/94
$72.96
ROBERT H. HAM ASSOC LT
GENERAL SUPPLIES
53911
ART SUPPLY GIF
GENERAL SUPPLI
6267
149985
$72.96*
10/17/94
$150.00
ROBINSON, JAMES E
CONT ED /FIRE
093094
FIRE DEPT. GEN
CONF & SCHOOLS
10/17/94
$20.35
ROBINSON, JAMES E
CONT ED /FIRE
093094
FIRE DEPT. GEN
CONF & SCHOOLS
10/17/94
$11.28
ROBINSON, JAMES E
PHOTOS /FIRE
093094
FIRE DEPT. GEN
PHOTO SUPPLIES
149986
$181.63*
10/17/94
$157.50
ROLLINS OIL CO
DIESEL FUEL
31266
MAINT OF COURS
GASOLINE
2497
149987
$157.50*
10/17/94
$126.00
ROTO ROOTER SERV.
WATER HEATER REPAIR
9444048
ED BUILDING &
PROF SERVICES.
6549
149988
$126.00*
10/17/94
$70.02
SAFETY KLEEN
HAZ. WASTE DISPOSAL
437389
SUPERV. & OVRH
HAZ. WASTE DIS
10/17/94
$151.23
SAFETY KLEEN
HAZ. WASTE DISPOSAL
580884
SUPERV. & OVRH
HAZ. WASTE DIS
149989
$221.25*
COUNCIL
CHECK REGISTER
Wed Oct 12
1994 23:57:30
Page 22
CHECK NO
---------------------------------------------------------------------------------------------------------------------------------
DATE CHECK
AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
OBJECT
PO NUM.
10/17/94
$91.25
SALUD AMERICA
COST OF GOODS SOLD B
002545
VERNON SELLING
CST OF GDS BEE
149990
$91.25*
10/17/94
$58.54
SCHAFER EQUIP CO
REPAIR PARTS
173881
PW BUILDING
REPAIR PARTS
6201
149991
$58.54*
10/17/94
$200.00
SCHLEIF, HELEN
AMBULANCE REFUND
092894
GENERAL FD PRO
AMBULANCE FEES
149992
$200.00*
10/17/94
$969.50
SCHLOSSER, KAY SHARKEY
AC INSTRUCTOR
101094
ART CENTER-ADM
PROF SERVICES
149993
$969.50*
10/17/94
$24.28
SCHMITZ, TOM
EQUIPMENT /FIRE
093094
FIRE DEPT. GEN
EQUIP REPLACEM
10/17/94
$17.95
SCHMITZ, TOM
CONT ED /FIRE
093094
FIRE DEPT. GEN
CONF & SCHOOLS
10/17/94
$199.02
SCHMITZ, TOM
EQUIPMENT /FIRE
093094
FIRE DEPT. GEN
EQUIP REPLACEM
149994
$241.25*
10/17/94
$14.40
SCHULTE - SCHLAGBAUM AG
KEYS
41546349
CENTENNIAL LAK
GENERAL SUPPLI
6083
10/17/94
$11.55
SCHULTE- SCHLAGBAUM AG
GENERAL SUPPLIES
41546350
CENTENNIAL LAK
GENERAL SUPPLI
149995
$25.95*
10/17/94
$547.31
SCHUMANN'S BAKERY
ROOLS /BREAD
093094
GRILL
CST OF GD FOOD
2260
149,96
$547.31*
10/17/94
$150.00
SEIDEL, ROXANNE
PROF SERVICES /EDINBO
092794
ED ADMINISTRAT
PROF SERVICES
149997
$150.00*
10/17/94
$120.00
SEIDEL, ROXANNE
SERVICES CL /EB
OCT 1994
ED ADMINISTRAT
PROF SERVICES
149998
$120.00*
10/17/94
$100.00
SHEPARD, JOHN
POLICE SERVICES
OCTOBER
RESERVE PROGRA
PERS SERVICES
149999
$100.00*
10/17/94
- $19.73
SHERWIN WILLIAMS
GENERAL SUPPLIES
99443
TRAFFIC SIGNAL
GENERAL SUPPLI
10/17/94
$28.73
SHERWIN WILLIAMS
PAINT
2176 -9
STREET NAME SI
GENERAL SUPPLI
6229
150000
$9.00*
10/17/94
$126.12
SINGLETON, JAMES
CONT ED /FIRE
093094
FIRE DEPT. GEN
CONF & SCHOOLS
150001
$126.12*
10/17/94
$180.00
SKB ENVIRONMENTAL
RINK REFUSE DISPOSAL
37
TREES & MAINTE
RUBBISH REMOVA
6316
150002
$180.00-*
10/17/94
$16.25
SMEGAL, GREGORY
CONT ED /FIRE
100694
FIRE DEPT. GEN
CONF & SCHOOLS
10/17/94
$106.43
SMEGAL, GREGORY
MILEAGE /FIRE
100694
FIRE DEPT. GEN
MILEAGE
150003
$122.68*
10/17/94
$81.25
SNYDER, LOUISE
ART WORK SOLD
101094
ART CNTR PROG
SALES OTHER
150004
$81.25*
COUNCIL
CHECK REGISTER
Wed Oct 12
1994 23:57:30
Page 23
,CHECK NO
----------------------------------------------------------------------------------------------------------------------------------
DATE CHECK AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
OBJECT
PO NUM.
10/17/94
$32.25
SOUTHSIDE DISTRIBUTORS
COST OF GOODS SOLD
M 40881
50TH ST SELLIN
CST OF GDS MIX
10/17/94
$617.10
SOUTHSIDE DISTRIBUTORS
COST OF GOODS SOLD
B 40881
50TH ST SELLIN
CST OF GDS BEE
10/17/94
$1,421.70
SOUTHSIDE DISTRIBUTORS
COST OF GOODS SOLD
B 40880
YORK SELLING
CST OF GDS BEE
10/17/94
$11.75
SOUTHSIDE DISTRIBUTORS
COST OF GOODS SOLD
M 40743
50TH ST SELLIN
CST OF GDS MIX
10/17/94
$669.95
SOUTHSIDE DISTRIBUTORS
COST OF GOODS SOLD
B 40742
YORK SELLING
CST OF GDS BEE
10/17/94
$1,073.25
SOUTHSIDE DISTRIBUTORS
COST OF GOODS SOLD
B 40743
50TH ST SELLIN
CST OF GDS BEE
150005
$3,826.00*
10/17/94
$470.00
SPPDI
CONT ED /POLICE
101194
POLICE DEPT. G
CONF & SCHOOLS
150006
$470.00*
10/17/94
$37.55
SPS
CORE TOOL /VALVE CORE
2255475
CITY HALL GENE
REPAIR PARTS
6224
10/17/94
$162.25
SPS
VALVE /BRUSH
2254642
DISTRIBUTION
GENERAL SUPPLI
150007
$199.80*
10/17/94
$74.00
ST JOSEPH'S EQUIPMENT
MISC PARTS
SI23410
EQUIPMENT OPER
REPAIR PARTS
6309
150008
$74.00*
10/17/94
$794.92
STAR TRIBUNE
HELP WANTER ADS
093094
CENT SVC GENER
ADVERT PERSONL
150009
$794.92*
10/17/94
$37.28
STATE OF MINNESOTA
1994 MN SESSIONS LAW
100494
ADMINISTRATION
BOOKS & PAMPHL
154010
$37.28*
10/17/94
$8,700.00
STORE FRONT
PROF SERVICES
4TH QTR
HUMAN RELATION
PROF SERVICES
150011
$8,700.00*
10/17/94
$687.99
STREICHERS
AMMUNITION
946281
POLICE DEPT. G
AMMUNITION
6340
150012
$687.99*
10/17/94
$296.78
STRGAR - ROSCOE -FAUSH
PRIF ENG SERVICES
0942076/
ENGINEERING GE
PROF SERVICES
150013
$296.78*
10/17/94
$1,464.00
SUBURBAN CHEVROLET
CONTRACTED REPAIRS
189438
EQUIPMENT OPER
CONTR REPAIRS
6419
10/17/94
$30.35
SUBURBAN CHEVROLET
PLATE
209611
EQUIPMENT OPER
REPAIR PARTS
10/17/94
$15.34
SUBURBAN CHEVROLET
SEAL KIT
209419
EQUIPMENT OPER
REPAIR PARTS
10/17/94
$49.61
SUBURBAN CHEVROLET
REPAIR PARTS
209738
EQUIPMENT OPER
REPAIR PARTS
10/17/94
$56.71
SUBURBAN CHEVROLET
LENS
209626
EQUIPMENT OPER
REPAIR PARTS
10/17/94
$18.09
SUBURBAN CHEVROLET
LOCK ASM
209673
EQUIPMENT OPER
REPAIR PARTS
10/17/94
$55.91
SUBURBAN CHEVROLET
STRUT ASM
209661
EQUIPMENT OPER
REPAIR PARTS
150014
$1,690.01*
10/17/94
$100.00
SWANSON, HAROLD
POLICE SERVICES
OCTOBER
RESERVE PROGRA
PERS SERVICES
150015
$100.00*
10/17/94
$21.00
SWIFT, ANN
CLASS REFUND
092794
ART CNTR PROG
REGISTRATION F
150016
$21.00*
10/17/94
$21.08
SYSTEM SUPPLY
GENERAL SUPPLIES
010038
POLICE DEPT. G
GENERAL SUPPLI
6594
COUNCIL
CHECK REGISTER Wed Oct 12
1994 23:57:30
Page 24
CHECK NO
DATE
CHECK AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
OBJECT
PO NUM.
---------------------------------------------------------------------------------------------------------------------------------
10/17/94
$64.33
SYSTEM SUPPLY
GENERAL SUPPLIES
010038
CENT SVC GENER
GENERAL SUPPLI
6594
10/17/94
$16.59
SYSTEM SUPPLY
COMPUTER PRINTOUT
009195
GOLF ADMINISTR
GENERAL SUPPLI
6454
150017
$102.00*
10/17/94
$75.00
TAPESTRY FOLK DANCERS
PERFORM CL /EB
100994
ED ADMINISTRAT
PRO SVC OTHER
150018
$75.00*
10/17/94
$111.19
TARGET
PHOTOGRAPHIC SUPPLIE
31271
POLICE DEPT. G
PHOTO SUPPLIES
6471
150019
$111.19*
10/17/94
$10.70
TELEPHONE ANSWERING CE
ANSWERING SERVICE
091694
GENERAL MAINT
GENERAL SUPPLI
150020
$10.70*
10/17/94
$118.22
THE KANE SERVICE
PROFESSIONAL SERVICE
5849750
POOL TRACK GRE
PROF SERVICES
10/17/94
$118.22
THE KANE SERVICE
PROFESSIONAL SERVICE
5834284
ED BUILDING &
PROF SERVICES
150021
$236.44*
10/17/94
$492.56
THE PRINT SHOP
MONTHLY NEWSLETTER
24346
SENIOR CITIZEN
GENERAL SUPPLI
6269
150022
$492.56*
10/17/94
$297.04
THE WINE COMPANY
COST OF GOODS SOLD
W 10830
50TH ST SELLIN
CST OF GD WINE
10/17/94
-$36.50
THE WINE COMPANY
COST OF GOODS SOLD
W 10822
50TH ST SELLIN
CST OF GD WINE
10/17/94
$1,208.80
THE WINE COMPANY
COST OF GOODS SOLD
W 11087
50TH ST SELLIN
CST OF GD WINE
10/17/94
$297.40
THE WINE COMPANY
COST OF GOODS SOLD
W 11076
YORK SELLING
CST OF GD WINE
10/17/94
$296.55
THE WINE COMPANY
COST OF GOODS SOLD
W 11088
VERNON SELLING
CST OF GD WINE
150023
$2,063.29*
10/17/94
$34.08
THOMPSON, SCOTT
CONT ED /POLICE
101094
POLICE DEPT. G
CONF & SCHOOLS
150024
$34.08*
10/17/94
$10,552.67
THOMSEN - NYBECK
PROSECUTING
88029
LEGAL SERVICES
PROF SERVICES
150025
$10,552.67*
10/17/94
$2,565.80
THORPE DISTRIBUTING CO
COST OF GOODS SOLD
B 43300
VERNON SELLING
CST OF GDS BEE
10/17/94
$3,909.45
THORPE DISTRIBUTING CO
COST OF GOODS SOLD
B 42785
VERNON SELLING
CST OF GDS BEE
10/17/94
- $13.00
THORPE DISTRIBUTING CO
COST OF GOODS SOLD
B 42785
VERNON SELLING
CST OF GDS BEE
150026
$6,462.25*
10/17/94
$25.56
TOOLS BY OLSEN
EQUIPMENT REPAIR
85.386
MAINT OF COURS
PROF SERVICES
6436
150027
$25.56*
10/17/94
$94.79
TREEMENDOUS INC
TREE REPLACEMENT
1303
TREES & MAINTE
PLANT & TREES
6409
150028
$94.79*
10/17/94
$25.56
TWIN CITY GARAGE DOOR
DOOR STOPS
39516
CENTENNIAL LAK
REPAIR PARTS
150029
$25.56*
10/17/94
$30.79
TWIN CITY SAW SERVICE
CHAIN SAW PARTS
8821
TREES & MAINTE
REPAIR PARTS
5964
150030
$30.79*
1
COUNCIL
CHECK REGISTER
Wed Oct 12
1994 23:57:30
Page 25
CHECK NO
DATE CHECK AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
OBJECT
PO NUM.
---------------------------------------------------------------------------------------------------------------------------------
10/17/94
$160.55
UNIFORMS UNLIMITED
SERVICE STARS
108042
FIRE DEPT. GEN
GENERAL SUPPLI
6011
10/17/94
$4.74
UNIFORMS UNLIMITED
GENERAL SUPPLIES
092994
ANIMAL CONTROL
GENERAL SUPPLI
10/17/94
$2,198.82
UNIFORMS UNLIMITED
UNIFORM ALLOWANCE
092994
POLICE DEPT. G
UNIF ALLOW
10/17/94
$211.01
UNIFORMS UNLIMITED
GENERAL SUPPLIES
092994
POLICE DEPT. G
GENERAL SUPPLI
150031
$2,575.12*
10/17/94
$8.09
US WEST CELLULAR
TELEPHONE
092094
INSPECTIONS
TELEPHONE
10/17/94
$29.48
US WEST CELLULAR
PHONE RENTAL
092094/F
FIRE DEPT. GEN
EQUIP RENTAL
10/17/94
$27.57
US WEST CELLULAR
PHONE RENTAL
092094/F
FIRE DEPT. GEN
EQUIP RENTAL
10/17/94
$27.96
US WEST CELLULAR
PHONE RENTAL
092094/F
FIRE.DEPT. GEN
EQUIP RENTAL
150032
$93.10*
10/17/94
$183.08
US WEST COMMUNICATIONS
TELEPHONE
101794
ART CENTER BLD
TELEPHONE
10/17/94
$55.48
US WEST COMMUNICATIONS
TELEPHONE
101794
SKATING & HOCK
TELEPHONE
10/17/94
$55.48
US WEST COMMUNICATIONS
TELEPHONE
101794
DARE
TELEPHONE
10/17/94
$73.32
US WEST COMMUNICATIONS
TELEPHONE
101794
BUILDING MAINT
TELEPHONE
10/17/94
$9.01
US WEST COMMUNICATIONS
TELEPHONE
101794
FIRE DEPT. GEN
TELEPHONE
10/17/94
$892.37
US WEST COMMUNICATIONS
TELEPHONE
101794
CLUB HOUSE
TELEPHONE
10/17/94
$4,038.17
US WEST COMMUNICATIONS
TELEPHONE
101794
CENT SVC GENER
TELEPHONE
10/17/94
$112.61
US WEST COMMUNICATIONS
TELEPHONE
101794
PUMP & LIFT ST
TELEPHONE
10/17/94
$66.91
US WEST COMMUNICATIONS
TELEPHONE
101794
MAINT OF COURS
TELEPHONE
10/17/94
$109.10
US WEST COMMUNICATIONS
TELEPHONE
101794
CENTENNIAL LAK
TELEPHONE
10/17/94
$44.57
US WEST COMMUNICATIONS
TELEPHONE
101794
GUN RANGE
TELEPHONE
10/17/94
$152.54
US WEST COMMUNICATIONS
TELEPHONE
101794
VERNON OCCUPAN
TELEPHONE
10/17/94
$246.40
US WEST COMMUNICATIONS
TELEPHONE
101794
ARENA BLDG /GRO
TELEPHONE
10/17/94
$76.07
US WEST COMMUNICATIONS
TELEPHONE
101794
POOL OPERATION
TELEPHONE
150033
$6,115.11*
10/17/94
$420.68
VACUUM CENTER
VACUUM BAGS
15689
GRILL
CLEANING SUPPL
6098
150034
$420.68*
10/17/94
$470.14
VAN PAPER CO.
PAPER SUPPLIES
033918
CITY HALL GENE
PAPER SUPPLIES
6530
10/17/94
$315.24
VAN PAPER CO.
CLEANING SUPPLIES
033171
CLUB HOUSE
CLEANING SUPPL
6446
150035
$785.38*
10/17/94
$202.50
VERSATILE VEHICLE
LEASE LINES
1819
GOLF CARS
LEASE LINES
3917
150036
$202.50*
10/17/94
$2,131.88
VIDEO PROTECTION SERVI
REPAIR PARTS
7803
PW BUILDING
REPAIR PARTS
6199
150037
$2,131.88*
10/17/94
$16.64
VIKING ELECTRIC
GENERAL SUPPLIES
1563941
CENTENNIAL LAK
GENERAL SUPPLI
6535
10/17/94
$483.93
VIKING ELECTRIC
GENERAL SUPPLIES
1548923
CENTENNIAL LAK
GENERAL SUPPLI
6365
10/17/94
$80.06
VIKING ELECTRIC
GENERAL SUPPLIES
1567229
CENTENNIAL LAK
GENERAL SUPPLI
6535
150038
$580.63*
10/17/94
$250.28
VOSS LIGHTING
BULBS FOR CITY HALL
245470
CITY HALL GENE
REPAIR PARTS
150039
$250.28*
10/17/94
$75.00
WACONIA WACISA KOSKA
PERFORM CL /EB
102794
ED ADMINISTRAT
PRO SVC OTHER
COUNCIL CHECK REGISTER Wed Oct 12 1994 23:57:30
CHECK NO DATE CHECK AMOUNT VENDOR DESCRIPTION
150040
101094
$75.00*
CO',': & SCHOOLS
10/17/94
$30.00
WAGNER, DOUGLAS
150041
$30.00*
101194
CIVIL DEFENSE
10/17/94
$39.00
WAKNITZ, CINDY
150042
GOLF ADMINISTR
$39.00*
CONFERENCES & SCHOOL
10/17/94
$40.00
WAKOTA CAER
150043
POLICE SERVICES
$40.00*
RESERVE PROGRA
PERS SERVICES
10/17/94
$84.10
WALKER, MERWYN
150044
PIPE
$84.10*
CONFERENCES & SCHOOL
100794
10/17/94
$405.04
WALLIN, JOHN
150045
100194
$405.04*
AMBULANCE FEES
10/17/94
$100.00
WALSH, WILLIAM
150046
$100.00*
016348
CLUB HOUSE
10/17/94
$190.33
WATER PRO
150047
CLUB HOUSE
$190.33*
It
10/17/94
$653.71
WATEF"'::.ET, JOAN M
150048
GENERAL SUPPLIES
$653.71*
ART CENTER BLD
GENERAL SUPPLI
10/17/94
$36.55
W'C�l :4, ELIZABETH
150049
ACCESSORIES
$36.55*
ACCESSORIES
57736301
10/17/94
$85.00
LS, GARY
150050
57648301
$85.00'
GENERAL. SUPPLI
10/17/94
$90.`
rdERT, CAPRICE
ACCESSORIES
10/17/94
$9C
WERT, CAPRICE
150051
ACCESSORIES
$18(
GENERAL SUPPLIES
57752601
10/17/94
$150.00
WESSINGER, LOUISE
150052
$150.00*
10/17/94
$293.18
WEST PHOTO
150053
$293.18*
10/17/94
$484.06
WEST WELD SUPPLY CO
150054
$484.06*
10/17/94
$251.43
WILLIAMS STEEL
10/17/94
$35.13
WILLIAMS STEEL
10/17/94
$100.00
WILLIAMS STEEL
10/17/94
$442.67
WILLIAMS STEEL
10/17/94
$200.00
WILLIAMS STEEL
Page 26
INVOICE PROGRAM OBJECT PO NUM.
-------------------------------------------- - - - - --
CONT ED /POLCE
101094
POLICE DEPT. G
CO',': & SCHOOLS
UNIFORM PANTS /CL /EB
100694
ED BUILDING &
LAUNDRY
CONT ED /POLICE
101194
CIVIL DEFENSE
CONF & SCHOOLS
MILEAGE OR ALLOWANCE
092794
GOLF ADMINISTR
MILEAGE
CONFERENCES & SCHOOL
101094
FINANCE
CONF & SCHOOLS
POLICE SERVICES
OCTOBER
RESERVE PROGRA
PERS SERVICES
STORM SEWER PIPE
617931
PONDS & LAKES
PIPE
6381
CONFERENCES & SCHOOL
100794
POLICE DEPT. G
CONF & SCHOOLS
AMBULANCE REFUND
100194
GENERAL FD PRO
AMBULANCE FEES
CONT ED /PW
101194
TRAINING
CONE & SCHOOLS
CLEANING
016348
CLUB HOUSE
SVC CONTR EQUI
CLEANING
2
CLUB HOUSE
SVC CONTR EQUI
PERFORM CL /EB
102394
ED ADMINISTRAT
PRO SVC OTHER
GENERAL SUPPLIES
60060
ART CENTER BLD
GENERAL SUPPLI
6457
DRILL BITS
15479
EQUIPMENT OPER
ACCESSORIES
6310
ACCESSORIES
57736301
EQUIPMENT OPER
ACCESSORIES
GENERAL SUPPLIES
57648301
EQUIPMENT OPER
GENERAL. SUPPLI
ACCESSORIES
57752601
BUILDING MAINT
ACCESSORIES
6503
ACCESSORIES
57752601
EQUIPMENT OPER
ACCESSORIES
6503
GENERAL SUPPLIES
57752601
PUMP & LIFT ST
GENERAL SUPPLI
6503
COUNCIL
CHECK REGISTER Wed Oct 12
1994
23.57.30
Page 27
CHECK NO
DATE
CHECK AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
OBJECT PO NUM.
---------------------------------------------------------------------------------------------------------------------------------
150055
$1,029.23*
10/17/94
$75.00
WINE MERCHANTS
COST OF
GOODS SOLD
W
8220
50TH ST SELLIN
CST OF GD WINE
150056
$75.00*
10/17/94
$172.48
WINEBERG,
DON
MILEAGE
OR ALLOWANCE
100494
GOLF ADMINISTR
MILEAGE
150057
$172.48*
10/17/94
$110.50
WOIT,
DIANE
ART WORK
SOLD
101094
ART CNTR PROG
SALES OTHER
150058
$110.50*
10/17/94
$75.00
WONDER
WEAVERS
PERFORM
CL /EB
110194
ED ADMINISTRAT
PRO SVC OTHER
150059
$75.00*
10/17/94
$183.00
WORLD
CLASS WINES
INC
COST OF
GOODS SOLD
W
40286
VERNON SELLING
CST OF GD WINE
10/17/94
$563.18
WORLD
CLASS WINES
INC
COST OF
GOODS SOLD
W
40287
YORK SELLING
CST OF GD WINE
10/17/94
$502.53
WORLD
CLASS WINES
INC
COST OF
GOODS SOLD
W
40285
50TH ST SELLIN
CST OF GD WINE
10/17/94
$247.40
WORLD
CLASS WINES
INC
COST OF
GOODS SOLD
W
40175
YORK SELLING
CST OF GD WINE
10/17/94
$321.00
WORLD
CLASS WINES
INC
COST OF
GOODS SOLD
W
40172
50TH ST SELLIN
CST OF GD WINE
150060
$1,817.11*
10/17/94
$100.00
WROBLESKI,
HENRY
POLICE
SERVICES
OCTOBER
RESERVE PROGRA
PERS SERVICES
150,061
$100.00*
10/17/94
$902.19
XEROX
CORP
EQUIPMENT
RENTAL
43589836
CENT SVC GENER
EQUIP RENTAL
150062
$902.19*
$634,010.25
COUNCIL
CHECK
SUMMARY Wed Oct 12 1994
23:59:14 Page 1
--------------------------------------------------------------------------------------------------------------------------------
FUND
#
10
GENERAL FUND
$186,422.19
FUND
#
12
COMMUNICATION
$9,798.95
FUND
#
15
WORKING CAPITAL
$12,431.11
FUND
#
23
ART CENTER
$4,846.87
FUND
#
26
SWIMMING POOL
$2,104.69
FUND
#
27
GOLF COURSE
$41,301.77
FUND
#
28
ICE ARENA
$21,377.64
FUND
#
29
GUN RANGE
$898.87
FUND
#
30
EDINB /CENT LAKES
$20,003.91
FUND
#
40
UTILITY FUND
$31,688.64
FUND
#
41
STORM SEWER
$4,447.84
FUND
#
42
RECYCLING
$39,779.77
FUND'#
50
LIQUOR FUND
$55,005.55
FUND
#
60
CONSTRUCT FUND
$203,902.45
$634,010.25
COUNCIL
CHECK REGISTER FOR HAND CHECKS Wed Oct
5 1994
05:28:51
Page 1
CHECK NO
DATE
CHECK AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
OBJECT PO NUM.
---------------------------------------------------------------------------------------------------------------------------------
09/30/94
- $155,000.00
CITY OF EDINA
PAYROLL
TRANSFER
0909
LIQUOR PROG
CASH
144474
- $155,000.00*
09/30/94
$155,000.00
CITY OF EDINA
payroll
transfer
0909
LIQUOR PROG
CASH
09/12/94
$23,774.05
FIDELITY BANK
PAYROLL
TAXES
091294
GENERAL FD PRO
PAYROLL PAYABL
144475
$178,774.05*
09/12/94
$19.62
PERA
PERA
090994
GENERAL FD PRO
P.E.R.A. PAYAS
144476
$19.62*
09/12/94
$28,251.86
PERA
PERA
090994
GENERAL FD PRO
P.E.R.A. PAYAB
144477
$28,251.86*
09/15/94
$500.00
MINNESOTA DEPARTMENT O
OSHA PENALTY
091494
FIRE DEPT. GEN
PROF SERVICES
144480
$500.00*
09/19/94
$150.00
FEINBERG, DAVID
JURIED SHOW WINNER
091994
ART CNTR PROG
SALES -OTHER
144481
$150.00*
09/23/94
- $210,000.00
CITY OF EDINA
PAYROLL
TRANSFER
092394
LIQUOR FROG
CASH
09/23/94
$210,000.00
CITY OF EDINA
PAYROLL
TRANSFER
0923
LIQUOR PROG
CASH
144482
$.00*
09/26/94
$23,785.96
FIDELITY BANK
Payroll
taxes
092394
GENERAL FD PRO
PAYROLL PAYABL
144483
$23,785.96*
09/26/94
$28,925.52
PERA
092394
GENERAL FD PRO
P.E.R.A. PAYAB
144484
$28,925.52*
09/26/94
$19.62
PERA
092694
GENERAL FD PRO
P.E.R.A. PAYAB
144485
$19.62*
09/27/94
$459.20
COMMERCIAL LIFE INSURA
INSURANCE PREMIUM
092794
CENT SVC GENER
HOSPITALIZATIO
144487
$459.20*
09/12/94
$23.71
EAGLE WINE
COST OF
GOODS
SOLD
M
63729
VERNON SELLING
CST OF GDS MIX
09/12/94
$667.66
EAGLE WINE
COST OF
GOODS
SOLD 'W
53730
VERNON SELLING
CST OF GD WINE
09/12/94
$502.72
EAGLE WINE
COST OF
GOODS
SOLD
W
63731
YORK SELLING
CST OF GD WINE
09/12/94
$634.49
EAGLE WINE
COST OF
GOODS
SOLD
W
63865
50TH ST SELLIN
CST OF GD WINE
09/12/94
$22.29
EAGLE WINE
COST OF
GOODS
SOLD
M
63864
50TH ST SELLIN
CST OF GDS MIX
148934
$1,850.87*
09/12/94
$441.63
ED PHILLIPS &
SONS
COST OF
GOODS
SOLD
L
69883
50TH ST SELLIN
CST OF GD LIQU
09/12/94
$820.01
ED PHILLIPS &
SONS
COST OF
GOODS
SOLD
L
69885
VERNON SELLING
CST OF GD LIQU
09/12/94
$812.29
ED PHILLIPS &
SONS
COST.OF
GOODS
SOLD
W
69899
50TH ST SELLIN
CST OF GD WINE
09/12/94
$1,252.18
ED PHILLIPS &
SONS
COST OF
GOODS
SOLD
W
69901
VERNON SELLING
CST OF GD WINE
09/12/94
$43.45
ED PHILLIPS &
SONS
COST OF
GOODS
SOLD
B
69902
VERNON SELLING
CST OF GDS BEE
09/12/94
$617.89
ED PHILLIPS &
SONS
COST OF
GOODS
SOLD
L
69946
YORK SELLING
CST OF GD LIQU
09/12/94
$1,171.02
ED PHILLIPS&
SONS
COST OF
GOODS
SOLD
W
69947
YORK SELLING
CST OF GD WINE
09/12/94
$608.60
ED PHILLIPS &
SONS
COST OF
GOODS
SOLD
W
69996
50TH ST SELLIN
CST OF GD WINE
COUNCIL CHECK REGISTER FOR HAND CHECKS Wed Oct 5 1994 05:28:51
Page 2
CHECK NO
DATE
CHECK AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
OBJECT
PO NUM.
---------------------------------------------------------------------------------------------------------------------------------
09/12/94
- $31.15
ED PHILLIPS &
SONS
COST
017
GOODS
SOLD
W
152048
50TH ST SELLIN
CST
OF
GD
WINE
09/12/94
$580.90
ED PHILLIPS.&
SONS
COST
Ci
"OODS
SOLD
W
70009
YORK SELLING
CST
OF
GD
WINE
09/12/94
$39.15
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
70131
VERNON SELLING
CST
OF
GD
WINE
09/12/94
$1,713.60
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
70011
VERNON SELLING
CST
OF
GD
WINE
09/12/94
$370.65
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
70086
50TH ST SELLIN
CST
OF
GD
WINE
09/12/94
$34.95
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
M
70087
50TH ST SELLIN
CST
OF
GDS MIX
09/12/94
$743.16
ED PHILLIPS&
SONS
COST
OF
GOODS
SOLD
W
70098
YORK SELLING
CST
OF
GD
WINE
09/12/94
$700.15
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
70130
VERNON SELLING
CST
OF
GD
WINE
148936
$9,918.48*
09/12/94
- $65.24
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
L
08615
VERNON SELLING
CST
OF
GD
LIQU
09/12/94
$1,216.39
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
L
63861
VERNON SELLING
CST
OF
GD
LIQU
09/12/94
$2,050.66
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
L
63862
VERNON SELLING
CST
OF
GD
LIQU
09/12/94
- $158.23
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
L
08614
VERNON SELLING
CST
OF
GD
LIQU
09/12/94
$356.48
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
L
63866
50TH ST SELLIN
CST
OF
GD
LIQU
09/12/94
$106.72
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
W
63872
YORK SELLING
CST
OF
GD
WINE
09/12/94
$838.22
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
L
63867
50TH ST SELLIN
CST
OF
GD
LIQU
09/12/94
$1,084.38
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
L
63870
YORK SELLING
CST
OF
GD
LIQU
09/12/94
$2,040.21
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
L
63871
YORK SELLING
CST
OF
GD
LIQU
148937
$7,469.59*
09/12/94
$986.9r
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
L
2444784
VERNON SELLING
CST
OF
GD
LIQU
09/12/94
$2,422.'
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
L
2444792
VERNON SELLING
CST
OF
GD
LIQU
09/12/94
$E95..
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
W
2444768
VERNON SELLING
CST
OF
GD
WINE
09/12/94
r' <4
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
W
2444800
VERNON SELLING
CST
OF
GD
WINE
09/12/94
^
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
W
2444917
)' :'ARK SELLING
CST
OF
GD
WINE
09/12/94
98
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
W
2444818
'�:4NON SELLING
CST
OF
GD
WINE
09/12/94
$ .65
JOHNSON WINE
CO.
COST
OF
GOODc
;OLD
W
2444826
'.'!H ST SELLIN
CST
OF
GD
WINE
09/12/94
3.99
JOHNSON WINE
CO.
'COST
OF
GOCD_�
SOLD
M
2444834
'H ST SELLIN
"CST
OF
GDS MIX
09/12/94
1-1:3.19
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
L
2444.842
'. ST SELLIN
CST
OF
GD
LIQU
09/12/94
$1,E "2.90
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
L
2444859
ST SELLIN
CST
OF
GD
LIQU
09/12/94
$219.21
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
W
2444867
'T SELLIN
CST.
OF
GD
WINE
09/12/94
x518.90
JOHNSON WINE
CO-
COST
OF
GOODS
SOLD
W
2444875
YOI,.: 341LING
CST
OF
GD
WINE
09/12/94
$1,548.91
JOHNSON WINE
Cl
COST
OF
GOODS
SOLD
L
2444891
YORE- SF ':ING
CST
OF
GD
LIQU
09/12/94
$3,604.58
JOHNSON WINE
C
COST
OF
GOODS
SOLD
L
2444909
YORI: ING
CST
OF
GD
LIQU
148938
$14,089.29*
09/12/94
$896.09
PRIOR WINE COMPANY
COST
OF
GOODS
SOLD
W
63863
VERNON SELLING
CST
OF
GD
WINE
09/12/94
$313.53
PRIOR WINE COMPANY
COST
OF
GOODS
SOLD
W
63868
50TH ST SELLIN
CST
OF
GD
WINE
09/12/94
$592.43
PRIOR WINE COMPANY
COST
OF
GOODS
SOLD
W
63873
YORK SELLING
CST
OF
GD
WINE
09/12/94
$95.78
PRIOR WINE COMPANY
COST
OF
GOODS
SOLD
M
63869
50TH ST SELLIN
CST
OF
GDS MIX
148939
$1,897.83*
09/12/94
$1,387.23
QUALITY WINE
COST
OF
GOODS
SOLD
W
217451
50TH ST SELLIN
CST
OF
GD
WINE
09/12/94
$2,180.85
QUALITY WINE
COST
OF
GOODS
SOLD
W
218773
VERNON SELLING
CST
OF
GD
WINE
09/12/94
$1,441.66
QUALITY WINE
COST
OF
GOODS
SOLD
W
218783
50TH ST SELLIN
CST
OF
GD
WINE
09/12/94
$2,023.84
QUALITY WINE
COST
OF
GOODS
SOLD
L
218876
50TH ST SELLIN
CST
OF
GD
LIQU
09/12/94
$1,769.01
QUALITY WINE
COST
OF
GOODS
SOLD
L
218889
YORK SELLING
CST
OF
GD
LIQU
09/12/94
$3,148.40
QUALITY WINE
COST
OF
GOODS
SOLD
L
218890
VERNON SELLING
CST
OF
GD
LIQU
09/12/94
$3,340.85
QUALITY WINE
COST
OF
GOODS
SOLD
W
217450
VERNON SELLING
CST
OF
GD
WINE
T-o •
COUNCIL CHECK REGISTER FOR HAND CHECKS Wed Oct 5 1994 05:28:51
Page 3
CHECK NO
DATE
CHECK AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
OBJECT
PO NUM.
---------------------------------------------------------------------------------------------------------------------------------
09/12/94
$39.64
QUALITY WINE
COST
OF
GOODS
SOLD
L
218936
50TH ST SELLIN
CST
OF
GD
LIQU
09/12/94
$16.16
QUALITY WINE
COST
OF
GOODS
SOLD
L
219196
YORK SELLING
CST
OF
GD
LIQU
09/12/94
$270.15
QUALITY WINE
COST
OF
GOODS
SOLD
L
218979
VERNON SELLING
CST
OF
GD
LIQU
148940
$15,617.79*
09/19/94
$400.45
EAGLE WINE
COST
OF
GOODS
SOLD
W
66256
50TH ST SELLIN
CST
OF
GD
WINE
09/19/94
$294.23
EAGLE WINE
COST
OF
GOODS
SOLD
W
66257
YORK SELLING
CST
OF
GD
WINE
09/19/94
$195.52
EAGLE WINE
COST
OF
GOODS
SOLD
W
66421
YORK SELLING
CST
OF
GD
WINE
09/19/94
$446.59
EAGLE WINE
COST
OF
GOODS
SOLD
W
66255
VERNON SELLING
CST
OF
GD
WINE
09/19/94
$229.48
EAGLE WINE
_COST
OF
GOODS
SOLD
W
66871
VERNON SELLING
CST
OF
GD
WINE
09/19/94
$46.97
EAGLE WINE
COST
OF
GOODS
SOLD
B
966874
50TH ST SELLIN
CST
OF
GDS
BEE
09/19/94
$91.86
EAGLE WINE
COST
OF
GOODS
SOLD
M
66872
VERNON SELLING
CST
OF
GDS
MIX
09/19/94
$98.80
EAGLE WINE
COST
OF
GOODS
SOLD
W
66873
50TH ST SELLIN
CST
OF
GD
WINE
09/19/94
$144.14
EAGLE WINE
COST
OF
GOODS
SOLD
W
66875
YORK SELLING
CST
OF
GD
WINE
09/19/94
$252.17
EAGLE WINE
COST
OF
GOODS
SOLD
M
66876
YORK SELLING
CST
OF
GDS MIX
149305
$2,200.21*
09/19/94
$1,575.00
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
62746
50TH ST SELLIN
CST
OF
GD
WINE
09/19/94
$1,575.00
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
62750
YORK SELLING
CST
OF
GD
WINE
09/19/94
$1,575.00
ED- PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
62752
VERNON SELLING
CST
OF
GD
WINE
09/19/94
$1,575.00
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
62753
VERNON SELLING
CST
OF
GD
WINE
09/19/94
$1,020.70
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
72035
50TH ST SELLIN
CST
OF
GD
WINE
09/19/94
$506.10
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
72037
YORK SELLING
CST
OF
GD
WINE
09/19/94
$1,794.87
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
72038
VERNON SELLING
CST
OF
GD
WINE
09/19/94
$774.82
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
L
72070
VERNON SELLING
CST
OF
GD
LIQU
09/19/94
$283.80
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
72081
50TH ST SELLIN
CST
OF
GD
WINE
09/19/94
$34.95
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
M
72082
50TH ST SELLIN
CST
OF
GDS MIX
09/19/94
$293.88
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
L
72083
50TH ST SELLIN
CST
OF
GD
LIQU
09/19/94
$485.50
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
72094
YORK SELLING
CST
OF
GD
WINE
09/19/94
- $120.71
ED PHILLIPS &
SONS
CASH
DISCOUNTS
152116
50TH ST SELLIN
CASH DISCOUNTS
09/19/94
$624.95
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
L
72095
YORK SELLING
CST
OF
GD
LIQU
09/19/94
$22.45
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
72162
VERNON SELLING
CST
OF
GD
WINE
09/19/94
$290.10
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
72097
VERNON SELLING
CST
OF
GD
WINE
09/19/94
$67.25
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
72098
VERNON SELLING
CST
OF
GD
WINE
09/19/94
$963.38
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
72161
VERNON SELLING
CST
OF
GD
WINE
149307
$13,342.04*
09/19/94
$238.08
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
L
64601
YORK SELLING
CST
OF
GD
LIQU
09/19/94
$31.98
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
M
66417
VERNON SELLING
CST
OF
GDS MIX
09/19/94
$1,871.04
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
L
66418
VERNON SELLING
CST
OF
GD
LIQU
09/19/94
$76.67
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
L
55378
50TH ST SELLIN
CST
OF
GD
LIQU
09/19/94
$631.86
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
L
66419,
50TH ST SELLIN
CST
OF
GD
LIQU
09/19/94
$224.49
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
L
66870
VERNON SELLING
CST
OF
GD
LIQU
09/19/94
$782.39
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
L
66420
50TH ST SELLIN
CST
OF
GD
LIQU
09/19/94
$802.16
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
L
66422
YORK SELLING
CST
OF
GD
LIQU
09/19/94
$1,310.26
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
L
66423
YORK SELLING
CST
OF
GD
LIQU
09/19/94
$2,500.98
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
L
66424
YORK SELLING
CST
OF
GD
LIQU
149308
$8,469.91*
09/19/94
$909.86
JOHNSON WINE CO.
COST
OF
GOODS
SOLD
L
247005
YORK SELLING
CST
OF
GD
LIQU
COUNCIL
CHECK REGISTER FOR HAND CHECKS Wed Oct
5 1994
05:28:51
Page 4
CHECK NO
DATE
CHECK AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
- -
OBJECT
- - - ----------PO-NUM_-
-------------------------------------------------------------------------------------
09/19/94
$662.00
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
W
2473841
VERNON SELLING
CST
OF
GD
WINE
09/19/94
$45.00
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
B
2473858
VERNON SELLING
CST
OF
GDS BEE
09/19/94
$1,709.36
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
L
2473874
VERNON SELLING
CST
OF
GD
LIQU
09/19/94
-$.58
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
W
2449130
YORK SELLING
CST
OF
GD
WINE
09/19/94
$308.34
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
W
2473882
VERNON SELLING
CST
OF
GD
WINE
09/19/94
$625.45
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
W
2474039
YORK SELLING
CST
OF
GD
WINE
09/19/94
$783.48
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
W
2473890
VERNON SELLING
CST
OF
GD
WINE
09/19/94
$464.69
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
W
2473924
50TH ST SELLIN
CST
OF
GD
WINE
09/19/94
$36.00
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
L
2473932
50TH ST SELLIN
CST
OF
GD
LIQU
09/19/94
$683.53
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
L
2473940
50TH ST SELLIN
CST
OF
GD
LIQU
09/19/94
$689.17
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
L
2473957
50TH ST SELLIN
CST
OF
GD
LIQU
09/19/94
$347.80
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
W
2473973
50TH ST SELLIN
CST
OF
GD
WINE
09/19/94
$2,279.60
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
W
2473981
YORK SELLING
CST
OF
GD
WINE
09/19/94
$1,035.48
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
W
2473999
YORK SELLING
CST
OF
GD
WINE
09/19/94
$1,181.40
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
L
2474013
YORK SELLING
CST
OF
GD
LIQU
09/19/94
$876.67
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
W
2474021
YORK SELLING
CST
OF
GD
WINE
149310
$12,637.25*
09/19/94
$134.14
PRIOR WINE COMPANY
COST
OF
GOODS
SOLD
W
65895
VERNON SELLING
CST
OF
GD
WINE
09/19/94
$1,246.78
PRIOR WINE COMPANY
COST
OF
GOODS
SOLD
W
65894
VERNON SELLING
CST
OF
GD
WINE
09/19/94
$613.06
PRIOR WINE COMPANY
COST
OF
GOODS
SOLD
W
65896
50TH ST SELLIN
CST
OF
GD
WINE
09/19/94
$25.24
PRIOR WINE COMPANY
COST
OF
GOODS
SOLD
M
65898
YORK SELLING
CST
OF
GDS MIX
09/19/94
$823.28
PRIOR WINE COMPANY
COST
OF
GOODS
SOLD
W
65897
YORK SELLING
CST
OF
GD
WINE
149311
$2,842.50*
09/19/94
$93.75
QUALITY WINE
COST
OF
GOODS
SOLD
B
220798
50TH ST SELLIN
CST
OF
GDS BEE
09/19/94
$149.60
QUALITY WINE
COST
OF
GOODS
SOLD
B
220799
LIQUOR YORK GE
CST
OF
GDS BEE
09/19/94
$1,990.64
QUALITY WINE
COST
OF
GOODS
SOLD
W
220811
YORK SELLING
CST
OF
GD
WINE
09/19/94
$2,376.56
QUALITY WINE
COST
OF
GOODS
SOLD
W
220848
VERNON SELLING
CST
OF
GD
WINE
09/19/94
$2,666.68
QUALITY WINE
COST
OF
GOODS
SOLD
L
220901
YORK SELLING
CST
OF
GD
LIQU
09/19/94
$1,896.09
QUALITY WINE
COST
OF
GOODS
SOLD
W
217448
YORK SELLING
CST
OF
GD
WINE
09/19/94
$31.13
QUALITY WINE
COST
OF
GOODS
SOLD
L
220902
VERNON SELLING
CST.OF
GD
LIQU
09/19/94
$2,805.76
QUALITY WINE
COST
OF
GOODS
SOLD
L
220917
VERNON SELLING
CST
OF
GD
LIQU
09/19/94
$804.57
QUALITY WINE
COST
OF
GOODS
SOLD
W
220912
50TH ST SELLIN
CST
OF
GD
WINE
09/19/94
$1,118.41
QUALITY WINE
COST
OF
GOODS
SOLD
L
220916
50TH ST SELLIN
CST
OF
GD
LIQU
149312
$13,933.19*
09/26/94
$659.47
EAGLE WINE
COST
OF
GOODS
SOLD
W
68758
50TH ST SELLIN
CST
OF
GD
WINE
09/26/94
$482.43
EAGLE WINE
COST
OF
GOODS
SOLD
W
68761
YORK SELLING
CST
OF
GD
WINE
09/26/94
$988.02
EAGLE WINE
COST
OF
GOODS
SOLD
W
68755
VERNON SELLING
CST
OF
GD
WINE
09/26/94
$21.67
EAGLE WINE
COST
OF
GOODS
SOLD
M
68762
YORK SELLING
CST
OF
GDS MIX
149316
$2,151.59*
09/26/94
-$7.01
ED PHILLIPS
& SONS
COST
OF
GOODS
SOLD
W
152464
50TH ST SELLIN
CST
OF
GD
WINE
09/26/94
$461.68
ED PHILLIPS
& SONS
COST
OF
GOODS
SOLD
W
72155
50TH ST SELLIN
CST
OF
GD
WINE
09/26/94
$427.92
ED PHILLIPS
& SONS
COST
OF
GOODS
SOLD
L
74335
50TH ST SELLIN
CST
OF
GD
LIQU
09/26/94
$1,013.81
EIS PHILLIPS
& SONS
COST
OF
GOODS
SOLD
W
72160
YORK SELLING
CST
OF
GD
WINE
09/26/94
$876.85
ED PHILLIPS
& SONS
COST
OF
GOODS
SOLD
L
74340
YORK SELLING
CST
OF
GD
LIQU
09/26/94
$55.85
ED PHILLIPS
& SONS
COST
OF
GOODS
SOLD
W
74996
50TH ST SELLIN
CST
OF
GD
WINE
09/26/94
$771.75
ED PHILLIPS
& SONS
COST
OF
GOODS
SOLD
L
74347
VERNON SELLING
CST
OF
GD
LIQU
COUNCIL
CHECK REGISTER FOR HAND CHECKS Wed Oct
5 1994
05:28:51
Page 5
CHECK NO
DATE
CHECK AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
OBJECT
PO NUM.
---------------------------------------------------------------------------------------------------------------------------------
09/26/94
$53.60
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
75003
YORK SELLING
CST
OF
GD
WINE
09/26/94
$673.23
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
74435
50TH ST SELLIN
CST
OF
GD
WINE
09/26/94
$1,198.13
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
74440
YORK SELLING
CST
OF
GD
WINE
09/26/94
$1,095.52
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
74441
VERNON SELLING
CST
OF
GD
WINE
09/26/94
$271.05
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
74569
50TH ST SELLIN
CST
OF
GD
WINE
09/26/94
$565.55
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
74574
YORK SELLING
CST
OF
GD
WINE
09/26/94
$334.35
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
74575
VERNON SELLING
CST
OF
GD
WINE
09/26/94
$609.30
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
74598
50TH ST SELLIN
CST
OF
GD
WINE
09/26/94
$664.10
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
74605
YORK SELLING
CST
OF
GD
WINE
09/26/94
$862.20
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
74607
VERNON SELLING
CST
OF
GD
WINE
149318
$9,927.88*
09/26/94
$1,326.16
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
L
68756
VERNON SELLING
CST
OF
GD
LIQU
09/26/94
$2,176.53
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
L
68757
VERNON SELLING
CST
OF
GD
LIQU
09/26/94
$797.72
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
L
68759
50TH ST SELLIN
CST
OF
GD
LIQU
09/26/94
$911.34
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
L
68760
50TH ST SELLIN
CST
OF
GD
LIQU
09/26/94
$1,551.54
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
L
68763
YORK SELLING
CST
OF
GD
LIQU
09/26/94
$1,581.13
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
L
66416
VERNON SELLING
CST
OF
GD
LIQU
09/26/94
$2,439.02
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
L
38764
YORK SELLING
CST
OF
GD
LIQU
149319
$10,783.44*
09/26/94
$605.41
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
W
2511392
YORK SELLING
CST
OF
GD
WINE
09/26/94
$939.21
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
W
2512408
VERNON SELLING
CST
OF
GD
WINE
09/26/94
- $12.18
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
L
0055368
50TH ST SELLIN
CST
OF
GD
LIQU
09/26/94
$143.99
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
M
2512416
VERNON SELLING
CST
OF
GDS MIX
09/26/94
- $27.74
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
W
2431450
VERNON SELLING
CST
OF
GD
WINE
09/26/94
$1,272.08
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
L
2512424
VERNON SELLING
CST
OF
GD
LIQU
09/26/94
$1,717.78
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
L
2512432
VERNON SELLING
CST
OF
GD
LIQU
09/26/94
$69.18
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
W
2512440
VERNON SELLING
CST
OF
GD
WINE
09/26/94
$580.66
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
W
2512457
VERNON SELLING
CST
OF
GD
WINE
09/26/94
$633.24
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
W
2512465
50TH ST SELLIN
CST
OF
GD
WINE
09/26/94
$758.15
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
L
2512473
50TH ST SELLIN
CST
OF
GD
LIQU
09/26/94
$887.78
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
L
2512481
50TH ST SELLIN
CST
OF
GD
LIQU
09/26/94
$421.82
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
W
2512499
50TH ST SELLIN
CST
OF
GD
WINE
09/26/94
$767.38
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
W
2473338
VERNON SELLING
CST
OF
GD
WINE
09/26/94
$838.85
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
W
2473346
50TH ST SELLIN
CST
OF
GD
WINE
09/26/94
$643.57
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
W
2473353
YORK SELLING
CST
OF
GD
WINE
09/26/94
$1,134.58
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
L
2473866
VERNON SELLING
CST
OF
GD
LIQU
09/26/94
$198.26
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
W
2473965
50TH ST SELLIN
CST
OF
GD
WINE
09/26/94
$920.40
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
W
2511350
YORK SELLING
CST
OF
GD
WINE
09/26/94
$27.00
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
M
2511368
YORK SELLING
CST
OF
GDS MIX
09/26/94
$2,069.08
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD
L
2511376
YORK SELLING
CST
OF
GD
LIQU
09/26/94
$2,174.65
JOHNSON WINE
CO.
COST
OF
GOODS
SOLD,L
2511384
YORK SELLING
CST
OF
GD
LIQU
149321
$16,763.15*
09/26/94
$414.69
PRIOR WINE COMPANY
COST
OF
GOODS
SOLD
W
68139
VERNON SELLING
CST
OF
GD
WINE
09/26/94
$838.96
PRIOR WINE COMPANY
COST
OF
GOODS
SOLD
W
68141
YORK SELLING
CST
OF
GD
WINE
09/26/94
$317.73
PRIOR WINE COMPANY
COST
OF
G000.4
SOLD
W
68140
50TH ST SELLIN
CST
OF
GD
WINE
149322
$1,571.38*
COUNCIL CHECK REGISTER FOR HAND CHECKS Wed Oct 5 1994 05:28:51
Page 6
CHECK NO
DATE
CHECK AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
OBJECT
PO NUM.
---------------------------------------------------------------------------------------------------------------------------------
09/26/94
$1,624.58
QUALITY WINE
COST
OF
GOODS
SOLD
L
222904
YORK SELLING
CST
OF
GD
LIQU
09/26/94
$1,507.11
QUALITY WINE
COST
OF
GOODS
SOLD
L
222903
50TH ST SELLIN
CST
OF
GD
LIQU
09/26/94
$1,356.32
QUALITY WINE
COST
OF
GOODS
SOLD
W
222754
50TH ST SELLIN
CST
OF
GD
WINE
09/26/94
$3,170.15
QUALITY WINE
COST
OF
GOODS
SOLD
L
222905
VERNON SELLING
CST
OF
GD
LIQU
09/26/94
$1,405.44
QUALITY WINE
COST
OF
GOODS
SOLD
W
222753
VERNON SELLING
CST
OF
GD
WINE
09/26/94
$85.63
QUALITY WINE
COST
OF
GOODS
SOLD
W
222984
50TH ST SELLIN
CST
OF
GD
WINE
09/26/94
$1,698.99
QUALITY WINE
COST
OF
GOODS
SOLD
W
222713
YORK SELLING
CST
OF
GD
WINE
09/26/94
- $16.32
QUALITY WINE
COST
OF
GOODS
SOLD
W
220821
YORK SELLING
CST
OF
GD
WINE
09/26/94
$1,089.63
QUALITY WINE
COST
OF
GOODS
SOLD
W
218778
YORK SELLING
CST
OF
GD
WINE
09/26/94
$267.78
QUALITY WINE
COST
OF
GOODS
SOLD
L
223307
YORK SELLING
CST
OF
GD
LIQU
09/26/94
$200.83
QUALITY WINE
COST
OF
GOODS
SOLD
L
223308
YORK SELLING
CST
OF
GD
LIQU
149323
$12,390.14*
10/03/94
$63.36
EAGLE WINE
COST
OF
GOODS
SOLD
W
70278
50TH ST SELLIN
CST
OF
GD
WINE
10/03/94
$945.60
EAGLE WINE
COST
OF
GOODS
SOLD
W
710.53
VERNON SELLING
CST
OF'
GD
WINE
10/03/94
$530.49
EAGLE WINE
COST
OF
GOODS
SOLD
W
71056
50TH ST SELLIN
CST
OF
GD
WINE
10/03/94
$64.54
EAGLE WINE
COST
OF
GOODS
SOLD
M
71057
50TH ST SELLIN
CST
OF
GDS MIX
10/03/94
$677.70
EAGLE WINE
COST
OF
GOODS
SOLD
W
71060
YORK SELLING
CST
OF
GD
WINE
149693
$2,281.69*
10/03/94
$1,575.00
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
62747
50TH ST SELLIN
CST
OF
GD
WINE
10/03/94
$1,575.00
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
62751
YORK SELLING
CST
OF
GD
WINE
10/03/94
$1,575.00
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
62754
VERNON SELLING
CST
OF
GD
WINE
10/03/94
$1,575.00
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
62755
VERNON SELLING
CST
OF
GD
WINE
10/03/94
$239.05
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
L
76789
50TH ST SELLIN
CST
OF
GD
LIQU
10/03/94
$939.41
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
76790
50TH ST SELLIN
CST
OF
GD
WINE
10/03/94
$1,342.76
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
L
76802
YORK SELLING
CST
OF
GD
LIQU
10/03/94
$673.67
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
76803
YORK SELLING
CST
OF
GD
WINE
10/03/94.
$936.21
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
L
76805
VERNON SELLING
CST
OF
GD
LIQU
10/03/94
- $126.05
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
152519
VERNON SELLING
CST
OF
GD
WINE
10/03/94
$925.55
ED PHILLIPS &
SONS
COST
OF
GOODS
SOLD
W
76806
VERNON SELLING
CST
OF
GD
WINE
10/03/94
$376.60
ED PHILLIP'3 &
SONS
COST
OF
GOODS
SOLD
W
77081
VERNON SELLING
CST-OF
GD
WINE
10/03/94
$235.20
ED PHILLI }.` &
SONS
COST
OF
GOODS
SOLD
W
76943
50TH ST SELLIN
CST
OF
GD
WINE
10/03/94
$136.88
ED PHILL " ". M
SONS
COST
OF
GOODS
SOLD
W
76946
YORK SELLING
CST
OF
GD
WINE
10/03/94
$499.95
ED PHILL - . b
SONS
COST
OF
GOODS
SOLD
W
76947
VERNON SELLING
CST
OF
GD
WINE
10/03/94
,865.70
ED PHILL;,;-' S
SONS
COST
OF
GOODS
SOLD
W
77072
50TH ST SELLIN
CST
OF
GD
WINE
10/03/94
$53.60
ED PHIL` _
SONS
COST
OF
GOODS
SOLD
W
77077
YORK SELLING
CST
OF
GD
WINE
149695
$13,398.53*
10/03/94
$247.59
GRIGGS CO'. -,ER
& CO.
COST
OF
GOODS
SOLD
L
24016
50TH ST SELLIN
CST
OF
GD
LIQU
10/03/94
$1,805.46
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
L
71052
VERNON SELLING
CST
OF
GD
LIQU
10/03/94
- $10.34
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
W
09115
VERNON SELLING
CST
OF
GD
WINE
10/03/94
$4,004.04
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
L
71054
VERNON SELLING
CST
OF
GD
LIQU
10/03/94
$3,476.13
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
L
71061
YORK SELLING
CST
OF
GD
LIQU
10/03/94
$1,053.44
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
L
71055
50TH ST SELLIN
CST
OF
GD
LIQU
1`0/03/94
$1,249.86
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
L
71058
50TH ST SELLIN
CST
OF
GD
LIQU
10/03/94
$1,745.95
GRIGGS COOPER
& CO.
COST
OF
GOODS
SOLD
L
71059
YORK SELLING
CST
OF
GD
LIQU
149696
$13,572.13*
10/03/94
- $12.16
JOHNSON WINE CO.
COST
OF
GOODS
SOLD
L
00559.54
VERNON SELLING
CST
OF
GD
LIQU
L-a
COUNCIL CHECK REGISTER FOR HAND CHECKS Wed Oct 5 1994 05:28:51
Page 7
CHECK NO
DATE
CHECK AMOUNT
VENDOR
DESCRIPTION
INVOICE
PROGRAM
OBJECT
PO NUM.
---------------------------------------------------------------------------------------------------------------------------------
10/03/94
- $13.13
JOHNSON
WINE
CO.
COST
OF
GOODS
SOLD
L
2488187
YORK SELLING
CST
OF
GD
LIQU
10/03/94
- $17.95
JOHNSON
WINE
CO.
COST
OF
GOODS
SOLD
L
2488195
VERNON SELLING
CST
OF
GD
LIQU
10/03/94
- $102.70
JOHNSON
WINE
CO.
COST
OF
GOODS
SOLD
W
2489771
YORK SELLING
CST
OF
GD
WINE
10/03/94
- $10.04
JOHNSON
WINE
CO.
COST
OF
GOODS
SOLD
L
0055376
YORK SELLING
CST
OF
GD
LIQU
10/03/94
- $35.64
JOHNSON
WINE
CO.
COST
OF
GOODS
SOLD
M
2489789
VERNON SELLING
CST
OF
GDS MIX
10/03/94
$557.03
JOHNSON
WINE
CO.
COST
OF
GOODS
SOLD
W
2540284
YORK SELLING
CST
OF
GD
WINE
10/03/94
-$2.51
JOHNSON
WINE
CO.
COST
OF
GOODS
SOLD
W
2506947
YORK SELLING
CST
OF
GD
WINE
10/03/94
$380.08
JOHNSON
WINE
CO.
COST
OF
GOODS
SOLD
W
2538775
VERNON SELLING
CST
OF
GD
WINE
10/03/94
$248.87
JOHNSON
WINE
CO.
COST
OF
GOODS
SOLD
M
2538783
VERNON SELLING
CST
OF
GDS MIX
10/03/94
$3,030.84
JOHNSON
WINE
CO.
COST
OF
GOODS
SOLD
L
2538791
VERNON SELLING
CST
OF
GD
LIQU
10/03/94
$4,080.99
JOHNSON
WINE
CO.
COST
OF
GOODS
SOLD
L
2538809
VERNON SELLING
CST
OF
GD
LIQU
10/03/94
$533.52
JOHNSON
WINE
CO.
COST
OF
GOODS
SOLD
W
2538817
VERNON SELLING
CST
OF
GD
WINE
10/03/94
$481.56
JOHNSON
WINE
CO.
COST
OF
GOODS
SOLD
W
2538833
50TH ST SELLIN
CST
OF
GD
WINE
10/03/94
$210.52
JOHNSON
WINE
CO.
COST
OF
GOODS
SOLD
M
2538841
50TH ST SELLIN
CST
OF
GDS MIX
10/03/94
$522.78
JOHNSON
WINE
CO.
COST
OF
GOODS
SOLD
L
2538858
50TH ST SELLIN
CST
OF
GD
LIQU
10/03/94
$1,046.52
JOHNSON
WINE
CO.
COST
OF
GOODS
SOLD
L
2538866
50TH ST SELLIN
CST
OF
GD
LIQU
10/03/94
$168.55
JOHNSON
WINE
CO.
COST
OF
GOODS
SOLD
W
2538874
50TH ST SELLIN
CST
OF
GD
WINE
10/03/94
$353.06
JOHNSON
WINE
CO.
COST
OF
GOODS
SOLD
W
2538882
50TH ST SELLIN
CST
OF
GD
WINE
10/03/94
$486.87
JOHNSON
WINE
CO.
COST
OF
GOODS
SOLD
W
2540235
YORK SELLING
CST
OF
GD
WINE
10/03/94
$244.86
JOHNSON
WINE
CO.
COST
OF
GOODS
SOLD
M
2540243
YORK SELLING
CST
OF
GDS MIX
10/03/94
$1,142.76
JOHNSON
WINE
CO.
COST
OF
GOODS
SOLD
L
2540250
YORK SELLING
CST
OF
GD
LIQU
10/03/94
$1,117.74
JOHNSON
WINE
CO.
COST
OF
GOODS
SOLD
L
2540268
YORK SELLING
CST
OF
GD
LIQU
10/03/94
$137.57
JOHNSON
WINE
CO.
COST
OF
GOODS
SOLD
W
2540276
YORK SELLING
CST
OF
GD
WINE
149698
$14,549.99*
10/03/94
$96.52
PRIOR WINE COMPANY
COST
OF
GOODS
SOLD
W
70520
50TH ST SELLIN
CST
OF
GD
WINE
10/03/94
$904.79
PRIOR WINE COMPANY
COST
OF
GOODS
SOLD
W
70519
VERNON SELLING
CST
OF
GD
WINE
10/03/94
$629.83
PRIOR WINE COMPANY
COST
OF
GOODS
SOLD
W
70521
50TH ST SELLIN
CST
OF
GD
WINE
10/03/94
$811.05
PRIOR WINE COMPANY
COST
OF
GOODS
SOLD
W
70523
YORK SELLING
CST
OF
GD
WINE
10/03/94
$25.24
PRIOR WINE COMPANY
COST
OF
GOODS
SOLD
M
70522
50TH ST SELLIN
CST
OF
GDS MIX
149699
$2,467.43*
10/03/94
$200.83
QUALITY
WINE
COST
OF
GOODS
SOLD
L
223309
50TH ST SELLIN
CST
OF
GD
LIQU
10/03/94
$76.18
QUALITY
WINE
COST
OF
GOODS
SOLD
W
222714
50TH ST SELLIN
CST
OF
GD
WINE
10/03/94
$207.90
QUALITY
WINE
COST
OF
GOODS
SOLD
W
224153
VERNON SELLING
CST
OF
GD
WINE
10/03/94
$128.20
QUALITY
WINE
COST
OF
GOODS
SOLD
W
224814
VERNON SELLING
CST
OF
GD
WINE
10/03/94
$2,141.36
QUALITY
WINE
COST
OF
GOODS
SOLD
W
224692
YORK SELLING
CST
OF
GD
WINE
10/03/94
$1,804.12
QUALITY
WINE
COST
OF
GOODS
SOLD
W
224693
VERNON SELLING
CST
OF
GD
WINE
10/03/94
$167.60
QUALITY
WINE
COST
OF
GOODS
SOLD
B
224728
VERNON SELLING
CST
OF
GDS BEE
10/03/94
$129.80
QUALITY
WINE
COST
OF
GOODS
SOLD
B
224729
50TH ST SELLIN
CST
OF
GDS BEE
10/03/94
$35.45
QUALITY
WINE
COST
OF
GOODS
SOLD
B
224730
YORK SELLING
CST
OF
GDS BEE
10/03/94
$3,048.54
QUALITY
WINE
COST
OF
GOODS
SOLD
W
224758
50TH ST SELLIN
CST
OF
GD
WINE
10/03/94
$59.35
QUALITY
WINE
COST
OF
GOODS
SOLD
W
224763
VERNON SELLING
CST
OF
GD
WINE
10/03/94
$4,073.90
QUALITY
WINE
COST
OF
GOODS
SOLD
L
224823
VERNON SELLING
CST
OF
GD
LIQU
10/03/94
$1,126.33
QUALITY
WINE
COST
OF
GOODS
SOLD
L
224819
50TH ST SELLIN
CST
OF
GD
LIQU
10/03/94
$4,300.64
QUALITY
WINE
COST
OF
GOODS
SOLD
L
224820
YORK SELLING
CST
OF
GD
LIQU
10/03/94
$56.38
QUALITY
WINE
COST
OF
GOODS
SOLD
W
224815
50TH ST SELLIN
CST
OF
GD
WINE
149700
$17,556.58*
$327,568.71
COUNCIL CHECK SUMMARY FOR HAND CHECKS Wed Oct 5 1994 05:31:57 Page 1
---------------------------------------------------------------------------------------------------------------------------------
FUND # 10 GENERAL FUND $105,735.83
FUND # 23 ART CENTER $150:00
FUND # 50 LIQUOR FUND $221,682.88
$327,568.71
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EDINA
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FIRE DEPARTMENT
1992 -94 STUDY
•
i
MEMORANDUM
DATE: October, 1994
TO: Kenneth Rosland and Study Team
FROM: Ted Paulfranz, Fire Chief
SUBJECT: EXECUTIVE SUMMARY - FIRE DEPARTMENT 1992 -94 STUDY
PURPOSE: The purpose of this memo is to update the scope of the Edina Fire
Department study as previously drafted March 4, 1992, and discussed January
24, 1992.
GOAL: The goal of this study is to develop an organizational plan and strategies for
delivering emergency medical services, fire suppression, fire prevention, and
other special emergency services in the most effective and efficient way.
Specifically, this study will answer the following questions relative to present
and future fire department operations and organizational structure.
1. What is the current organization and staffing of the- Fire Department and what
changes have occurred over the past 10 years?
2. How have calls for service changed over the last 10 years?
3. What are the expectations of our Edina customer?
4. What trends should we expect, including National and State levels.
5. What are the measures of a premier fire/EMS service?
6. What new technologies are available that will or could affect service delivery?
7. Is it feasible to consolidate some or all of our services with other providers?
8. Do we have excess capacity in our system that .can be "sold" to other jurisdictions?
9. Should we discontinue EMS and rely on a County/Private system?
10. Should Southdale Fairview operate EMS instead of the City?
1
I. OBJECTIVES FOR MEASURING EFFECTIVENESS
A Fire/EMS service must be measured by its ability to serve its customers quickly,
professionally, and cost effectively. In addition, a Fire/EMS service in Edina must produce
a high -level of customer satisfaction and value in the eyes of the customer, Council and
citizens. In our Mission Statement, this is identified as "Timeliness, effectiveness and
customer needs." Any Fire/EMS service in Edina should be evaluated on its ability to meet
our service level objectives. The elements of quality cost effective service are somewhat
difficult to define, but must include measures for response time, skill and competency, and
customer satisfaction.
The following fourteen objectives were selected after consideration of key elements and
issues surrounding emergency services. These measures represent a compilation of historic
level of service, current EMS standards, views by the Fire Chief and other members of the
initial study team; assessment of service quality resulting from a customer survey study done
by Chief Paulfranz in 1991, and priorities set by the City's Mission Statement.
Emergency Response
1. A response to all fire calls and fire alarms with a first engine and four firefighters
within eight minutes of a call 90 percent of the time.
2. A response to reported structure fires with a second engine, an aerial unit, an EMS
unit, and the Fire Chief or an Assistant Chief within 10 minutes of a call 90 percent
of the time.
3. A response to EMS calls with an Advanced Life Support (ALS) Unit and two medics
within six minutes 90 percent by the time.
4. A response to not less than 98 percent of the EMS calls with the primary ALS
provider.
5. A response to all hazardous conditions with adequately trained and equipped
personnel.
Oualily of Emergency Response
6. A high -level of considerate and attentive personal contact with fire and EMS
customers.
7. Highly skilled, trained and staff - supported fire and ALS crews.
2
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x
Non - Emergency Response
8. A high -level of interaction and contact with the public during non - emergency periods.
9. A high - profile presence in the community at school, assembly functions and area
events.
Fire Prevention
10. Local control of a customer focused fire code enforcement program.
11. Aggressive and priority emphasis on built -in fire protection systems to reduce future
fire suppression costs.
Human Resources
12. Provision for a rewarding and challenging work experience for all employees.
13. Development of a workplace culture that rewards, encourages and supports
performance and continuous improvement.
14. Development of opportunity for personal and professional growth.
II. DISCUSSION OF STRATEGIC ISSUES
External Threats and Opportunities
1. AGING POPULATION - Edina has the oldest population in Hennepin County.
Twenty percent of our population is 65 years of age or older. The demand for EMS
services is driven largely by our elderly population as evidenced by the fact that EMS
runs have doubled since 1980 even though our population did not grow. One of the
prime concerns of the older population is to feel safe and secure in their homes.
2. DAYTIME POPULATION - Edina is no longer a bedroom community. It is an
edge city with a full -range of residential, commercial, and office opportunities
together with their resultant public safety needs. Our daytime population continues
to grow, placing greater demands on EMS needs as evidenced by the fact that over
50% percent of EMS runs occur between 09:00 and 18:00 hours.
3. NEW TECHNOLOGY - Automatic fire alarm systems have become common in both
residential and non - residential buildings. Automatic systems are an important and
critical element of our fire protection system. However, they also place great
demands on our fire suppression system in that more than 90 percent of the fire
3
alarm responses are not fires. We must, nevertheless, respond to all such alarms
which increases our costs and potentially reducing our effectiveness.
4. HIGH REAL ESTATE VALUES - Edina is fortunate to have on -going private
reinvestment in real estate including retrofit improvements with built -in fire
protection such as sprinkler systems. This has significantly altered our fire
suppression needs. We have an opportunity to reduce our fire risks even more
through continued aggressive enforcement of building and fire codes.
5. WINDOWS OF OPPORTUNITY - We believe that several windows of opportunity
may exist for organizational improvements. Neighboring cities may be receptive to
discussions on joint services. The hospital may be interested in EMS participation.
Current challenges to traditional service models requires our continued search for
more effective service delivery systems.
6. REVENUE SOURCES - Levy limits were imposed and presented a serious concern
when this study was started in 1992. By 1994, the levy limits were lifted by the State
Legislature but remain a serious concern for local decision - makers.
7. HEALTH CARE COST CONTAINMENT - Approximately $525,000 of our
revenues come from billings for EMS services. Current and future trends in health
care cost containment may have adverse impact on this revenue source. In addition,
"Minnesota Care" cost containment policies limit our ability to increase EMS fees to
keep pace with our costs. Federal health care legislation may further limit our
revenues from EMS.
8. RULES - SARA, FLSA, OSHA, PELRA, ERISA, to name a few. All have increased
our responsibilities and costs with no offsetting revenues.
III. INTERNAL STRENGTHS AND WEAKNESSES
1. RESISTANCE TO CHANGE -The fire service has been historically very resistant
to change. Consolidation with other jurisdictions or the transfer of services may be
opposed. The involvement of everyone in the planning process is essential.
2. SKILL LEVEL - The Edina Fire Department is characterized by highly skilled and
dedicated professionals. They are customer oriented and have developed an excellent
reputation in the community.
3. VALUE - Our EMS service provides first rate service at a competitive price.
4. TWENTY -FOUR HOUR SHIFT ARRANGEMENT - The Fire Department is
organized on a 24 hour shift arrangement. Although such an arrangement may be
4
the least costly for staffing, it is not the most flexible system for service delivery. It
may also exacerbate stress and conflict caused by long periods of inactivity
interspersed with short periods of high demand and anxiety producing activities.
5. CONFLICT - The Fire Department has been characterized by many years of internal
conflict. There is a high -level of distrust between Fire /City management and
firefighters/ medics. This contributes now and may contribute in the future to
resistance to movement in new directions.
6. FACILITIES - Fire/EMS services are coordinated and dispatched from one,
centralized location. The absence of multiple facilities can be deemed both a
strength and a weakness of our current system.
IV. PRELIMINARY ALTERNATIVES FOR STUDY
Following the collection and analysis of data concerning Edina and neighboring
cities, six service alternatives were selected for analysis.. For purposes of developing
potential alternatives for study, the following list was prepared:
o Upsize Department or Sell Excess Capacity to Others
Provide EMS to all or part of Richfield and /or Bloomington via
contract
Extend Fire service to all or part of Richfield/St. Louis Park
o Downsize Department
Transfer ALS program to Hospital
- Transfer ALS responsibility to HCMC
- Develop a City -owned FSH ALS system
- Transfer fire suppression for all or part of Edina to neighboring cities
by contract
- Transfer inspections to other Edina department
o Consolidation
Joint Powers Agreement for ALS /fire suppression with St. Louis Park
and /or Richfield
Joint Powers Agreement for fire suppression only with Richfield and /or
St. Louis Park
Joint Powers Agreement for EMS "first response" fire suppression with
Edina /St. Louis Park/ Richfield
5
o Privatization
Sell ALS service to private provider
Contract for fire and /or ALS with existing private contractor
Employee purchase of ALS and /or fire service
o Existing Model
Maintain our existing organizational /service structure
V. STUDY PROCESS
1. The first phase of this study establishes a clear picture of the current Edina service
model, with focus on service demands and costs over the past 10 years, citizen
expectations, trend analysis, and organizational needs. Key to this element is an
Organizational Analysis Study; a Customer Satisfaction Survey; Historical Data
Collection and Analysis; and a Service Demand Forecast.
2. The second phase focuses on information gathering and response data of neighboring
cities or on as an needed bases. Such cities include, Richfield, St. Louis Park and
Hopkins.
3. Third phase selected six (6) options for in -depth examination and study.
4. Fourth phase provides a recommendation for Council study and action.
VI. ALTERNATIVES
The following six alternatives were examined in the course of this study. Alternatives
one through five were selected from the preliminary list and number six represented
a composite of selected strengths in one through five.
No. 1 JOINT POWERS AGREEMENT (JPA) - ST. LOUIS PARK,
RICHFIELD AND EDINA
This alternative "joint powers ", Richfield, St. Louis Park and Edina, is not new
and has been a hot topic for more than twenty years. Clearly the strength in
its longevity lies with the value of a broadly based emergency services.
Additionally, it has been suggested that expanding this joint effort to include
Hopkins because of their shortages of daytime staffing, and strength at night,
might better assist Edina and St. Louis Park.
0
Small organizations such as ours do not have the ability or. flexibility to adjust
to. the peaks and valleys of emergency calls. The need for occasional extra
resource always taxes the small departments. While at the same time, our
neighbors have the unused resource. Mutual aid satisfactorily addresses the
big call, but we are- too small to be big and too big to be small. Off -duty
response is steadily declining for all of the cities with paid firefighters. The
primary argument against joint operations is the loss of identity, the risk of the
unknown, and big may not necessarily be better. These issues have not been
satisfactorily addressed.
No. 2 PRIVATIZATION - EMS /ALS AND FIRE RESPONSE BY
CONTRACT
The private contractor provides a major challenge to public sector fire service.
The challenge is to become innovators and marketers in the delivery of public
service. Many of the options and entrepreneurial services provided by the
private sector are currently provided by the Edina Fire Department. In
addition, the cost of operation of the Edina Fire Department is extremely
competitive when compared with other public providers and private contractor
services. On balance, the analysis shows there is some advantages to
privatization for purposes of dealing with labor issues. and changes within the
organization. Private contractors provide an opportunity to more effectively
use personnel than we typically find in the public sector. On balance, Edina
Fire Department's comparison with private contractor is one that economically
does not make sense, but possibly politically or organizationally such an option
becomes a reality.
No. 3 EXISTING ORGANIZATION - EMS /ALS AND FIRE SERVICE
The current service delivery model is a fair balance between cost and
effectiveness. The range of services and organizational structure adds value
and meets the needs or our community. Problems and weaknesses are not
unique to the Edina Fire Department and are common to other organizations
of this size and type. There currently exists, within the organization the skills,
abilities and commitment to address the problems of culture, discipline and
accountability.
No.4 DOWNSIZE SERVICE LEVEL - TRANSFERRING ALS TO
OTHER PROVIDER
The primary objective of this Alternative would be to reduce expenditures.
This is achievable but not cost effective when compared with lost revenues
and organizational effectiveness. The reduction in EMS role would simplify
many of the problems associated with Fire Department operations and
7
personnel matters. However, the loser in this option would be the citizens of
Edina, particularly the elderly citizens, whose age and medical needs drive our
EMS system.
In examining customer needs and targeting services to meet those needs, it
becomes clear that providing EMS and ALS services at the local level by the
Fire Department, is, a .wise choice and one that should be encouraged and
expanded, not reduced.
No. 5 DOWNSIZE TO VOLUNTEER (ON -CALL) SUPPRESSION ONLY
ORGANIZATION
The primary objective of Alternative No. 5 is to present a minimum cost
working model. This organization could provide reasonable fire suppression
service to this community, it is achievable and working examples are available
within our area. However, this alternative does not provide the range and
quality of service our community expects.
No. 6 IMPROVE EXISTING MODEL
The focus and target of this organizational alternative provides a pathway for
the Edina Fire Department to move towards an improved organization. This
organizational plan, with its strategies,' strengths and advantages will position
Edina Fire Department for the late 90's and the turn of the century.
VII. SUMMARY
The goal of this study is to develop an original plan and strategy for the delivery of
Fire Department services in the most effective and efficient way. The attached
workplan and recommendation best meets this goal.
MEMORANDUM
DATE: October, 1994
TO: Mayor and Council
FROM: Ted Paulfranz, Fire Chief
Kenneth Rosland, City Manager
SUBJECT: FIRE DEPARTMENT STUDY AND WORKPLAN
The purpose of this memorandum is to recommend the adoption and implementation of a
Fire Department Strategic Workplan.
BACKGROUND:
This recommendation is the result of a comprehensive two -year study by the Fire Chief of
the Edina Fire Department, including an 'analysis of operations, organizational policies,
personnel issues and the emergency operations environment. This study is identified as
"Edina Fire Department 1992 -94 Study."
GOALS AND OBJECTIVES:
The following goals and objectives expand on the primary features and programs outlined
in Alternative No. 6 of the Fire Department 1992 -94 Study. Where possible, the timelines
and action .steps have been suggested. Additional detail is available in Alternative No. 6.
GOAL NO. 1 - PRIORITIZE AND STRENGTHEN THE EMERGENCY MEDICAL
SERVICES ADVANCED LIFE SUPPORT (ALS) PROGRAM
Objective No. 1.1 - Increase available personnel during the highest demand times.
This action would include both the reassignment of existing personnel from the 24 hour shift
and additional new personnel as the service demand increases.
Objective No. 1.2 - Incorporate a decision process that utilizes an index plan
measuring "calls per medic" to anticipate future staffing needs ( "staffing benchmark plan ").
Objective No. 1.3 - Provide for part time staffing of a second fire /medic station in the
Southdale/Yorktown area. This station, located and staffed to target the increasing demand
for emergency medical services in this developing area.
Objective No. 1.4 - Develop and implement a program of pre - arrival instructions for
emergency dispatchers. This program designed to achieve a "zero response time" by
providing life - saving and critical information to 9 -1 -1 callers, before arrival of emergency
personnel.
GOAL NO. 2 - EXPAND THE USE AND EFFECTIVENESS OF THE ON -CALL
VOLUNTEER FIREFIGHTERS
Objective No. 2.1 - Increase the number of On -Call Volunteer Firefighters from
present 10 to 20 over a period of two years.
Objective No. 2.2 - Provide sufficient space and equipment in second station
(Southdale area), to permit on -call firefighters the capability of responding with an engine
or support unit from this location.
Objective No. 2.3 - Expand the duty standby program to provide additional hours at
the fire station for on -call firefighters.
Objective No. 2.4 - Develop opportunities for involvement and participation of on -call
firefighters in non - emergency Fire Department activities including prevention, public
education and equipment maintenance, planning and focus group activities.
Objective No. 2.5 - Restructure the Fire Department to provide for a training officer
position. This training officer will assist both career and on -call volunteer firefighters with
scheduling, development and delivery of department training priorities.
GOAL NO. 3 - DEVELOP A WORK GROUP SPECIFICALLY ASSIGNED TO PEAK
DEMAND PERIODS (POWER SHIFT)
Objective No. 3.1 - Initially staff this work group with medics /firefighters to spread
the work load during peak demand periods.
Objective No. 3.2 - Expand the staffing by assignment of any new personnel to the
power shift.
GOAL NO. 4 - EXPAND AND STRENGTHEN EMPLOYEE PARTICIPATION
OPPORTUNITIES
Objective No. 4.1 - Support and encourage "focus group activities, priorities and
schedules"
Objective No. 4.2 - Develop and define new opportunities for employee directed
project teams.
Objective No. 4.3 - Secure training to improve problem solving and process
management skills for project team participants.
Objective No. 4.4 - Develop response guidelines and define employee call back
responsibilities, specifically time and participation level standards.
Objective No. 4.5 - Improve and expand employee health fitness, and stress
management program with emphasis on wellness, prevention and individual responsibility.
Objective No. 4.6 - Develop program /activities to institutionalize the "values"
expressed in the Fire Department "Mission Statement ".
GOAL NO. 5 - PROVIDE FOR THE STRUCTURED REVIEW AND TESTING OF
PRIVATE SECTOR STRATEGIES
Objective No. 5.1 - Develop and support a program to change attitudes and open
opportunities for change and tolerance of new ideas.
Objective No. 5.2 - Expand the organization "mission" to embrace an "all hazard -
customer needs" view.
Objective No. 5.3 - Develop the system for scanning and systemized examination of
new and emerging concepts in emergency services.
Objective No. 5.4 - Define and develop a process for limited testing or
implementation of new ideas, concepts and methods.
GOAL NO. 6 - DEVELOP AN AUTOMATIC EMERGENCY RESPONSE PLAN IN
COOPERATION WITH THE NEIGHBORING COMMUNITIES
Objective No. 6.1- Open discussion with neighboring cities of Hopkins, St. Louis Park
and Richfield to identify common interests and needs in emergency response.
Objective No. 6.2 - Develop a joint powers agreement to define dimensions of an
automatic response plan.
Objective No. 6.3 - Present a joint powers agreement to the City Council for approval
and implementation.
SUMMARY:
This workplan is structured and designed to capitalize on the existing strengths of the Edina
Fire Department. Adoption of this workplan should provide an orderly process for strategic
decision making, involving the Edina Fire Department, for the remainder of the 1990's.
Attachment - Edina Fire Department 1992 -94 Study
1.
EDINA FIRE DEPARTMENT - 1992 -94 STUDY
STUDY PROCESS PHASE I
The purpose of Phase I of this study is to present a "clear picture" of the existing
Edina service model. This will involve the examination of, 1) short-term (3 - 5 year)
activity levels and costs; National Fire data; 2) a trend (10 year) analysis of local, and
national fire emergency activities; 3) citizen expectations for emergency services; and
4) an organizational priorities issues listing.
1.1 CURRENT EDINA SERVICE MODEL
In this section, the objective is to present a clear view of the current and short -term
emergency service demands; to profile trends in EMS, and Fire related activities.
Data are averaged over three to five years, and ten years when possible. Also
presented is a summary of costs, budget and staffing trends. For purposes of
comparison and contrast, National Fire Data have been included where possible.
ATTACHMENTS
Attachment No. 1
Attachment No. 2A
Attachment No. 2B
Attachment No. 2C
Attachment No. 2D
Attachment No. 3A
Attachment No. 3B
Attachment No. 3C
Attachment No. 4A
Attachment No. 4B
Attachment No. 4C
Attachment No. 5A
Attachment No. 5B
Attachment No. 6A
Attachment No. 6B
Attachment No. 7
Attachment No. 8A
Attachment No. 8B
Attachment No. 9
Attachment No. 9A
Attachment No. 10
Fire and EMS Calls 1981 - 1993
EMS Fire Calls Averaged by Hr. 1987 -91
EMS Calls Averaged by Hr. 1987 -91
Fire Calls Averaged by Hr. 1987 -91
False Fire Alarms 1987 -91
Averaged Calls/Day 1987 -91
Averaged EMS Calls/Day 1987 -91
Averaged Fire Calls/Day 1987 -91
Frequency Distribution Calls/Day 1987 -91
Frequency Dist. EMS Calls/Day 1987 -91
Frequency Dist. Fire Calls/Day 1987 -91
Multiple Calls - EMS Fire 1987 -90
Multiple Events by Type 1987 -90
Transfers Percent of EMS Calls 1982 -93
Transfers Number EMS Calls 1982 -93
Mutual Aid Fire Calls 1987 -91
EMS Response Times 1987 -93
Fire Response Times 1987 -93
EMS Services by Age 1980 and 1990
Senior Population
Market Value vs. Fire Loss 1982 -91
1
Attachment No. 11A
Attachment No. 11B
Attachment No. 12A
Attachment No. 12B
Attachment No. 13
Attachment No. 14
Attachment No. 15
Attachment No. 16
Attachment No. 17
Attachment No. 18
Fire Expenditures and Revenues 1982 -93
Fire Dept. Overtime 1982 -93
Gross & Tax Supported Cost /Call 1982 -93
Gross Tax Supported Cost /Call CPI Adj 82 -93
EFD Budget Percent of Gen'1 Fund 1982 -93
EFD Positions Authorized 1983 -92
Dist. of Calls (Nat'l & EFD) 1990
Comparison National Fire Calls 1980 -90
Home Fires/Fire Deaths (Nat'l) 1985 -89
Edina Structure Fires (3/1, 4/28) 1994
1.2 DISCUSSION COMMENTS/ANALYSIS
o Attachment No. 1. Total calls demonstrates a clear trend 1981 -93 of
increasing EMERGENCY MEDICAL SERVICE (EMS) calls. No change or
leveling in FIRE related calls. FIRE calls have typically average around 700
runs per year. EMS activity has typically advanced at a five (5) to seven (7)
percent per year. All expectations are that this call trend for both EMS/Fire
will continue.
o Attachment No. 2A. Demonstrates the PEAK demand for both EMS and
FIRE related service. Wide demand occurring 0800/2000 hours and the
PEAK (WINDOW) 1000/1700 hours. This attachment clearly shows the
primary service demand to be during daytime hours.
o Attachment No. 2B. Defines the impact of EMS activity by time of day. The
Wide demand occurring 0800/1800 hours, and the PEAK (WINDOW) of
1000/1700 hours. It is typical for Emergency Medical Services (EMS) to have
a high daytime demand in suburban markets such as ours.
o Attachment No. 2C. FIRE CALLS follow much the same pattern as EMS.
Daytime PEAK demand. Wide demand 0900/2000 and a PEAK (WINDOW)
of 1100/1800 hours.
o Attachment No. 2D. FALSE FIRE ALARMS - This classification includes
MALICIOUS FIRE ALARMS; but the vast majority of false alarms are the
result of automatic alarm systems responding to "fire -like conditions" (i.e.
smoke, steam, heat, etc.). These conditions imitate fire situations. False fire
alarms peak during the daytime hours, Reflecting the daytime activities of
people for example cooking and smoking.
o Attachment No. 3A. AVERAGE CALLS PER DAY including both EMS and
FIRE activity. Attachment shows emergency activity to be generally balanced
N
by day of the week. Thursday showed a slight peak, with Sunday slightly slow.
o Attachment No. 3B. AVERAGE EMS CALLS PER DAY - Thursday, Friday
PEAK and Sunday as off demand by 20 %.
o Attachment No. 3C. AVERAGE FIRE CALLS PER DAY, is Thursday,
Friday PEAK, Weekdays generally balanced, weekends notably slow.
o Attachment No. 4A. FREQUENCY DISTRIBUTION, this attachment
represents call activity within a standard distribution. Attachment shows
average day of 7 calls, and 68% of the time 4 to 10 calls in a 24 hour period.
o Attachment No. 4B. FREQUENCY DISTRIBUTION EMS, this attachment
represents EMS call activity within a standard distribution; calls average 5 per
day and 69% of the time 3 to 7 calls per 24 hour period.
o Attachment No. 4C. FREQUENCY DISTRIBUTION FIRE, this attachment
represents the Fire call distribution. Attachment shows an average of 2 FIRE
service related calls per 24 hour day, and 56% of the time 1 to 3 calls in a 24
hour period.
o Attachment No. 5A. MULTIPLE CALLS. More than one call occurring
simultaneously places a extra demand on our service system. Multiple calls
are on the increase as the trend shows. Such events frequently occur during
the high demand periods. With multiple events occurring 300 or more times
annually and increasing in frequency efforts should be employed to manage
this demand. Such strategies might include efforts to reduce out of service
time and long transports (downtown hospitals) and increase available
resources. Traffic loading and congestion on roadways during peak demand
times also adversely impact multiple calls.
o Attachment No. 5B. MULTIPLE EVENTS BY TYPE. This attachment
shows multiple calls by the type of service /activity provided. Multiple FIRE
related services represent only small fraction of total events; clearly the most
likely multiple event would be two EMS calls or EMS and FIRE related call.
In 1990 368 multiple events occurred.
o Attachment No. 6A. TRANSFERS AS A PERCENTAGE OF EMS CALLS.
Transfers are a fundamental measure of service quality. Our goal is to hold
transfers to less than 2% of total calls. Transfers reflect activity levels and
available resources. Increasing service demand, traffic congestion, peak hour
(window) demand, mechanical breakdowns and personal policies all play a roll
in "transfers ". Transfers are sometimes compared with Fire Mutual Aid but
the two are not the same. In a transfer situation, the responsibility for the call
3
has been directed elsewhere, i.e. to a backup agency. This transfer will result
in increased response time and a reduction in service level. Fire mutual aid
is a request for additional resources or assistance and results in a higher level
of service; and no change in responsibility for service. The trend since
1986/89 was toward improvement. Since 1990 this trend has reversed and
service level is declining.
o Attachment No. 6B. TRANSFERS - NUMBER OF. This attachment shows
the actual number of transfers.
o .Attachment No. 7. MUTUAL AID CALLS. It' is generally assumed that
mutual aid will be balanced over the long term. Of the 147 fire mutual aid
calls listed on Attachment 7, Edina 'received assistance 80 times and gave
assistance 67 times. The national trend has been an increase in mutual aid
response. Mutual aid activity is expected to increase as total calls increase
and staffing for all cities remains the same or declines. Within the mutual aid
system there are opportunities for improvements in service, response time and
costs.
o Attachment No. 8A. EMS RESPONSE TIME. Response time is a
fundamental measure of service level. Our goal is six (6) minutes, 90% of the
time. This attachment clearly demonstrates we are not meeting this standard;
and the trend is toward further increase in response time. Current estimate
is that 90% of the time our response is slightly above 8 minutes. This is within
the County standard of 10 minutes - 90% of the time; but well below the
performance we have set -for our community. This trend is expected to
continue, as call activity increases in the southeast section of the City. Traffic
controls, staffing levels and deployment of EMS units are strategies for
improving this performance.
o Attachment No. 8B. FIRE RESPONSE TIMES. Fire response is more
acceptable than EMS response, but does not meet our standard of 8 minutes
90% of the time. This is a reasonable expectation. Fire protection planners
would suggest response time models of 3 - 6 minutes, depending on hazard
and level of risk. Our trend in Fire response time is improving; but much
work remains to be done. Current estimate would place our 90% mark at
slightly over 10 minutes, and not acceptable. Response time should be
expected to increase with traffic congestion and increased number of total
calls. Unlike EMS, Fire responses tend to be more evenly distributed across
our community. The increase response time trend will increase with more
development in the southeast.
o Attachments No. 9. and 9A. EMS CALLS DISTRIBUTION BY AGE. Over
the past 10 years, (1980 -90) the age group of our population, 65 years and
4
older has increased by 6 %. This is the fastest growing age group in Edina,
and represents 20% of our population. This 20% is involved in 54% of all
EMS activity. Demographic trends show this trend will continue. The 65 plus
population will play the dominant role in EMS activities.
• Attachment No. 10. CITY MARKET VALUE AND FIRE LOSS 1982 -91.
Over the past nine years, Edina market value has increased by 13% after
adjustment for inflation. Market value represents the true potential for fire
property loss and as such is a good measure for fire control performance.
During the same period fire loss has showed a steady decline for both actual
and 3 year averaged losses also adjusted for inflation. Fire loss is based on
insured /replacement value and is reflective of cost or market value. If losses
were constant against the increasing market value; the range of average loss
would be expected to increase 13 %. Our losses have shown a marked decline.
• Attachment No. 11A. FIRE DEPARTMENT EXPENDITURES AND
REVENUES. Fire Department expenditures (costs) have been within budget
over the past eleven years, increasing at a 6% annual average. Revenues
(fees and charges) have shown steady improvement and in 1993 represent
24% of operating costs.
• Attachment No. 11B. FIRE DEPARTMENT OVERTIME - Overtime is an
important and vital resource for the department. On -duty staffing is not
adequate to provide needed resources to control a structural fire or multiple
calls, but only an initial response. Off -duty on -call (overtime) firefighters are
needed on a frequent and routine basis. Overtime is an expected and planned
resource.
o Attachment No. 12A. GROSS AND TAX SUPPORTED COST PER CALL.
This attachment shows cost of operation based on a unit of work (calls)
activity. This attachment demonstrates that costs of operation have remained
well under control for the past eleven years. When costs are adjusted by
including fees for service, costs are showing a steady decline.
o Attachment No. 12B. GROSS AND TAX SUPPORTED - ADJUSTED This
attachment more clearly reflects the performance shown in 12A., and further
demonstrates the downward trend in Fire Department costs. This is a result
of conservative spending, increased service demand and strong improvements
in collection of service charges.
o Attachment No. 13. FIRE DEPARTMENT BUDGET AS A
PERCENTAGE OF GENERAL FUND. This attachment shows fire budget
as compared to the general fund. This comparison shows Fire Department
expenditures within budget.
5
o Attachment No. 14. POSITIONS AUTHORIZED. This attachment shows
the staffing positions in the Fire Department. Staffing has remained constant
by position for the past six years. It is important to note that during this same
six year period emergency activity has increased at five to seven percent per
year. The difference between staffing levels resource and activities has been
absorbed by overtime (costs) hours.
o Attachment No. 15. DISTRIBUTION OF CALLS BY TYPE - NATIONAL
AND EDINA. This attachment shows Edina emergency activity as compared
to National Fire Department Activity. Edina emergency medical (EMS) is
slightly greater, false alarms are higher and all other fire type calls lower than
national trends.
o Attachment No. 16. NATIONAL FIRE CALLS. This attachment would
represent the general trend in national emergency activity. Emergency activity
shows false alarms, other, and medical calls up, over the past ten years. Fires
and structure fires down. This reflects the changing role for Fire Departments
in the delivery of emergency services and is representative of our local and
regional experience.
i
o Attachment No. 17. HOME FIRES AND FIRE DEATHS - NATIONAL
DATA. This attachment shows the majority of Fire activity calls to occur
during the daytime periods. Conversely the majority of Fire deaths occur at
night, this reflects the high -risk generally associated with late night fires. This
is important to factor into staffing and resource planning. This becomes a
difficult balancing exercise as the volume of daytime calls increase.
o Attachment No. 18. STRUCTURE FIRES EDINA FIRE DEPARTMENT -
MARCH 1 AND FEBRUARY 28, 1994. This attachment shows the current
equipment /staffing levels available on serious structure fires. Of special
interest is the average off -duty response of 11.5 firefighters. Edina average of
18.8 with a range of 11 -25. Nearly all of these fires resulted in a mutual aid
response with an average 2.6 other communities with an average of 33
firefighters range of 60 -19. What this information shows is that the mutual aid
system can deliver adequate numbers of firefighters and equipment. What is
not shown is the time that is required to assemble these resources and there
in lies our weakness in structural attack. Additionally the high -level of
reliance on mutual aid indicates a staffing weakness within the Edina system
and an over dependance for service from our neighboring communities. This
is also evidenced in Phase II information on mutual aid utilization patterns by
our neighboring cities.
Gol
1.3 WHAT IS THE SERVICE EXPECTATION OF THE EDINA
CUSTOMER?
A 1991 study of customer attitudes, (Paulfranz, 1991) lists many of the common
measures of customer satisfaction. Such concerns should be factored in to any service
model design. Customers are satisfied when their expectations are achieved; when
those expectations are exceeded or they received something extra - their perception
is that of "Quality ". The following table lists those measures:
APPEARANCE
Attractive, safe clean, aesthetics, pride
QUICK RESPONSE
Prompt, responsive, timely
FRIENDLY
Courteous, cheerful, helpful, cooperative
UNDERSTANDING
Supportive, caring, empathy, kindly, thoughtfulness,
concerned, listening, carefully explain actions
RELIABILITY
Dependable, dedicated, consistent, meet expectations, trust
UNIQUENESS
Something special, follow -up, consideration, customer - driven,
do more than expected
PERFORMANCE
Know -how, competence, standards
VALUE
Quality, cost, reputation
Summarizing these elements, the following three things are the most valued by the
Edina customer.
1.3.1 PROMPT RESPONSE
Central to the issue of citizen expectation is fast response. In order to achieve
a prompt response, responders must be located where experience and study
demonstrates the most need. Additionally, adequate resources must be
structured to back -up and respond to multiple calls. The preceding table
shows many opportunities for improvement.
1.3.2 COMPETENT SKILLS
Our customer assumes that we have optimally selected, trained, equipped,
prepared and staffed our response units to assure a successful outcome. They
expect responders to promptly stabilize and control their emergency. Our
7
customers are generous with praise when this - expectation is achieved and
quick to complain when we have failed. Our goal should focus on optimal
skills, equipment and staffing; that will achieve the best balance between costs
and service expectations.
1.3.3 SUPPORTIVE AND UNDERSTANDING RESPONDERS
Every effort must be made to identify, predict and respond to our customers
interests. Experience has clearly demonstrated our attentiveness to these
needs. This is evidenced by letters, personal contact and survey. Additionally,
management must adequately service our responders if we are to expect our
responders to service their customers.
1.4 ORGANIZATIONAL NEEDS AND ISSUES
The Fire Department has been challenged by numerous concerns and issues over the
past few years. Changes both internal and external have required continued
adjustment to traditional fire service organization, structure and expectations.
External demands for services, shift of service demands geographically, controls on
spending; training and response rules from federal and state governments. Changes
in staffing; promotions, reassignments all place special demands on individuals.
In response to such demands, the organization needs to improve predictability,
establish clear goals, improve communication and develop opportunity for input and
participation. Our City goal is to develop a challenging and rewarding work
experience for all Edina employees. Objectives, goals, mission and priorities need to
have a high degree of acceptance and agreement across the organization. The Edina
Fire Department has not been able to achieve this City goal to the satisfaction of our
employees..
The following is a list of priority projects developed by our department "Focus
Group ". This group was formed to provide opportunity for organization -wide
participation in decision - making and policy development.
CATTWORIES
OVERALL PRIORITY RAT U40
PRIORITY RATINGMffACr ON
FBRB DEPARTTt19Yr
PRIORITY RAIINGJAMPACr ON
CITY
PRIORITY RATWG.ImPACr
ON COMIMUNIIY
Immedmte Action Ragttrstert
......,_ ......... .... ... ...... __ ..._....
-- ,: .:
........... ...-,...... ..............- ,.....,..... -...
„ .,
._.....,_..... .,.............__._............
... ...,
............_. ...............................
Rev. Inc Command System
1
2
1
1
Re- Establish Chain/Command
2
1
2
2
Present '93 EFD Budget
3
3
3
3
177>AM TASK FORCES
_..
_ -..._ _ _ . -.....
_ ... .. ..... ....._ ...
. _. ....., _
.._ __ ...._,- ,__......_ ..
_..- ......
_.. .....,._... .. . .__ .....__..
.............._..............
„ ....,,.......- ..... ...............................
.._ ............ ... ..........................
.. ... ........................ ...
__ _..., ...
..... ...... . ......
...... ......_.........- ,,......., ..
_..._ ...............,,_ _...
....... _.......,.__....._ ......._. _.
..._
Health/Fitness
1
1
2
1
Stress Management
2
2
1
4
Rev. Call Back System
3
.5
5
2
Pre -Fire Planning
4
3
7
3
Safety Committee
5
4
6
8
Rev. Promotion System
6
6
4
9
Fire Alarm Response
7
7
3
7
Basic Inspection Program
8
8
8
5
Employee Development
9
11
9
10
Rev. EMS System Operation
10
14
10
11
Building/Grounds Update
11
10
11
13
Fire Safety Education Prog.
12
15
16
6
Review ALS Deployment
13
16
12
12
Employee Recognition
14
9
14
15
Productive Wort Assignments
15
12
15
14
Vehicle Spec. Systems
16
13
14
16
Research Social Activities
17
17
17
18
Performance Rev. System
18
18
18
17
Mission Statement
19
19
19
19
ADDITIONAL 03HAS NON - RATED...
o REVIEW MANPOWER
o OOMMI11tDI1' BY C ff
o CONTERYING EDUCATION - ENS
o TEAM BUUMM
o ONE TO ONE aIlffitVIEWS
o SEEFrMWARTIAM 11�1IN(N
o MANAGIIMEN'rTRADIM
o PROMOTION OPPORTUNrIUMFP
1.5 REVIEW AND SUMMARY OF PHASE I
The purpose of Phase I was to provide a clear picture of the Edina service model; to define the
customer expectations; to compare Edina emergency activity to county, state and national
experience; to provide trend analysis and present internal and external issues concerning the
Edina Fire Department. This presentation should provide a base line for understanding the
current and future demands facing the City of Edina.
Additionally, this data should provide a foundation for examination and comparison with our
neighboring communities. Phase II and the necessary measurement for study of other options in
Phase III.
I
Fire & EMS Calls
1981 -1993
2,600 - - - - -- - - -- - - - - -- - - --
2213 2236
2159
2070
2. 080------------------- - - - - -- ----------------- - - - - -- - - -
1915
1766 1751
CO) 1518 —
1608 - - - -� - - -�1 -
V 1,560 - -- - -- - - 1454 - -- - - - - --
l
O
N 1198 1160
� 1.040 -- - -- - - - -- - -- - -- -
Z
716 non nan
520 4 M -1 -- M -A --
610
651
W--
2439
741
T
1981 T 1982 1983 1984 —r 1985 T 1986 r 1987 1988 1989 1990 1991 1992 1993
Year
Fire I EMS
D.I
a
n
m
j
11
10
9
8
7
6
5
4
3
2
1
0
Noon
= 11
10
9
8
7
6
5
4
3
2
1
Midnight
'AS & i4m malls
Average per Hour 1;87 -1991
0.158
® 0.132
0.110
1 0.119
® 0.139
0.158
0.151
0 0.1
11:00 P.M. - 7:00 A.M. - 1.16 Calls /Day
7:00 A.M. - 3:00 P.M. - 3.20 Calls /Day
3:00 P.M. - 11:00 P.M. - 2.82 Calls /Day
0.199
0.241
0.294
0.328
0.333
0.374
0.338
0.233
0.2 0.3 0.4 0.5
# Calls per Hour
n
n
c
m
N
11
10
9
8
7
6
5
4
3
2
1
0
Noon
= 11
10
9
8
7
6
5
4
3
2
1
Midnight
EMS Calls
Average per Hour 1987 -1991
0 0.05 0.1
11:00 P.M. - 7:00 A.M. - .80 Calls /Day
7:00 A.M. - 3:00 P.M.,- 2.35 Calls /Day
3:00 P.M. - 11:00 P.M. - 1.98 Calls /Day
0.15 0.2 0.25 0.3 0.35 0.4
# Calls per Hour
a
m
z
1
11
10
9
8
7
6
5
4
3
2
L 1
o Noon
= 11
10
9
8
7
6
5
4
3
2
1
Midnight
Fire Calls
Average per Hour 1987 -1991
0 0.03 0.06 0.09 0.12 0.15
# Calls per Hour
11:00 P.M. - 7:00 A.M. - .32 Calls /Day
7:00 A.M. - 3:00 P.M. -.85 Calls /Day
3:00 P.M. - 11:00 P.M. - .84 Calls /Day
D
n
m
I
N
0
11
10
9
8
7
6
5
4
3
2
L 1
Noon
2 11
10
9
8
7
6
5
4
3
2
1
Midnight
0 20 40 60 80 100 120 140
# Calls per Hour
False Fire ' Alarms
1987 -1991
a
n
m
z
N
v
N
� 6
U
0
L-
04
4
E
Z
2
D
Average Total Calls per Day
1987 -1991
Monday Tuesday Wednesday Thursday Friday Saturday Sunday
Day
EMS M Fire
a
n
m
W
D
6
5
4
U
0
�3-
m
.n
E
z
2-
1-
0
5.4
Average EMS Calls per Day
1987 -1991
5.3 5.2
5.6
n
2
rn
z
w
m
3
N2
U
O
L
Qi
m
E
Z 1
2.2
Average Fire Calls per Day
1987 -1991
2.1
2.3
Monday Tuesday Wednesday Thursday
Day
2.1
........................... .......... ...
1.8
1.6
Friday Saturday Sunday
D
n
2
rn
w
Frequency Distribution -All Calls
Number of Calls per Day 87 -91
300
250
U)
0 200
C
a)
150
U
O
0 100
50
0
Average
IT
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
# of Calls /Day
Minimum # of Calls on any day - 0
Maximum # of Calls on any day - 36
68% of time - 4 to 10 Calls per Day
95% of time - 0 to 14 Calls per Day
a
M
a
350
300
250
U
C
11.200
U
0150
0
11
PR,
Frequency Distribution -EMS Calls
Numbs of Calls per Day 87 -91
Are Zge
__ I –�— rat -__ r.
2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
# of Calls /Day
Minimum # of Calls on any day - 0 69% of time - 3 to 7 Calls per Day
Maximum # of Calls on any day - 20 97% of time - 0 to 11 Calls per Day
a
i
M
I
550
500
450
W 400
c 350
N
300
U
O 250
-- 200
150
100
50
0
Frequency Distribution - Fire Calls
Number of Calls per Day 87 -91
Average
1 2 3 4 5 6 7 8 9 10 11 12 13
# of Calls /Day
Minimum .# of Calls on any day - 0 66% of time -1 to 3 Calls per Day
Maximum # of Calls on any day - 29 93% of time - 0 to 6 Calls per Day
n
M
z
4
A
0
EEO]
350
300
a)
W 250
0-
200
a)
�
150
z 100
50
n
Multiple Calls (EL',"IS & Fire)
1987 -1990
1987 1988 1989 1990
Year
® Double Triple Quadruple
a
n
m
z
I
cn
D
9
.. ..... ....
irT
7 z a
e: a
.. .. .......
... ........
..
. .... .....
.. ...
. . . . . . . . . .
... .. .. ... 7 r a
.... ... ...... ..
... ..... .... .
.. ........ .
Transfers as % of EMS Calls
1982-1993
16.00% - - - -- -- - - -- - - - - - - - -- --
13.37%
12.80 % ----------------- M 12.56%
9.42%
U
9.60%-1 --------------
7T
0
N 6.40%--S-
2 - - - - -
.60
a �
3.20%
7.34%
_ 6.17%
5.41 % 5-51% 5. -7-4 %- . - -
0.00 %�-�
1982 T1983 1984 T 1985 T 1986 T 1987 T-1988 r 1989 r 1990 r 1991 T 1992 T 1993
Year
D
n
m
z
v�
a
250 -
200
L
N
W 150
c�
L
F-
lo
0
L
100
Z
50
EMS Transfers
1982-1993
203 202
--------- - - - - -- - - _ - -- --
179
- -- 144 - - - -- 137 - -- -136 -- ---------- - - - - -- ---- - -138-
127
® ■ 112 119 = ' . 1.
1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993
Year -
—DI
D
n
z
o�
1991
1990
W 1989
1988
1987
MUTUAL AID
GIVEN & RECEIVED 87 -91
0 4 8 12 16 20 24
NUMBER OF CALLS
GIVEN 0 RECEIVED
D
n
m
z
V
c
V
N
a.
1(
80%
60%
40%
20%
0%
EMS Response Times
Percent Over and Under 6 Minutes
92%
70%
66% 66%
0
------ - - -59- --------- 57 %a----- - - - - -- - -- -- - - - - -- - - - - --
53%
1% 3%
- -- - - - - -- -- - - - - -- - - - -- - - -- - -- 4% - - - -- - -- --
it ■_I
18% in----
IJ8/ lW50 lyify lMMU lMMl lMML lMoll
Year
®6 Min. & Under ■ Over 6 Min.
D
n
M
z
-A
Co
D
c
v
d
100%
80%
60%
40%
20%
0%
Fire Response Times
Percent Over & Under 8 Minutes
82% 83% 84%
79%
------------------------------- - - -76% - - - - - .- -- - - - - --
73% 72%
7% 8%
4%
0
1%
8/0 - - - -- - - -- - -- a % - - - -- 6% --
1 ut3 / 1 VMS 1 ytSy 1 aau l yyl 7 yyL 1 yas
Year
®8 Min. & Under . Over 8 Min
D
D
n
M
z
ao
62.03%
Distribution by Age
1980 vs. 1990 / Edina EMS
23.45%
14.52%
Age Distribution in Edina
1980
59.68%
19.95%
T.
20.37%
Age Distribution in Edina
1990
El 17 and Under 0 18 - 64 H 65 and Over
Source:U.S. Census 1980,1990, Edina Records
0
m
z
ATTACHMENT 9A
Figure 3.1
Change in child, adult and senior population in Edina, 1960 -1990
ATTACHMENT 10
Market Value - CPI Adjusted
1982 -1991
2.9
2.76 -----------------------------------------------------
c2.62 -----------------------------------------------------
O
w
0
N
.2 2.48 --------------------------- - - - - -- -
m
2.34 - -- -------- - - - - --
2.2
19b2 19b3 19b4 19b5 19b6 1967 1968 19b9 1900 19 1
Years
1.6
1.4
N 1.2
m
p 1
w
0
c 0.8
0
20.6
0.4
0.2
Fire Loss - CPI Adjusted
1982 -1991
------------ - - - - -- -----------------------------------
---------------------- --------------------------------
------- - - -- -- - - - - -- - -------- - - - - -- - ------- - - - - --
- ----------------------------------- - - - - -- - --- - - - - -I
1982 19b3 19b4 19 5 1986 1967 19 8 19b9 1990 1991
Year
-o- Fire Loss -v- 3 Yr. Avg.
2500
2000
Ca " 1500
M
to
0 :)
CO
M
It 1000
-MI
Ell]
Fire & LbiS Expendituresi",,',..--,.:venues
1982-1993
- - - - - - - - - - - - -- -- - - - - -- - - - - - - - I
----
-----
-----
-----
-----
----
-----
t
";Y
Km
gri
"T,
T-
I totiz I Utij- 1:104 1%000 1 tPoo I too I -I Uoo -I tooto -I totou -I MF I I tPUZ l WWO
Year
Revenues include: Ambulance fees, sprinkler permits, and Use alarms
■ 1983 �
Expenditures include purchase of $300,000 aerial tower
M Expenditures LIIj Revenue
0
M
Z
250,000
225,000
200,000
175,000
L 150,000
0 125,000
01009000
75,000
50,000
25,000
0
Fire Department Overtime
1982 -1993
------------------
- - - - - -- --------------------------- - - - - -- -
a
1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 n
Years =
Includes: Regular Overtime & Compensatory Time M
z
00
900
720
540
0
0360
180
0
Gross &Tax Supported Cost/Call
1982-1993
774
721 744 721 731 738
----------- 696 ------- 703----- 69- 1 - - - -- 706 - - -- ------- -------- 7 ----- 704 - - --
7
:1 63
45
5E
2,91
9,
80
4 41
0
,.,74
58
6
R
Fla
I UtIz I V?jj- I W04 l U50 1 tPOO itial 1 •POO I WOO 1 totfu IMPI 7 MIZ l totf,
Year
IFLA"J Gross M Tax Supported
Tax Supported Cost = (Actual Expend - Revenue Collected)/Total Calls
Gross Cost = Actual Expend !Total Calls
0
m
z
900
720
H 540
L
03
O
G 360
180
0
Gross &Tax Supported Cost /Call
CPI Adjusted 1982 -1993
1952 1953` 1954 7945 'Ivan luaf Juan luau luuY Ivul 777E 177J
Year
.i Gross 0 Tax Supp.
Tax Supported Cost = (Actual Expend - Revenue Collected)/Total Calls
Gross Cost = Actual Expend !Total Calls
CPI - 1982 =100, 1992 CPI estimated)
n
h
M
z
N
Fire Budget as a % of
General Fund (1982 -1993)
18.21%
18 %--- - - - - -- - - -- - - -
0 16.54% 15.77%16.W
16.02 /0 15.91%16.11%
16% - - -- 1529°0 - - - -- - - - -- 15.53°-/0 15.39 % -1- 5.22- % -- - 14-- .86 /o - %-- - --- --
12 % - -. -- - -- - - -- -- --
C�
10%--- - - -- - -= - -- - -
6%--- - - -
2 % -- - - - -- -
0%--
�- — -7— T
1982 1983* 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993
Year
* 1983 Includes purchase of Aerial Tower ($300,000)
D
0
m
z
w
40
30
20
10
0 1983 1984 1984 1985 1986 1987 1988 1989 1990 1991 1992
' ® Firs /FAAC \ /nli�nfcarc �� (`Icrir�l
Positions Authorized By Type
1983-1992
43 43 43
D
n
m
Z
4
ra
Nat'l dire Calls vs. Edina Firs Calls
Other Calls ("' ' ""
Mutual aid (3.60/
false (10.8 %)
Other Fires (10.20,
Structure t�t.o w )
i••�
National
"- " "
Other Ca " "
Mutual aid (
false (21.0 %)
Other Fires (2.5 %)
Structure (2.1%)
Edina
Medical (55.7 %)
Medical (65.8 %)
7.
m
z
:VL
2.5
0 2
N 1.5
c�
U
0 1
L
= 0.5
01�
A
National Fire Calls
1980 vs. 1990
False Alarms Structure Fires Other Fires
Type of Call
1980 U 7990
Other Calls
n
n
M
I
z
20.0%
18.0%
16.0%
14.0%
C 12.0%
i 10.0%
a- 8.0%
6.0%
4.0%
2.0%-
0.0%
National Home Fires & Home Fire Deaths
By Time of Day (85 -89)
16.50%
14.10°/"1
12.10% 1260%
11..20%
10.10°/ ® `10.60% 10.10%
9.60% 9
8.90 %' •••
�/O 8.00% \
•;'si£• o
_. °
6.20% 6.00% 6.40
5.30% °
°.0 5.00 ° / =' ;s� 5.50 /0 4.90% 0%
4.20% ::.: __ �s�. 4.20% 4:7/
Midn -2:00 4:01 -6:00 8:01 -10:00 12:01 -2:00 4:01 -6:00 8:01 -10:00
2:01 -4:00 6:01 -8:00 10:00 -Noon 2:01 -4:00 6:01 -8:00 10:01 -Midn
Time of Day
Fire _ -- Fire Deaths
Source:National Fire Data
a
i
M
z
I
CALL #
930632
931244
931376
931385
931570
931596
931910
932158
932189
932299
932374
932582
932645
932706
940169
940361
Edina Fire Department
Structure Fires
March 1, 1993 to February 28, 1994
DATE
ON -DUTY
CAREER
OFF -DUT
CAREER
OFF -DUT
VOL
EDINA
TOTAL
ENG 81
ENG 82
ENG 83
TOWER 9
MEDIC RI
CHIEFS
M.A.CITY
MA- F.F.
TOTAL
3/14/93
7
7
9
23
*
*
*
*
1
4
35
60
5/28193
7
7
2
16
*
*
2
0
16
6/14/93
12
5
4
21
*
*
*
3
2
8
29
6/15/93
12
6
3
21
*
*
**
3
2
10
31
7/3/93
6
5
3
14
*
*
*
*
1
3
12
26
7/6/93
6
11
5
22
*
*
*
*
1
2
9
31
8/9/93
5
3
3
11
*
*
*
1
2
10
21
9/7/93
9
6
8
23
*
*
3
3
10
33
9/12/93
5
5
5
15
*
*
*
2
2
10
25
9/23/93
6
4
4
14
*
*
2
1
5
19
10/3/93
6
7
5
18
*
*
*
*
*
1
4
20
33
10/25/93
6
10
8
24
*
*
*
2
3
15
39
11/2/93
7
8
3
18
*
*
3
3
10
28
11/9/
61
6
6
18
*
*
*
2
3
18
36
1 /18/94
12
1 6
7
25
*
*
*
3
3
26
51
2/6/94
6
9
3
18
*
*
*
*
3
5
32
50
16 Calls Avg 7.4 Avg.6.6 Avg. 4.9 Avg. 15.6
rrvy. c. 1 r%vy. c.0 nvy. i-r. -* nvy. U .v
a
n
r
M
z
-I
co
EDINA FIRE DEPARTMENT - 1992 STUDY
2. STUDY PROCESS PHASE II
The purpose of Phase II is to examine and compare certain response and emergency
run data associated with Edina's immediate neighboring cities of Hopkins, St. Louis
Park and Richfield.
2.1 OBJECTIVES
The objectives of this phase is to compare data sufficiently; to forecast or establish
patterns common to some or all of these cities; to define probability of some
simultaneously occurring emergencies; and, if possible, simulate or model combined
activities; and finally to best understand emergency demands occurring in this
southwest area.
2.2 ATTACHMENTS
This data has been consolidated and presented for short term analysis; and will be
comparable to Phase I "Edina Service Model" data.
The following information was requested from our neighboring communities. Not all
of the information requested could be developed or provided in a form useful to this
report. Every effort has been made to present data on combined attachments. The
purpose is to present a trend picture involving, not just Edina, but our neighboring
communities as well. When not possible to combine data, the information has been
presented in the most suitable form.
2.3 ANALYSIS AND DISCUSSION
o Attachment No. 1 "Total Calls by Department - 1989 -93"
This attachment shows a trend for Edina, Richfield, St. Louis Park and
Hopkins that reflects the increased EMS demand. Activity level for
Richfield and Edina showing a consistent increase of 5 - 7 percent
annually.
o Attachment No. 2 'Budget by Department - 1990 -93"
Budget costs for the three departments of Edina, Richfield and St.
Louis Park reflect the full -time career personnel costs. No per capita
comparison has been made or adjustments for revenues or fees for
services.
-0 1
o Attachment No. 3 "Fire Calls by Department - 1989 -93"
National fire data would suggest a trend toward stabilization or slight
decline in fire calls. The experience from our four cities would confirm
the same, with the exception of Richfield. Generally speaking a
stabilizing of fire calls is a fair prediction.
o Attachment No. 4 "EMS Calls - 1989 -93"
The clear trend is upward for EMS activity. Our sample and National
Data trend is consistent. This reflects the aging of our communities
and increase demand for these services. The EMS level of service
provided by each of these Fire Departments varies from "first
response" to "ALS ", but each plays a key role in Emergency Medical
Activity.
o Attachment No. 5 "EMS and Fire Calls Average Per Hour"
This attachment shows that Edina service demand "window" is not
shared by Hopkins and may not be common to the departments of
Richfield and St. Louis Park, however, data was not available to
confirm.
o Attachment No. 6 "Mutual Aid Given/Received"
Mutual aid patterns are difficult to predict. It is generally assumed
that over long periods of time that it averages out. Mutual aid is a
benefit to all participants.
It is important to note that frequency or number of events, do not
reflect severity or duration of the call, also a single call may involve
several departments.
o Attachment No. 18 "Structure Fires - Edina"
This sample of structure fires for the twelve month period ending
February 14, demonstrates the fire activity and resources required by
Edina. It can be readily seen that Edina needs its mutual aid
neighbors. Each of these fires required other departments to play a
major role and represent 30 percent of the personnel on scene.
2.4 SUMMARY
Clearly EMS plays a dominant role in emergency activity for Richfield and
Edina. Generally speaking, no other trend is as strongly evident. The value
of mutual fire response can be readily observed.
2 4�
3500
3000
2500
co
c
02000
0
1500
E
7
Z 1000
500
)II
Total Calls by Department
1989-1993
----------------------------------------------------------------
- - - - --
°
------
- - - - -I
- --
---------
- - - - --
-
- - - - - - - - - - -
- ---- - - - - -- -
- - - - - - - - - - -
- - - --
i
1 I
1 959 1990 1991 1991 1993
Year
Edina Richfield [:] Park 0 Hopkins
a
n
m
$2,500,000
$2,000,000
ca $1,500,000
4-'
O
A`
W
E $1,000,000
M
z
$500,000
$0
40
Total Budget by Department
1990-1993
1990 1991 '1992 1993
Year
Edina Richfield ❑ Park Ej Hopkins
I
D
i
rn
z
N
i
t
z
- --
---- - - - - --
---- - - - - --
----- - - - - --
-
1990 1991 '1992 1993
Year
Edina Richfield ❑ Park Ej Hopkins
I
D
i
rn
z
N
Fire Calls by Department
1989-1993
- ---------- -- --------- -- ---------- -- ----------
k
---------- ---------- ---------- - ----------
If
-n
'1959 199V 'I99'I 'I 991 7993
Year
Edina 10 Richfield F Park E] Hopkins
D
D
i
m
W•
1000
800
�j
600
O
a)
E
400
Z
200
0
Fire Calls by Department
1989-1993
- ---------- -- --------- -- ---------- -- ----------
k
---------- ---------- ---------- - ----------
If
-n
'1959 199V 'I99'I 'I 991 7993
Year
Edina 10 Richfield F Park E] Hopkins
D
D
i
m
W•
2500
2000
C4
1500
4--
0
E 1000
:3
z
500
a
EMS Calls by Department
1989-1993
-------------- - - - --
- - - - - -
------------ ----- - - - - --
'ILI
- -- ------------ - ------------- ----------
- - - - - - - - - - - ---------------
-
---- - - - - - - - --- - - - - - - - - - -
- - - - - - - - - - - - - - - - - - -
1993
1989 1990 1991 1992
Year
� 0 Edina Lj Richfield Park El Hopkins
0
-r4
-------------
-----------
--------------
------------
------------ ----- - - - - --
'ILI
- -- ------------ - ------------- ----------
- - - - - - - - - - - ---------------
-
---- - - - - - - - --- - - - - - - - - - -
- - - - - - - - - - - - - - - - - - -
1993
1989 1990 1991 1992
Year
� 0 Edina Lj Richfield Park El Hopkins
0
-r4
EMS &Fire Calls - Average Per 3 Hours
Hopkins &Edina (1987 -1993)
0.734
1.034
U.41 U
1.253
1.338
1.295
0.729
0.361
0.448 ;
0 0.32 0.64 0.f 1.28
Calls per 3 Hoes
Hopkins N Edina
b
a
0
m
01
9- Midnight
6 -9
3 -6
ea
0
Noon -3
4-
O
9 -Noon
O
2
6 -9
3 -6
Midnight -3
0.734
1.034
U.41 U
1.253
1.338
1.295
0.729
0.361
0.448 ;
0 0.32 0.64 0.f 1.28
Calls per 3 Hoes
Hopkins N Edina
b
a
0
m
01
25
20
s t-I
10
5
0
25
15
10
0
ATTACHMENT 6
Mutual Aid Given
1989 -1992
I
2
21 2
- - - - - -- - - - - - -- - ------- - - - - -W ------------49- --
18
17 17
16 16
15
- - - - - 44 - - - - - -a4 - - -
- - - - - - - - - - --
13 3
11
0
,I
luau iuuu iuui IVVA
Edina ❑ Hopkins 0 Park E:] Richfield
Mutual Aid Received
1989 -1992
1989 1990 1991 1882
Edina Hopkins E Park Richfield
Edina Fire Department
Structure Fires
March 1, 1993 to February 28, 1994
DATE
ON -DUTY
CAREER
OFF -DUT
CAREER
OFF -DUT
VOL
EDINA
TOTAL
ENG 81
ENG 82
ENG 83
TOWER 9
MEDIC RI
CfIIEFS
M
MA-F.F.
TOTAL
r
3/14/93
7
7
9
23
*
*
*
*
1
4
35
60
5/28/93
7
7
2
16
*
*
2
0
16
6/14/93 1
12
5
4
21
*
*
*
3
2
8
29
6/15193
12
6
3
21
*
*
**
3
2
10
31
7/3/93
6
5
3
14
*
*
*
*
1
3
12
26
7/6/93
6
11
5
22
*
*
*
*
1
2
9
31
8/9/93
5
3
3
11
*
*
*
1
2
10
21
9/7/93
1 9
6
8
23
*
*
3
3
10
33
9/12/93
5
5
5
15
*
*
*
2
2
10
25
9/23/93
6
4
4
14
*
*
2
1
5
19
10/3/93
6
7
5
18
*
*
*
*
*
1
4
20
33
10/25/93
6
10
8
24
*
*
*
2
3
15
39
11/2/93
7
8
3
18
*
*
3
3
10
28
11/9/93
6
6
6
16
*
*
*
2
3
18
36
1/18/94
12
6
7
25
*
*
*
3
3
1 26
51
2/6/94
6
9
3
18
*
*
*
*
3
5
32
50
16 Calls Avg 7.4 Avg.6.6 Avg. 4.9 Avg. 18.8
HVg. L.l HVg. 4.0 HV(].. 14.9 HVg. 33.0
04
D
n
2
M
z
.i
EDINA FIRE DEPARTMENT - 1992 STUDY
3. STUDY PROCESS PHASE III
The purpose of Phase III is twofold. First to select six (6) of the alternatives
identified in the scoping document of April 2, 1992, and second, to provide an
indepth analysis of each of these selected options.
3.1 SELECTION METHODOLOGY
The method used for selection of the six alternatives for this study was based
on several factors.
1. Those concerns that have long been issues or questions associated with the
Edina Fire Department, for example, the role of ALS, consolidation,
expanded use of volunteers.
2. Alternatives that directly address the questions outlined in the scoping
memorandum dated April 2, 1992.
3. The organizational options that reflect current thinking in service delivery
discussion.
3.2 SELECTED ALTERNATIVES
Based on the selection methodology, the following six options were identified for this
study. These options best match the selection criteria and can provide the answers
to the organizational questions posed. The Alternatives are:
No. 1 - Joint Powers Agreement (JPA) - St. Louis Park, Richfield, Edina
No. 2 - Privatization - EMS /ALS and Fire Response by Contract
No. 3 - Existing Organization - EMS /ALS and Fire Service
No. 4 - Downsize Service Level - Transferring ALS to other provider
No. 5 - Downsize to volunteer (on -call) suppression only organization
No. 6 - Improve existing model
EDINA FIRE DEPARTMENT - 1992 STUDY
3.2.1 Alternative No. 1 - JOINT POWERS AGREEMENT ST. LOUIS PARK
RICHFIELD AND EDINA
OVERVIEW
This alternative would provide for the delivery of Emergency Services of Fire
- - - Suppression, EMS (First Responder), Hazardous - Materials Response and
other community emergency services customarily or currently provided by
these Fire Departments.
Such a proposal for a Joint Powers Agreement was first suggested in 1974, in
a Fire Protection Study authored by Gage Babcock, Consultants. This Study,
developed as a result of discussions between the cities of Richfield and Edina,
initially involved the joint staffing of Richfield Station No. 2. The consultants
reported their findings and recommendations in October, 1974. As a result
of this study, the City Managers developed a joint policy statement that
included a number of concerns and issues expressed by each of the three
cities. This statement is attached. (See Attached No. 1, "Policy Statement ")
Over the past twenty years, much discussion has occurred involving the joint
operations between these three departments. Many of the issues raised in
1974 remain with our cities today.
Nationally much has been written involving successful mergers and
consolidations of fire departments. Some are well documented and available
for study. One article of interest is attached. (See Attachment No. 2, "Fire
Department Mergers ") This article outlines many of the issues associated with
mergers and provides five models for comparison.
One of the models provided (No. 3), "functional merger ", is of special interest.
Each department retains control and identity within the operational
framework of a joint agreement. The focus of functional mergers is on
delivery of service. Response areas are designed to place the closest unit on
the scene without consideration political/jurisdictional boundaries.
STRENGTH AND ADVANTAGES
The strengths of consolidated organizations are primarily associated with "cost
effectiveness ", 'operational effectiveness" or "improved service levels ".
Cost efficiencies are achieved by the reduction of duplication and
1
improvements in utilization of resources. Duplication typically occurs in
management, equipment, staffing and purchasing. Duplication is reduced by
the sharing of responsibilities, expertise and resources.
Operational effectiveness is improved by coordinated response, improved
cooperation and communication. between emergency response units. Spot
shortages (during emergencies) of available units, can better be managed
within a larger organizational base. Improvements in staffing can be achieved
by increased daytime coverage with career firefighters and nighttime staffing
with on- call /volunteers. This would make more effective use of both of these
resources.
Improved services are realized by capitalizing the three elements of quality
service; response time, competency "skills /abilities" and supportive/
understanding attitudes. Response time is improved by station location,
response pre- assignment and pre- agreement. Competency of skills can be
improved by training and specialization, achievable with in a larger
organizational base. Numerous examples in literature testify to improvements
of skills and expertise. (See Contra -Costa Study Attached, No. 3)
Supportive understanding attitude. While loss of local identity would suggest
a loss in customer attention, a case can be made that by expanding the
operational base with resulting improvements, balancing work loads, back -up
of response can improve attitude. The loss of local identify can be offset by
improvements in service quality and capacity.
In summary, strengths can be summarized as follows: Reports and evaluations
show a positive 'experience involving merger, consolidation and joint
operations. Fire emergency service operations lend themselves to such
cooperative ventures. This is because the "peaks and valleys" nature of this
service. "Routinely a few personnel are needed and occasionally many are
essential."
WEAKNESSES AND DISADVANTAGES
The disadvantages associated with joint powers /consolidated operations
typically center in the areas of politics, turf and resistance to change.
Traditional, political, jurisdictional boundaries create barriers to collective
effort. While much progress has been made over the past few years in
cooperative activities between fire departments, there remains much room for
improvement. This attitude is shared in other areas of government. We often
look at our neighbors and see little reason to share each others problems. It
is often difficult to demonstrate that unknown benefits may out -weigh known
h?
problems. Possibly the risks may out -weigh the rewards.
Loss of identity and control over local services is a real threat. Bigger may
not necessarily be better. We all can site examples of large organizations that
have little concern over the individual needs of customers. In addition, much
attention has been given towards decentralization in government by pushing
decision making downward into the local or even neighborhood level.
Under consolidated structure, individuals within the current organization may
well see reduction in status, position, and responsibility. There can only be
one "Chief'. Duplications at all levels of supervision and management present
potential for "loss" to those individuals involved. This may result in resistance
from these individuals and undermining of the consolidation effort.
Contracts, pensions and benefit differences between various groups of
firefighters are the most difficult issues. Under Minnesota Statutes and our
current political climate, economical and political issues represent significant
obstacles to achieving employee harmony.
In summary, while much promise and benefit is offered with joint operations,
the unknowns and unwillingness to try have prevented these efforts from
moving forward for the past twenty years. One might argue that in the past
the time was not right or the climate correct. Clearly the interest in
consolidation and collective efforts has increased over the past several years,
and current climate may be more favorable than at any time in the past
ADDITIONAL ATTACHMENTS:
The following attachments have been selected from other Sections (Phases)
of this report, and are identified as such.
Attachment No. 1 (Phase II) - TOTAL CALLS BY DEPARTMENT,
RICHFIELD, EDINA, ST. LOUIS PARK, HOPKINS.
This attachment shows a marked increase in emergency calls, generally this is
for EMS calls only, fire calls predicted to remain stable or realize a slight
increase.
Attachment No. 5 (Phase II) - TOTAL CALLS BY TIME OF DAY - EDINA
AND HOPKINS
In Edina, service demand is primarily a daytime activity driven by population,
density and daytime activities. Data by time of day is only available for Edina
and Hopkins. It is expected that "daytime demand" would apply to all our
3
suburban communities, but this can not be concluded from the information
available in this attachment.
Attachment No. 4 - OBJECTIVES FOR MEASURING EFFECTIVENESS
o Objective measures would clearly suggest this option could be good for
operation and response effectiveness.
o With significant potential improvement in Fire Response and quality
of service it is assumed that no change would occur in EMS/ALS
service level.
o Fire Prevention could be expected to improve through specialization
and sharing of resources.
o Human Resource, has the potential for significant improvement
particularly in opportunity for professional development.
Total score of 101 out of possible 140.
CONCLUSION
The alternative "joint powers ", Richfield, St. Louis Park and Edina, is not new
and has been a hot topic for more than twenty years. Clearly the strength in
its longevity lies with the value of a broadly based emergency services.
Additionally, it has been suggested that expanding this joint effort to include
Hopkins because of their shortages of daytime staffing, and strength at night,
might better assist Edina and St. Louis Park. (See attachment No. 5)
Small organizations do not have the ability or flexibility to adjust to the peaks
and valleys of emergency calls. The need for occasional extra resource always
taxes the small departments. While at the same time, our neighbors have the
unused resource. Mutual aid satisfactorily addresses the big call, but we are
too small to be big and too big to be small. Off -duty response is steadily
declining for all of the cities with paid firefighters. The primary argument
against joint operations is the loss of identity, the risk of the unknown, and big
may not necessarily be better. These issues have not been satisfactorily
addressed.
4
ATTACHMENT 1
11 r "1 0 R. ;� Ii D U ii
Date: March 31 , 1975
To: Warren Hyde
Chris Churches
From: Wayne S. Burggraaff
City Manager - Richfield
Subject: Joint Fire Protection Study
I understand that our Public Safety personnel have met to discuss some of the
details of our joint fire protection study. ;;s a first step they have developed
the attached policy statement which includes a brief problem statement and some
broad goals for which ;ae might jointly strive.
I have reviewed this policy statement and it appears to be compatible with
Richfield's interest in this project. Perhaps you could each review the state -
ment and see if it also meets the interests your communities may have in i:his
project. If we are mutually agreed on the policy sttatement I would suggest that
we collectively charge our Public Safety }personnel with providing the work pro-
gram design to imple+nent a joint fire protection survey for a:,r communities.
I will plan to contact You `filch b;/ phone early next %gaek -to review this : ?;at.tcr .
with you. Thank you for your continued assistance in this project.
WSB:sp
vliii �C. 11 IGIIJ
Diii : C ! . LvUI� PARK
1;iiD S;
-
The
_ornnuni ti es of
Edina, Ric
; f i ? Id and St.
Louis i ar•ic
7'rn m;ta,�mnpti ng
t.ri main --
Lain an
ado quate le%1e1
o; -sire
protection service oithin
a
rr :- isonable hedge
:,ry east.
itm tie cost of fire pro'L2ction ever lncreaSing, each corn'punit`J `viil I not h1 1`. °
individual economic resources to provide sufficient and continually expanded fir^
suppression and fire prevention programs for its citizens. /additionally, this comes
at a time when more and more demands are being made on the cities -to upgrade and
crease the fire safety services offered within each community..
mist :;rically the Federal Government has virtually had no economic. resources
available to support local fire protection programs. Whereas there had been Hope
with the passage of the Fire prevention and Control Act of 1 974 that .federal Tund --
ing would be available to aid local communities (such as -the current LEAA program)
this, to date, has not been real iz`d. kith t .a current state o;' the ccvnvm ;/ t:his
anticipuced funding does net appear to be'forthccming in the im ;mediate future. l;hen
funding is made available through the Act we can expect a tremendous competition for
tines e funds from: 'local governmental bodies _
Thereecre, for the 7minediata future, ti-e r --sponsibllity fcr develOpini ►1L i!{ld
e -cansl on of -fire protection sere i as `,i m l l con t: nut` t0 .' 's v ':'! "1 i h I OCR: I cOnTI!1!:I-I t 1 as
on :.he basis of the cemrmun•i-ty priorizias and needs. To adec�uately meet the expanding
Fire protection needs at the local level comrmunitias ;Jill either have to provide
.: Uanded budgets for the -Fire protection function or provide innovative methods of
delivering 'this service to the public. One method that Edina, Richfield and St.
Louis Park might explore in an e i f or ' to provi da improved fire protection servi czas
b'iJU i ij � iri ng the pr�sRn i. "Ps011rc'S each ro1-
° )UCh SOTP fOr? O i 1
,- init-y indi` iduaily- Ti1P. Droblyri simniy Stated is rhat each C ;!IF!rmini.V`J 15 ton I:17� ;Y
• i
'• o -�;�� I ` �"1� lOr ^ °. '�•.i a r°_$C:I I`, lilm!1V'{�lU�1ll�/ T.(�° CCmi- f,m!!niti; s
i.0 b _ S• .. and too Small "1 -
cannot to many pings hick could be accomplished- if the economic and r escurc:_ bas;':!
for the service area was enlarged.
it is not
economically
feasible
Tor any one
of the three
communities to provide
the variety of
equipment
and
manpower
needed to
individually
insure a sufficient
ford` to cope with the maximum fire hazard situation within that specific community.
Although a workable mutual aid agreement it in effect at present, this is a limited
stop -gap measure and clearly not the ultimate solution to the overall problems "
presently faced. The present 11tual Aid Agreement is designed for USE! in fire
suppression only and then, after the local community has exhausted all of its own
resources.
To provide a rounded -fire protection program for the cities of Edina, Richfield,
and St. Louis Park.it would seen in the best interest of the three communities to
engage in the exploration of the possibilities, the advantages and disadvantages,
and the problems involved in some form of a joint consolidation of their fire pro-
;action 'resources. The immediate goal of this research effort would lie in the
areas of improved .fire suppressi tin abilities and improved -i ntra- corrmun i ty fire core -
muni ca tions abilities. The research project could then also 'fay out future goals in
the area of joint fire prevention activities, joint training, uniform rode Marco-
ment. Uniform cersannel standards: coordlnatad manning levels. and a. coordinated
J "
effort in the area of joint equipment allocation and purchasing. The final objective
or this research pr iect.:iould be the implementation of a coordinated .joint operation
of the fire services of the cities or Edina, Richfield and St. Louis Park. Included
in such an operation could be the development of station location models in relation
to their joint service need rather than in relation to the geographical boundaries of
any one of 1L.;la three ccirri Tluni-c i es. This wou I d allow for imor3 rapid ewer,-: fncy r!- _, -.po 1 a
an individual CO ini`y. 1 ]
Present] Y each cOm.muni ty i is operati nQ a ii re d' i v i s 1 on o,- �; oprox'i mate] y 25 i ill 1 -
time employees. Tills ;calls %1a at individual ly each co- ::T.unit`f 'is operating with a
very limited fire protection manpo -eier resource. golf °v °Y , if each cClTi -..:uni ty could
plan their fire protection services on a manpower pool of 73 full-time erapl oyees as
opposed to the current 25 employees a tremendous number of options beco,,,e 'ii- inediately
available without the need to add additional employees to any one community's staff.
The goals and objectives of this project are simply to maximize the cost benefit
for the fire protection services now provided by our three communities individually.
The development of a work program to address these goals and objectives would be
contingent upon a feasibility study of the fire protection problems within each in-
dividual community and the relationship of these problems to those of the other two
communities. It is not likely that such a study would indicate a lower fire pro-
tection cost for any one of the communities, but rather provide a means of controlling
the rapidly increasing inflationary costs of fire protection in future years by
-
determining proper fire station locations, providing more efficient d2ploym nt of
personnel with a better coverage of the entire geographical area, and basing equip-
ment purchases en the joint needs of'tha three community fire protection plans.
Collectively vie would have the opportunity to enjoy improved fire protection services
. ith a reduction i n 'fire losses, -while -a tale Same i "? maintaining nta i ni nq d ;table CiIS t Ti:r
J
our fire protection responsibilities.
- 3 -
W
-7 -7
-MERGERS
NT_
TIRE'DEPARTME
.01
Fast - growing areas• often face, one of. two :7 extremes
services -at. all:: Whem?thisz5z..:.%.%.I'
overlapping, services or ncy sery ....
happens-.. some. kind of merger. of the-area!s Jirw..
departments. to offer- the most-cost-efficient;-1-1
seems!
approach to delivery- of emergency services- Five- -
�
alternative models for mergerarL- introduc ecLas-a:basi";
for comparison--- Each. model would-have an: impactorr.tfieP.--.'.__..
following n ine areas of major, concern: communicationT,
.
training, purchasing- and supply; maintenance,, EIVISO'-fire,"
loss: management,. statiort distribution;. management/labor
and-• most. important- of alF ;the_humarr.element.
1.
N
r J
S
?
. ..... tA
V
rr
2
Z
F& Reference
2
Do Not Take
rp
From the Ubrary
L
13v James G. Cagan
Fitz AdWinistrator
Orange County fire Department
Orlando. Florida
Orange County. like many areas in
the Sun Belt, has experienced un-
precedented growth in the past -two
decades. This growth has placed se-
vere demands on units of . govern-
ment to provide basic fire, rescue.
and emergency medical services to
its citizens.
In Orange: County. rapid popula-
tion growth resulted in the -formation
of a megalapolis centering on the
city of Orlando. In some areas of the
county. rue- grid -£AILS services were
being duplicated;.-in others, they
were nonesistent. Tliese .deve %ping
areas were-segmented through zon-
ing. and hampered by a tax structure-
that provided: for a $25.000 home
stead exemption that effectively
eliminated many residences from the
tax rolls. The result: definite "have"
and "have not" fine districts
It was evident that because of the
multiplicity of government and pri-
vate fire agencies - involved.- a -loss of
efficiency, effectiveness. potential
coat saving% and quality enhance-
ment existed. Finally, through legis-
lative endeavorsra• vehicle was creat-
ed that• mLivwedi&fse-disirie to, be
combined into one county fire
department.
Created June 1. 198L the Orange
County Fire. Department replaced
the heretofore segmented fire service
that existed outside Orlando. The de-
partment is presently in the process
of establishing itself as a viable gov-
ernmental entity serving the - citizens
of this fast - growing community. This
does not mean. however. that the ac-
tions taken either before or after
merger were greeted with hosannas
by all segments of the community. In
fact, just the opposite was true.
During the formative period, the
department experiknoed. more mis-
takes and failures than successes.
However, we learned from these mis-
takes. We also share the resiliency
and flexibility of the fare service to
respond to adversity. both tangible
and intangible. For these reasons. I
believe this young department is des-
tined to achieve rzn ultimate high .
level of ratters.
An outgrowth of these 2% years of
endeavor has been some basic guide-
lines for resource maximization.
which may provide other "growth
area" communities with alternative
models for evaluation, and a possible
AREAS OF CONCERN
O Communications
O Training
O Purchasing
O Maintenance
O EMS
O Fire loss management
O Station distribution
O Management/labor
O Human element
solution to their needs. Conversely.
older communities that are losing
population and whose business and
industry are moving out may find
these guidelines useful models r
sharing governmental resources.
The critical issue facing all goven. -,
mental agencies today is how to bal-
ance the citizens' demand for in.
creased services against the concur.
rent demand by these same citizens
for reduced coat of government- U
any headway is to be made. neigh.
Ong governmental units must ex-
plore, in a cooperative manner, a re-
atnhcunjng process that considers al-
ternative methods of utilizing exist.
ing manpower. equipment, and allied
support resources in a more efficient
and effective nu miner. irrespective of
political lurmietiona.
If you were to review the govern-
mental data of neighboring communi-
tie% you would find that there is in-
deed. a potential (if political and legal
constraints are ignored) for enhane-
ing service, both qualitatively and
quantitatively. and for either reduc-
ing the cost of government or ex-
pending current funds in amore effi-
cient manner.
Possible altematives
Just for a momenk open your mind.
put aside traditional philosophi
and direct your thoughts and
etudes taawad ueating.a better.
responsive. of active. and efficient
fire and resale service. Let me begin
by briefly • examining five alternative
models both for structure and for the
enhancement of services presently of-
fered. These services include ' fire.
rescue. n1S, fire loss management.
communications, training. adminis-
tration, plannin& and support ser-
vices. The county government will
serve as the bench mark or point of
departure. Here are the models:
1. County government assumes re-
sponsibility for all services listed
above.
2 The county is divided into four
Sections. with each section independ-
ently responsible for providing the
above services for the people Living
in that section
3. A council of governments is
formed to provide a policy umbrella
under which each unit of government
within the county.::hile maintaining
its own autonomy. merges functional-
ly to use existing equipment and
manpower and to share support
services.
4. The existing configuration
service delivery systems remains
same but. where feasible. units of
government voluntarily unite to initi-
52 ` FIRE CHIEF MAGAZINE
UI tc 4
ate- centraiized support services.
— A regional authority that ignores
even county boundaries is estab-
.;shed to deliver services the struc-
iral model for this alternative is the
.rgional airport authority concept_
Areas of boncern
There are several areas of major
concern to consider during this men-
tal exercise:
Communications. One of the
key elements in any modem public
safety delivery system is an effective
and efficient communications avatem.
It is imperative, therefore, that all
existing communication systems
within the county be surveyed and a
model be developedleadmg- to the
centralization of 911. civil defense.
fie. rescue. and - EMS in one -emer-
gency opemting cente= ..
Training. Regardless -of the
model or combination of models that
might ultimately prove successful in
your area, you should begin to work
toward standardization of training-
The benefits to be derived from raax-
iraizirig the use of existing training
staffs, community college and techni-
cal institute resources, along with
central and regional or satellite
training centers, are too great to be
overlooked
Purchasing and supply. A tre-
aendous cost savings canoe realized
`xv a consortium of public safety .enti-
ties combining to purchase -and dm-
tribute equipment and supplies.
These savings would be contingent
of course, upon the ability of -the
consortium members to agree on
specifications for major equipment,
clothing, protective equipment, and
expendable supplies -
Maintenance. Present -day costs
and projected future costs of emer-
gency apparatus dictate - that a cen-
tral maintenance and fleet- manage-
ment program be established The
money saved by bulk purchasing
alone should support a central main-
tenance facility. A feasibility study
should be undertaken of this critical
area. Among.other things it should
address the feasibility of creating a
comprehensive program of purchas-
ing; extending apparatus life through
refurbishing. repowerin& and preven-
tive maintenancd and establishing a
procedure for the planned replace-
ment of all rolling stock.
Emergency medical services.
«ithin the public safety delivery sys-
+n. EMS is the fastest growing ele-
,wnt in terms of both citizen de-
'nand and cost to government. An
intense effort should be made to for-
mulate a system that maximizes the
APRIL /1984
existing human resources in the de-
livery of EMS. Strong attention
should also be given to the funding
mechanism supporting this service.
This is a very emotional issue- inter-
nally and externally —and requires a
great deal of sensitivity, yet a prop-
erly conducted study could result in
cost savings to government while at
the same time enhancing the system
both quantitatively and qualitatively.
Fire loss management - The
cornerstone of any modern fire •agen-
cy is its fire lows management bu-
reau. Plans review and code enforce-
ment are critical to developers and
residents alike, provWmg an invalua-
ble resource to the would -be builder
and developer and thus helping to
ensure the .economic well-being of
the community. This aspect of the
-bureau's work is the single most im-
portant area for building the credibil-
ity of government.
The bureau is also responsible for
arson investigation • and fire preven-
tion education, add for training the
employees who will conduct these
Pmgrams.
The diversity of governments and
the various demographic conditions
that exist in any county make it
doubly important that building plans
-be-reviewed and building . nodes be
interpreted uniformly. that fine safety
education be developed, and criminal
arson be investigated and prosecuted
This work of the fire loss manage-
ment bureau could be handled effec.
tively on a countywide basis whether
or not other services are merged.
Station distribution. A cursory
examination of station distribution
when looked at as a composite of fire
defenses of a county will point up
the need for a comprehensive station
location study. Once the service de-
livery mode of fire, rescue, and EMS
is established and agreed- upon, the
following must be addressed:
O Time /distance factors
• Work load distribution
• Target hazards
• Potential life and property hazards
Distribution of population by den-
sity and age
• Water systems, or lack thereof
• Support service demand
• Equipment mix and demand
• Manpower requirements
• Station obsolescence in terms of
location and physical condition
A thorough study of station dis.
tribution should turn up significant
opportunities for dramatic cost re-
ductions along with a concurrent in-
crease in efficiency and effective de-
livery of service.
Management /labor. The myri-
ad of contractual relationships that
exist in man• counties dictates a
herculean effort on the part of all
concerned if any form of merger is to
succeed. Toward this end. task forces
should be formed composed of repre-
sentatives from all the concerned en.
tities and from all ranks. This area
of study is of the utmost importance
and calls for an "immediate and ongo.
ing in -depth analysis if a managea-
ble. meaningful. and healthy relation-
ship is to exist between labor and
management initially and in. the
future.
Human element. An organiza-
tion's most important resource is its
people. Consideration of any form of
merger tends to generate fear and
strong emotional feelings among
those affected. Many of the per-
ceived fears are unfounded. but that
doesn't make the feelings any less
real, and this fad should be recog-
nized and addressed. It would be-
hoove any community facing such
change to spend the largest portion
of its study resources to bring in
skilled facilitators to establish quality
circles and hold team - building ses-
sions in order to solicit meaningful
input from the various employees.
Building a "chain of bridges- will be
necessary if any success is to be real-
ized from the potential of merger.
Existing fears and concerns must
be confronted fi-an]d3F and openly by
both - employer and employee. This is
a basic tenant. Furthermore, the pos-
ture must be positive. In my opinion,
80% of the barriers to a more effi-
cient and cost - effective fire. rescue,
and EMS delivery service in any
county would be circumvented if
more personnel were involved in the
decision making, if staffing charts
were identified in advance. and. if
promotional opportunities were
spelled out and implemented by pro-
fessional testing and placement
procedures.
Master planning
As any study progresses, inertia
tends to set ia. The overall focus is
segmented into specific areas of
study. Therefore, as individual con-
cerns are addressed, a concurrent
comprehensive planning study should
be undertaken.
One of the elements of this study
should be the formation of a master
planning task force. Along with rep-
resentatives from the local fare serv-
ice and governmental entities, the
task force should include representa-
tive citizens who reflect the various
interests within the community. This
task force should then be charged
53
%nth .dentifying problems and recom-
m:nding solutions that focus on the
level of service desired.
Emerging from such a study. if it
'is properly conducted and completed.
will be a road map for the future. A
_ master plan for, fire protection, like a
road- building program or a future
utility plan, %ill be an invaluable
tool to legislators and administrators.
Five models
The following five models are pre-
sented in outline form and' in a posi-
tive format The information on
which they are- based is drawn from
the brief discussions - above.- Many.
and sometimes extreme. variables-
can and will _present themselves to
skew existing data. Nevertheless,
these models, or combinations of
models -that might emerge from the
proposed m -depth studies, may serve
the needsof the fire service. the var-
ious governmental .entities within. a
county and. most important, the citi-
zens of the county.
Model 1: Total responsibilit_r by
county govemment This model
provides for centralized .administra-
tion and control of all public safety
services through-
o More effective distribution of
equipment-and manpower _ _.
o Standardization of equipment and
- procedures
• Merging of Cipatch services
• Establishment of $n- effective. span
of control and administration
• Standardization of training
• Maximization of the . resources of
vocational - technical institutes and
community colleges, enabling better
use of education and training deliv-
ery systems and funding mechanisms
o Utilization of telecommunications
to enhance internal communications
.and to reduce training costs and in-
crease . delivery of educational and
training modules
.o Provision of increased services
while cutting expenditures for such
services
o Implementation of "central sere-
. ices." resulting in a dramatic cost
savings.
Although the county model may
be the most difficult to enact. it pro-
vides for the most efficient delivery
of'-public safety services. and ad-
dresses
the question of future growth
in a more systematic and effectiv
manner.
Model 2: Sectionalization
Your preliminary investigation may
indicate that your county would 1
itself to a four - section or quadrant
delivery system. Under this model
four autonomous areas would be es
54
r
tablished, each governed by its own
separate government or by a council
of existing governments within each
section.
Model 2 would offer many of the
same savings and efficiencies as
Model 1, but certainly to a lesser de-
gree. On the other hand, because of
the smaller size, the citizens of a sec-
tion should be able to identify more
closely with their fine service and
smaller unit of government. If fur-
ther study suggests that this model
is the most feasible for your area. a
concerted effort should be made to
unify the central support services. as
suggested earlier.
Model 3: Functional merg-
er. Under this model, the involved
units of government. while retaining
their own autonomy, would voluntar-
ily strive to merge smaller units of
government and enter into first -in re-
sponse agreements. Under functional
merger. the county's fire and -medical
problem areas would be analyzed
and "demand zones" established. In-
cident response within these zones
would occur. regardless of territorial
boundaries, by the nearest unit or
units capable of handling the life or
property hazard that presents itself.
Governmental merger of this type
is predicated on joint training and
standardization of procedures by the
units of government involved if ulti-
mate effectiveness is - to be achieved.
Centralized communications also in-
crease efficiency and speed up deliv-
ery of service.
Under functional merger, the main
focus is on the citizens and their
need for service, rather than the ju-
risdictional boundaries of govern-
ment. Such a venture, if properly im-
plemented, should lead to coopera-
tive exploration of other areas of
mutual assistance. such as central-
ized purchasing, education, training,
and maintenance.
Model 4: Status quo. Under
this model, each unit of government
retains its existing policies of man -
.power and equipment distribution,
but would strive to establish a cen-
tral services bureau. The basis for
y cooperation is the immediate dollar
savings to be realized by each unit of
government when it pools its mone-
tary. . resources in the areas of pur-
chasing, supply, maintenance, and
e training and education. Furthermore,
as demands upon government in-
crease and revenues shrink, this con-
y sortium approach establishes a pre -
end cedent for further voluntary joining
and sharing of like resources across a
broader delivery base.
It should be noted, however, that
although it is the most easily accom-
plished, model 4 brings the least tan-
gible return for the effort.
Model 5: Regionalization. Re-
gionalization demands the greatest'
vision. All jurisdictional lines. inclue
ing county lines of authority, must
be ignored. Planning must overlap
county lines and service areas. Exist- ;
ing and future growth should be ex- c
plored based on need and resource
availability.
A jurisdictional authority analo-
gous to a regional airport authority
model would be established. A poli-
cy- making✓ board. whether elected or
appointed, would have authority over
fine, rescue, and emergency medial
services within the jurisdiction, along
with all supporting services. (Can
you imagine what this model would
do for the economy of scale and for
the professionaliration of the fire
services ?) '
Because growth areas tend to ov-
erlap county linm just as declining j
areas are not confined to a single ju-
risdiction, regionalization should not
be overlooked as a model to serve
our present and future needs. The
potential for total maximization of
resources and services under this
model is intriguing. perhaps even
necessary.
Need for change
Government ex ' 1b pretecti fife- a
property. Yet the ability of govern-
ment to provide these basic and es-
sential services is being severely
challenged by the paradoxical de-
mand of its citizen maintain and
increase services yet reduce the costs
of providing such services. Change.
or the exploration of change, is nec-
essary if government is to address
and satisfy this paradox.
We are all aware that even the
mere mention of change can cause
great turmoil in the fire service. Yet.
with the increased talk about priviti-
zation among city officials, and the
resurrection of the public safety offi-
cer concept. we know that some kind
of change is inevitable. As one of my
former mentors used to say. "We
don't face problems. rather we are
presented with disguised and unique
opportunities."
The local neig} :oorhood fire de-
partment can no longer afford the
pride of pa roc iAli-n-1 if high -level
delivery of essential services is to be
maintained However, if combined
units of government. on a regional
basis. could merge their resourew
a logical manner for the protect
of their citizens. what a marvelous
prototype mighC emerge. ■
FIRE CHIEF MAGAZINE
HJVq
ATTACHMENT 3
NOTICE
E erlal may =U.S.Cod--.). t late (Tit
Consolidation of Fire Districts
A. V. STREULI, Fir-* Chef FOR REFERENCE
Contra Costa County Consolidated Fire District
Do Not Take From This Room
Tics CONTRA COSTA COUNTY CONSOLMA' m Fms Dis-
Tmcr lies in a rapidly growing area of California ap-
proximately 30 miles east of San Francisco. It encom-
passes 155 square miles of land and includes six Cities
ranging from 2,000 to 100,000 population. The total
population is 300,000. Twenty years ago the population
was approximately 50,000. Cro%vth has brought large
shopping centers, apartment complexes, and industrial
areas. But grass and inaccessible brushlands are still
part of the fire protection problem.
The Department consists of 18 stations with 240 paid
employees and 70 reserve firemen. The staff consists of
four assistant chiefs, seven battalion chiefs, 12 Fire Pre -
vention Bureau members, a training officer, a master
mechanic, five fire alarm operators, and six clerks.
The District which resulted from the consolidation
of six fire departments. is considered a success by citi-
zens. governmental administrators, and employees. We
do not, however, advocate blanket adoption of consoli-
dation of fire departments. Consolidation does not offer
a panacea for all the problems of budget and level of
service. Local factors such as geography, tax base.
.assessed valuation, growth, and existing service must be
considered. The benefits of consolidation experienced
by the Contra Costa County Consolidated Fire District
are given for your consideration. We advocate only that
consolidation could help some fire departments, and
that it be studied objectively by those interested.
CONSOLMATCON in Contra Costa County was first stud-
ied and tabled in 1935 by the,County Fire Chiefs As-
sociation. In 1956 another study- «as proposed and
made by the County Administrators Office. That study
«as also rejected, primarily because the involved parties
failed to take an objective viewpoint. Fire chiefs, poli-
ticians, and unions all took the selfish approach, with
resulting lack of action. However, the need for future
studies vas well established.
Later that same year the problem «its brought to a
An address delivered by the author to the Seventy-fourth
NFPA Annual Mecting. 6.4d May 1S - _2', 1970, in Toronto,
Ontario, Canada.
head by the incorporation of the City of Pleasant Hill.
The city lay astraddle the Mt. Diablo Fire District
and the Central Fire District It had to decide which
district to join. Its decision to join the Central Fire Dis-
trict brought about the first real interest in consolidation
by city managers and the beginning of a mo%vment for
action. The first active consolidation took place in De-
cember 1961, with the merger of the Central County
Fire District and the 1,1t Diablo Fire District, both
1961 Act' fire protection districts governed by the
county Board of Supervisors. Each %%-as fully paid and
had five stations.
In 1966 the Mountain View Fire District. a one -sta-
tion. part- paid- part- volunteer department, %%-as annexed
by action of the Board of Supervisors. In July 1965 the
City of Martinez, with a tyro- station. part- paid -part-
volunteer dep arbnent, annexed to the District by vote
of the people.
The next annexation came about as-a result of a city
incorporation. When the City of Lafayette vvas in-
corporated it blanketed the Lafayette Fire District, an
autonomous fire district. The City Council initiated and
promoted annexation of the Lafayette Fire District on
January 1. 1969.
At the same time the Board of Supervisors merged
the Bay Point Fire District. That annexation was the
result of the Navy's purchatse of a safety buffer zone
around its ammunition base, an action that obliterated
the town of Port Chicago and cut all but a few square
miles from the original district.
THE BENTFM GAINED BY CO\SOLIDATION
Financial Beaefits
Tax reduction. Immediately after the initial consoli-
dation a tax reduction pattern developed. (, rowth con-
tributed to the reduction, but a capital improvement
program that consisted of an average of 10 per cent of
the budget %vats in effect at the time. In other words, the
' The Fire Reorganization Act of the County Fire Protection
Districts, adopted by California in 1961, is commonly referred
to as Fire and Fire Protection, Division 12, Health and Safety
Code.
FIRE JOURNAL— NOVEMBER 1970 - 15
16.-
FIRE 101IRNAL — NOVE11 RER 19<0
growth vvas cream skimmed off the top to finance a very
ambitious capital improvement program. The tax rates
.were as follows: 1964-65, S.872; 1965 -66, $.52; 1966 --.
$.799; 1967 -65, S.75; 1969-69,6.73; and 196970,$.725.
Insurance rata reduction. The two districts initialh.
consolidated enjoyed Class 3 dwelling rates in Fire
Zones 1, 2, and 3. Later- annexing departments had a
best rate of either Class 4 or Clm 6. Upon annexation.
all immediately received a blanket reduction to Consoli-
dated's Class 3. When multiplied by the total number
of residences in the District, -the savings amounted to
thousands of dollars to the citizens.
Elimination of duplicated services. Five of the ori_-
inal districts had had their own fire alarm, maintenance.
training, and clerical services, «-hick mere combined
into a single service with ensuing savings. Relocating
stations savea station- building and manning.
Elimination of duplicated personnel. There were five
fire alarm operators on duty when the departments were
operating independently. Since consolidation there have
been only two fire alarm operators on duty —and with
an improvement ,, quality. Tables of Organization
called for a °, ; oi 16 chief officers in the separate de-
partment_:. 'Under consolidation only 12 are carried.
Three fire marshals were eliminated.
Elimination of duplicated equipment. Each inde-
pendent department carried several reserve pumpers
and specialized apparatus, at considerable overhead
cost. Only four reserve pumpers are required for the
Consolidated District, and fewer four -wheel -drive ap-
paratus. Disposal of troublesome older apparatus has
lowered maintenance costs. Had the departments
stayed independent it would have been neeessan to
buy two new aerial trucks. Proximity of neighboring
trucks made those purchases unnecessary.
Purchasing,. Quantity purchasing has draum spirited
competitive bidding, with resulting savings.
Improved Services
Response strength. Because of the larger sources to
draw from, first -alarm response has been increased by
30 per cent Ladder truck service has been extended to
all parts of the District, many of which had no truck
response at all unless called for by mutual aid. The
back-up strength on additional alarms is now programed
t:s a degree that was impossible under independent op-
eration.
Large -fire operations. Touch can be said about mutual
aid. But success lies in developing standard operating
procedures and terminology and knowledge of appara-
tus capabilities, and in holding training sessions. How
many of us do it? Not very many. Large- district opera-
tions forced standard operating procedures and multi-
company training. The result was improved large -fire
operations.
Elimination of boundary lines. Artificial and i ,c--
tical political boundaries necessitated six- and seven -
minute runs that could have been made in two minute.
by another department. Now all first -alarm respons-
comes from the three nearest stations.
Traininev. The efforts at training had ranged from
none to as much as part-time training officers could de-
velop -with no facilities. Recruits acre put on the back
of an engine and told to hang on tight and keep out of
the wad-. With the appointment of a full -time trainin^
officer it was possible to institute a fully developed
training program built around the American Insurance
:association's Special Interest Bulletin \o. 234, Fire De-
partment Training. Personnel showed immediate im-
provement and soon dominated all county civil service
examinations.
Apparatus. Many of the pumpers in the original di"
tricts complied only with the pump tests in )\FPA \o.
19, Standard for Automotive Fire Apparatus, did not
cam- adequate equipment. and were totally inflexible.
Forced standardization has meant that all pumpers
have been brought up to NFPA \o. 19 standards and
equipped with booster pumps to make them versatile
units capable of figliting, structural or wildland fires. In
addition, specialized apparatus such as tankers, .
and %ildland units are immediately dispatch to
many arm that previously did not receive that cover-
age.
Staff specialization. One of the-greatest benefits of
consolidation is staff specialization. When a man -spe-
cializes on one job he displays greater productivity.
makes fewer errors, and is able to contribute more to
development in his field. The expertise of .specialists is
evident in the implementation and refinement of pro-
grams and in participation in activities such as 1\FPA
Committee work, codes development, and giving in-
struction in outside fire service schools and consultation
to other departments. In this vein the fire service should
be no less concerned than business in quality and quan-
tity of production.
Before consolidation the onh full-time specialists
mere fire prevention inspectors. All other staff functions
were handled by line personnel on a part-time basis.
After consolidation it was possible to assign full -time
personnel to plans check, anon investigation, permits,
w5ed abatement, public relations and records, training.
and the functions of master mechanic. Continuous ex-
posure to their specialty gave men opportunity to de-
velop high skills.
Greater Resources
Communications. Before consolidation none of the
departments had communications facilities that con-
CONSOLIDATION OF FIRE DISTRICTS
formed to NFPA No. 73, Standard for the Installation,
AIaintertance, and Use of Municipal Fire Alarm Sys-
tems. The savings on fire alarm personnel enabled the
District to build a Fire Alarm Center that complies Kith
XFPA No. 73 and with Civil Defense specifications for
an emergency operating center. Installation of t%vo re-
mote radio sites improved coverage in mountainous
terrain. A radio-type alarm system provides area cov-
erage that would otherwise be prohibitive because of
wire installation and undergrounding costs.
Training facilities. Before consolidation there were no
designed training facilities. They were simply too costly
for the independent departments. Since the advent of
a single budget, a broader tax base, and a capital im-
provement program, a million -dollar fire college has
been half completed. The fire college is to be a total
facility, including classrooms, tower, drafting pit, fire
building. driver- training area, control tower, storage
:trchouse, and special problems area. It .will provide
means to train personnel that -would never have been
possible under independent operation.
Training aids. Instructors now have a full range of
training aids, including all. types of visual aids, video
tape, fireground simulators, mannequins, and mockups,
besides station libraries and a reference library. A stim-
ulus to instructors, the training aids have resulted in
more efficient training.
Clerical staff. Some may question inclusion of the
clerical staff as a resource. However. these people have
proved to be vital in organization mechanics. Their
culwrior record- keeping. auditing. and production of
printed materials have enabled us to produce our com-
munications and training materials in a quality manner.
Firemen have been relieved of part -time clerical duties
and put .where they belong — in active fire protection.
Repair facilities. Before consolidation each small de-
partment maintained minimum tools and equipment for
repairing apparatus. Consolidation has meant a larger.
more complete repair shop. The shop has specialized
took and is supported by a tube truck and a tow truck.
Apparatus is quickly repaired and returned to service.
Special equilrnrent. No special equipment is bought
unless sufficient use will be gained from it. Unit cost
usually goes up as the size of the department goes
clown. Use frequency validated ter purchase of special
equipment for a photo lab. a fire alarm repair platform
tnick. a chlorine patch kit. engineering equipment, a
commercial sewing machine. and woodworking equip-
ment.
!lose totter. Consolidation made money available to
17
design and build a hose -dr% ing tower that operates at
maximum efficiency and with minimum labor. The cen-
trally located tower «ill handle 6,000 feet of 23:-inch
hose per day, summer or «inter. The results are quicker
return of hose to service and a smaller hose inventory.
Other Benefits
Stronger programs. In brief, the programs (activi-
ties) that have beeu strengthened by consolidation are
training, public education, company inspection, reserve
firemen, and hydrant maintenance. Before consolidation
some departments were active in a few programs, none
consistently. Standardization requirements forced dc-
velopment or institution of programs. As a result, high -
quality programs were uniformly implemented through-
out the 18 stations.
Upgrading of recruits. Applicant quality varied with
the competition for the job, and competition depended
primarily upon working conditions. Some departments
had very few applicants, with a consequent lowering
of quality. After consolidation and the raising of work-
ing conditions the applicants numbered in the hun-
dreds. The result was better -qualified recruits.
Promotional selectivity. The same principle holds
here as for the upgrading of recruits. The more men
competing, the better the uniform quality.
Capital improvements. Capital improvement pro -
gams usually vary in direct ratio to grovyth. Tight
budgets had forced some departments to put aside
badly needed new apparatus and training facilities and
fire alarm center improvements. With broader budget-
ing and a pooling of capital budgets, projects previously
considered unobtainable could become reality.
Retention of personnel. Turnover of personnel for
job - related reasons indicated dissatisfaction with work-
ing conditions. opportunity. and activity. Consolidation
raised smaller and poorer - paying departments to an
improved standard. Promotional opportunities were
negligible in stagnant departments. they are plentiful
in the larger consolidated district. There are also op-
portunities for specialization, which serve to hold the
interest of personnel and reduce turnover.
Forced anaiysis and revised perspective. Although
indirect, this is one of the greatest benefits of consolida-
t °on. Mergine. different philosophies. apparatus designs.
traditions, and fire problems is not always successful.
Consequently, to resolve problems it is necessary to re-
examine systems in the light of the results they'produce.
The analysis invariably brings about improvements in
operations and equipment. C
I Reprints of this article are available. Sincle copy: S1.00. Write for prim of quantity onlers.
j�re fir. � it 'l U
3500
3000
Total Calls by Department
1989-1993
m
2000 -- - - -- ------------ --
CD
1500 - � - - - - -- - - - - --
Z
500
1990 1991 1992 1993
Year
Edina Pq Richfield ] Park ] Hopkins
1989
a
i
M
z
M
a
M
EMS &Fire Calls - Average Per 3 Hours
Hopkins &Edina (1987 -1993)
9- Midnight
3 -6
Midnight -3
0 0.2 0.4 0.6 0.8 1 1.2
Calls per 3 Hours
r� Hopkins W Edina
'53
1:338
1.295
- -4 --
1.4 1.6
a
rn
z
n
rn
3 -6
�v
Noon -3
0
3
9 -Noon
0
=
6 -9
3 -6
Midnight -3
0 0.2 0.4 0.6 0.8 1 1.2
Calls per 3 Hours
r� Hopkins W Edina
'53
1:338
1.295
- -4 --
1.4 1.6
a
rn
z
n
rn
ATTACHMENT 4
OBJECTIVES FOR MEASURING EFFE
EMERGENCY RESPONSE
Rating:
1. A response to all fire calls and fire alarms with a first engine and four
i firefighters within eight minutes of a call 90 percent of the time.
COY 2. A response to reported structure fires with a second engine, an aerial unit, an
EMS unit, and the Fire Chief or an Assistant Chief within 10 minutes of a can
90 percent of the time.
I _-
D� 3. A response to EMS calls with an Advanced Life Support (ALS) Unit and two
medics within six minutes, 90 percent of the time.
4. A response to not less than 98 percent of the EMS calls with the primary ALS
provider.
5. A response to all hazardous conditions with adequately trained and equipped
personnel.
QUALITY OF EMERGENCY RESPONSE
6. A high -level of considerate and attentive personal contact with fire and EMS
customers.
7. Highly skilled, trained and staff- supported fire and ALS crews.
t
NON - EMERGENCY RESPONSE
❑ 8. A high -level of interaction and contact with the public during non - emergency
periods.
ly 9. A high - profile presence in the community at school, assembly functions and
area events.
FIRE PREVENTION
t
10. Local control of a customer focused fire code enforcement program.
gy 11. Aggressive and priority emphasis on built -in fire protection systems to reduce
future fire suppression costs.
HUMAN RESOURCES
12. Provision for a rewarding and challenging work experience for all employees.
13. Development of a workplace that culture rewards, supports and encourages
high performance and continuous improvement.
r'1
p 14. Open opportunities for personal/professional development.
❑ TOTAL RATING /D/ �����. ,AID , 4
EDINA FIRE DEPARTMENT - 1992 STUDY
3.2.2 Alternative No. 2 - PRIVATIZATION/EMERGENCY MEDICAL AND
FIRE SERVICES
OVERVIEW
Under this alternative, the present services of fire and EMS at the current
service- levels would be provided -by -one or more private contractors. The City
would retain ownership of all facilities and equipment. The private contractor
would provide for personnel services. Fire services by private contractor are
currently provided in 36 communities (sites) in 14 states. Emergency medical
services by private contractor are numerous and in all states.
Generally the primary reason most communities look at privatization is to
reduce service costs. Other concerns are to provide "insulation" between
political policy, managers and service delivery; to break from traditional
service models; to expand without increasing costs, and to consolidate services
across multiple political units. The trend towards privatization showed a great
promise in the 1960's and 70's. Much of the writing in this period projected
an annual growth of 20% for these services. Interest has been renewed in the
90's with the trend towards "reinventing government."
STRENGTHS AND ADVANTAGES
Cost Effectiveness has been the major theme with private contractors.
Estimates are that 10 - 50% reduction in cost, over public delivery of like
services. The cost savings generally result from a more effective use of
working hours. Typically, changes in function, and types of services make
more effective use of firefighters stand -by hours. Additionally, charging for
services and more extensive use of on -call volunteer personnel.
Personnel Labor Issues By contracting for personnel services from a third-
party, City administrators develop a degree of separation insulation from Fire
Department problems. Service delivery and labor problems associated with
Emergency Services Fire Departments become the problems of the Personnel
Manager and not City Administration. The private contractor accepts the risk
and guarantees services at a predetermined price. Additionally, as fire service
personnel become more active politically, privatization provides City
Administration with isolation from political influence.
Traditionalization Private contractors provide a unique opportunity for cities
to break from the traditional thinking that limits standard delivery models.
1
Private contractors are motivated by the need to be innovative because they
must compete. They must be cost - effective, to survive and usually seek the
new and most efficient.
Expansion of Service Without Increase in Cost A private contractor has the
advantage of not being restrained by financial factors that typically apply to
public service. Private contractors typically charge for services, provide a
range of services, contract or subcontract for services, in ways that generally
are not allowed in public service. The private contractor will reduce the cost
of various operations such as dispatching, by monitoring alarms for a fee.
Private. contractors often provide a wide range of fire protection services in an
effort to reduce costs and raise revenues. A partial list might include:
Emergency Medical Services, Plan Checking, Code Enforcement, Fire - Brigade
Training, Computer Programming, Equipment Specification, Equipment
Maintenance, Communication Center Operation, Security Service Alarm
Installations, Alarm Monitoring, Firefighter Training, Firefighter Screening and
Testing.
Consolidation The private sector offers a unique opportunity to bring
together adjacent communities and services without political boundary
restrictions. To improve cost effectiveness, the private sector invariably seeks
an expanding pattern of service that branches out from the original service
area. Certain economies of scale can then take place. The private contractor
can make these political consolidations work simply by offering individual
contracts to the agencies involved.
In summary, privatization offers advantages for cities seeking efficiency in
service and reduction in costs; political insulation between policy and practice;
and opportunity for restructure and consolidation. Private firms are
responsible to service community needs; combining ambulance, security, alarm
systems with basic fire suppression and prevention functions. Equally
important are that the costs are kept controlled. Furthermore, private firms
can shift the burden of heavy capital expense to the private sector and create
a new tax- paying organization.
WEAKNESSES AND DISADVANTAGES In general, the arguments against
privatization fall into five broad categories.
Low -Ball Buy -In. A private firm may well offer a lower price the first time
around in order to win a contract. The fear is that once the contract is in
place, the provider will demand costly additions over the life of the contract,
or that the bid will be much higher at contract renewal time. While this is
certainly a reasonable fear, it is one that can be guarded against. The key to
minimizing unexpected contract add -ons, is by carefully drafting documents in
2
the contract process. Typically, sample contracts from other municipalities can
be used as a starting point. Most importantly, a city needs to be sure that
they are truly competitive in their bidding conditions and that other firms have
a fair chance to contract. The City must retain ownership of facilities and
equipment as a transition measure to be able to recreate a municipal
department, if at a later date it becomes necessary.
Corruption. It is often a concern that contracting out leads to bribery, kick-
backs and other forms of corruption. While such things do sometimes occur
when services are privatized, they are just as likely to occur at other times in
the government bidding process. The solution is to have a rational and open
bidding procedure and provide objective selection standards: and to make sure
they are followed. This can be done by requiring all such rules and procedure
criteria be matters of public record and by holding bid openings and other
decision - making sessions in public.
Labor Problems. Typically, unions oppose privatization with two primary
arguments.
First, the risk of strike would leave a community without fire protection;
naturally such a risk could exist with either a public or private organization;
and second, the loss of jobs, the transition to a smaller, privatized operation
will be painful for some, particularly those that lose position, status or jobs
making the change. However, it is a sensible policy to follow the lead of other
cities in private contracting, requiring the contractor to give preference hiring
for former department employees. There have been many smooth transitions
from public to private in municipal services, including data - processing, garbage
collection and various types of equipment and facilities services.
Insufficient Suppliers In the case of fire protection, there may be only one or
two contractors within a given region that would be prepared to make a
proposal. But, over time that number is expected to increase. Currently,
there is at least two dozen firms in the business of providing local or regional
fire protection and many more providing EMS services within the United
States.
Service vs. Profit This objection is largely an emotional one, but it does carry
a lot of weight unless it is carefully examined. Those who would make this
argument, typically do not apply the same reasoning to other life sustaining
enterprises, e.g. twenty years ago for - profit hospitals were virtually unknown,
today they constitute a major portion of the hospital industry and are growing
rapidly.
In summary, privatization, is not unique to the fire service. It is a reflection
3
of the wide- spread public perception that government is too costly and that
private enterprise, competing for business, often can perform public services
more cost effectively than government agencies. The criticisms of providers
can be justified and controlled for.
ATTACHMENTS Generally speaking, the primary cost analysis in comparing
public with private agencies, is a per -cost per capita analysis. The following
attachments display that information.
Attachment No. 1 - "CONTRACT FIRE PROTECTION SERVICE PER -
CAPITA EXPENDITURES, 1992"
This information shows "Edina" to be a good buy at $46.33. Edina provides
"ALS" services and costs could be further adjusted downward by 25% for
revenues.
Attachment No. 2 - "RISK EFFECTIVENESS AND COST
EFFECTIVENESS MEASURES - 1989"
By comparison with this sample, Edina is superior to all of the career
departments and favorable with the private department of Scottsdale.
Attachment No. 3 - "OBJECTIVES FOR MEASURING
ORGANIZATIONAL EFFECTIVENESS"
o Emergency response would not significantly change from current levels.
While opportunities for improvement would exist - service levels would
be set by contract, and could be increased or decreased.
o Quality of emergency responses, quality of response would be expected
to fall from current level. Private services do not have the reputation
for customer attention that is currently enjoyed by Edina Fire
Department.
o Fire Prevention, would be provided as defined in the contract.
o Human resource is expected to improve with the redevelopment of the
work culture, and environment. Improved personnel management
technique, methods and adjustments in work expectations and
standards may result in "Human Resource" improvement.
o TOTAL SCORE OF 84 OUT OF POSSIBLE 140.
4
CONCLUSIONS The private contractor provides a major challenge to public
sector fire service. The challenge is to become innovators and marketers in
the delivery of public service. Many of the options and entrepreneurial
services provided by the private sector are currently provided by the Edina
Fire Department. In addition, the cost of operation of the Edina Fire
Department is extremely competitive when compared with other public
providers and private contractor services. On balance, the analysis shows
there is some advantages to privatization for purposes of dealing with labor
issues and changes within the organization. Private contractors provide an
opportunity to more effectively use personnel than we typically find in the
public sector. On balance, Edina Fire Department's comparison with private
contractor is one that economically does not make sense, but possibly
politically or organizationally such an option becomes a reality. (See
Attachment No. 4)
5
ATTACHMENT 1
Table 7
Contract Fire - Protection Service: Per - Capita Expenditures '
Community
ED'NA, �
Cost of Fire
Protection per Capit
l•� .5
1992 National
Average
Per- Capita Cost'
Colonia Verde, AZ
$20
$79
Fountain Hills, AZ
$693
It
Gilbert, AZ
$27
"
Green Valley, AZ
$803
to
Rio Verde, AZ
N. A.
If
Sabino Vista, AZ
$46
of
Scottsdale, AZ
$46
to
Sun City West, AZ
$703
of
Tucson Country Club Estates, AZ
$29
of
Savannah, GA
$32.50
to
Vernonburg, GA
$32.50
of
Elk Grove Township, IL -
$84
to
Lincolnwood Village, IL
$104
Yellowstone County, MT
$9.21
Yellowstone County, MT
$30
Grant's Pass, OR
$2.40
East Ridge, TN
$57
"
LaVergne, TN
$40
It
1: All information contained in this table is drawn from phone interviews with the
private - sector fire departments that serve these communities.
2. Source: National Fire Protection Agency (NFPA), Quincy, Massachusetts.
3. The per -capita fire protection cost figures are for integrated fire and ambulance service.
Table 9
Risk, Effectiveness, and Cost - Effectiveness Measures (1989)
Scotts-
Bakers -
Glendale,
Mesa,
Phoenix,
dale,
Tempe,
Tucson,
Irving,
Plano,
field,
ED IV A
Arizona
Arizona
Arizona
Arizona
Arizona
Arizona
Texas
Texas
California
Structure Fires Per
2
2
1.3
2.7
02A.
1,000 Population
1.1
1.2
1.9
1.1
1.2
216.1
Per Capita Fire Loss
$27
$13
$29
$13
$26
$13
$22
$34
$25
Civilian Fire Deaths Per
2.7
10.3
2.3
1.0
4.0
1.7
0
4.3
100,000 Population
0
Fire and EMS Costs
Per Capita
$39.43
$54.34
$65.49
$39.18
$45.88
$63.67
$64.39
$62.89
$74.71
41.069
Cost Per Fire Fighter
$50,389
$65,524
$65,500
$60,214
$60,363
$58,991
$42,885
$48,751
$77,439
Source: Exhibits 4, 5,
6, and Table
2 (Appendix
A), Fire and Emergency Medical Services Assessment Scottsdale, Arizona,
University City Science Center, 1989.
D
n
M
Z
N
ATTACHMENT 3
OBJECTIVES FOR MEASURING hFFECTIVENFSS
EMERGENCY RESPONSE
Ratine
1. A response to all fire calls and fire alarms with a first engine and four
firefighters within eight minutes of a call 90 percent of the time.
2. A response to reported structure fires with a second engine, an aerial unit, an
EMS unit, and the Fire Chief or an Assistant Chief within 10 minutes of a call
90 percent of the time.
-Q 3. A response to EMS calls with an Advanced Life Support (ALS) Unit and two
medics within six minutes, 90 percent of the time.
n
m4. A response to not less than 98 percent of the EMS calls with the primary ALS
provider.
I 5. A response to all hazardous conditions with adequately trained and equipped
personnel.
QUALITY OF EMERGENCY RESPONSE
6. A high -level of considerate and attentive personal contact with fire and EMS
customers.
7. Highly skilled, trained and staff - supported fire -and ALS crews.
NON - EMERGENCY RESPONSE
JO 8. A high -level of interaction and contact with the public during non - emergency
periods.
ki
O 9. A high - profile presence in the community at school, assembly functions and
area events.
FIRE PREVENTION
10. Local control of a customer focused fire code enforcement program.
.511. Aggressive and priority emphasis on built -in fire protection systems to reduce
future fire suppression costs.
HUMAN RESOURCES
12. Provision for a rewarding and challenging work experience for all employees.
13. Development of a workplace that culture rewards, supports and encourages
high performance and continuous improvement.
r
0 14. Open opportunities for personal/professional development.
0 TOTAL RATING
k
ATTACHMENT 4 -
U_
For Reference,
-There is a consensus among con-
cerned public administrators that
the traditional, conventional
methods of delivering public
safety services are overdue for ex-
aminations as to their cost effec-
tiveness/efficiency and that, in
fact, the present system may be
obsolete, even counter-produc-
tive. "
-It is even being convincingly
argued that local governments
should no longer be the exclusive
suppliers of public safety ser-
vices.... Many approaches, some
politically infeasible in the past,
should now be explored again in
this new climate of concern."
'Other administrators and ur-
ban observers, too, now concede
that, unfortunately, the public
safety system has had more than
its share of 'tinkering.' allegedly
in the interest of improved public
safety but. more often than not, in
the special interest of public
safety personnel. Some say: It is a
difficult system to dismantle and
restructure. It is, to say the least.
monolithic and tradition bound."
These opinions were expressed by
Mr. John C. Houlihan, the execu-
tive director of the Institute for Lo-
cal c,-If Government in Western
CityMagazine in June 1976. While
these comments certainly will be
new to most fire service adminis-
trators, similar thoughts have per-
vaded the literature of city and
county administrators and elected
officials for several years.
Public managers have been
16 The fntemational Fire Chief
THE
PRWATE
ICTOR
FIR
4
by
Garry L. Briese
programmed with the command-
ments of modern public admin-
istration which include a strong
emphasis on the urgency for to-
day's government managers to as-
sume the entrepreneur's outlook
on the provision of government
services. The national push for
cost - efficiency /effectiveness has
been in full swing in public admin-
istration circles for more _than
eight years.
Unfortunately, the fire service
generally has not paid attention to
this national trend and has not
prepared itself for the changes that
inevitably will result.
The last three years have seen the
number of municipalities using
private fire protection double.
And, importantly, not one com-
munity that has contracted with a
private fire company has found it
economically feasible to return to
a publicly owned fire department.
In the last 18 months, at least
four municipalities have investi-
gated extensively the contraction
of their municipal fire service —
Michigan City, Indiana; Willa -
mantic, Connecticut; Dover, New
Hampshire; and Valdosta, Geor-
gia. Additionally, several other
communities have stated that
they will be examining the various
advantages and disadvantages of
this alternative to the traditional
public sector delivery system, in-
cluding Rockford, Illinois; Ft.
Wayne, Indiana; Tulsa, Oklahoma;
and Tampa, Florida.
In November 1983, the news-
paper in Dover, New Hampshire,
noted that "Private sector fire pro-
tection has been called everything
from the wave of the future. to
union busting to playing Russian
roulette with the public safety.
The idea of this city contracting
out to a private firm for fire fight-
ing services, while hailed by some
as a great money saver ... has
struck at some sacred beliefs and
traditions and burgeoned into a
heated sometimes bitter contro-
versy .... Critics see it as sym-
bolic of a general problem with
city hall; proponents see it as sym-
bolic of a progressive city govern-
ment."
A Changing Private Sector
The private sector fire service is
changing, and the conventional
picture of the private sector fire
service that has been held by the
public fire service is often no lon-
ger accurate. Much of the current
information and misinformation
about the private sector fire ser-
vices seems to be based on anecdo-
tal or emotional information.
Much of what is said about the
private sector fire services is sim-
ply old or inaccurate information.
The oldest private fire provider
in this country, the Rural -Metro
Corporation, has undergone sig-
corporations into the provision of
municipal fire, services.
The National League of Cities,
in a statement issued at the open-
ing of its 1983 annual meeting,
noted that expenses foi local gov-
ernments are running ahead of
income, a trend that is likely to
continue through 1984. The
nificant management and opera -
rional changes in the past three
years in order to, according to the
corporate leadership, "prepare our
company for the challenges of the
future.`
In 1982, the entry of the
Wackenhut Corporation into the
arena of municipal fire protection
sent "future shock" waves
throughout the industry. Wacken-
hut, a S200 million public com-
pany, had adequate capitalization
for mirketing, advertising and op-
erating municipal fire services.
Wackenhut had more than a de-
cade of experience in the provision
of private contract fire protection
in the Middle East and at several
federal installations in this coun-
try.
Wackenhut quickly obtained
the fire service contract in Hall
County, Georgia, from another
private fire provider and used it as
a basis for expanding its municipal
fire service operations. In addi-
tion, it recently won the fire pro-
tection contract for Kansas City
International Airport from an-
other private firm, and is providing
crash /fire protection for the air-
port in Medford, Oregon.
Other major corporations, for
example, ARA Services, TWA and
Pan American, have seen the profit
potential in municipal fire opera-
tions and considered entering the
market, but for various reasons
have delayed any movement in the
field. However, the aggressive con-
tract acquisition activities of the
Wackenhut Corporation may
stimulate the entry of these other
league predicted that the revenues
for cities will grow more slowly
next year than they did in 1983 and
will not keep up with inflation.
Faced with increasing expenses
and decreasing revenues, local
governments are increasingly
turning to businessmen to provide
traditional public services
through the private sector. The ex-
istence of the private sector fire
corporations is providing local
government managers with their
first real option in the provision of
public safety services.
vice, the new commissioners
maintained the private contract
and have since renewed the con-
tract two more times with two dif-
ferent private companies. .
A very real question is: When
these elected officials know the
explosive nature of the privatiza-
tion issue, why do they continue
A Management Alternative?
Many. public administrators (city
and county managers and even
some fire chiefs► now -feel they
have a management alternative
that can be used to stimulate inno-
vation and change in the public
fire service. Some have said it is
management's response to the po-
litical process.
Does the intransigence of some
fire service managers and/or the
fire labor force present such a
problem to their municipal man-
agers and elected officials that
they are willing to forfeit their jobs
over the issue? Apparently so, be-
cause in Dover, New Hampshire,
three city commissioners who
supported the contracting of
Dover's fire service to Wackenhut
were defeated at the polls. And, in
Hall County, Georgia, even though
all five county commissioners
were recalled after their decision
to turn the county fire department
over to a contracted private ser-
to maintain their positions even
through certain defeat at the polls?
The fire service must find the
answer to the question behind the
committed attitudes of elected of-
ficials toward the implementation
of private sector fire services. It is
simply too trite to raise the ques-
tion of kickbacks and babes. The
public fire service has' kept its
head in the sand of tradition too
long ... we have tolerated poor
management too long ... we have
allowed our labor contracts to
become too fat ... and we are be-
ginning to pay the pace for our
lackadaisical attention to keeping
current with the world around us.
We cannot make the mistake of
looking at the increasing numbers
of private fire contracts simply, as
'union busting" or even 'manage-
ment busting" efforts. We must re-
alize that, in order to grow in the
public sector in the future, we will
have to change, and change more
than just the superficial colors of
our trucks and bunker gear.
We have to change the very
foundation of the American fire
service, change from an intro-
verted, paramilitary, closed sys-
tem, to an extroverted, dynamic
and open system of management.
The private sector has no magic
formula, no supernatural power,
no secrets for success in providing
fire protection. We all-have the
keys to the same doors. It is just
that the private sector has begun
to open the doors to the fixture,
while much of the public sector is
busy keeping the doors locked
shut.
February 1984 17
An Emerging Trend
Mr. Robert Poole (see his article on
page 12) of the Reason Foundation
noted that the emergence of re-
gional and national corporations,
that are willing and able to bid on
contracts in competition with
each other and in competition
with existing municipal fire de-
partments, is a development of the
past three years. This develop-
ment offers a major challenge to
the generally costly, tradition -
bound municipal fire depart-
ments.
While the private sector has the
ability to bring necessary manage-
ment and financial resources to
bear on problems (for example, hir-
ing managers who are trained in
finance, computerization and
marketing), the public sector has
not yet developed this ability. The
public sector certainly has indi-
viduals who are capable of learn-
ing the necessary skills and
techniques in order to effectively
manage a modem competitive de-
partment. Unfortunately, the
public sector does not have the
necessary time to train these man-
agers.
The wave of change is upon us
and the public fire sector must
look outside its traditional view of
management development if it is
going to cope with its own future.
The traditional training structure
of the public fire sector is incapa-
ble of providing the necessary
numbers of leaders from within its
own resources.
In 1981, the British magazine
FIRE discussed one solution —the
two-tier entry system, noting that
"Most importantly, matters such
as budgetary control, pre- planning
of resources, and legal and person-
nel considerations could be dealt
with from within by administra-
tive and technical officers, both
uniformed and nonuniformed ...
to miss this opportunity for input
of a greater professionalism into
the ancillary functions of the bri-
10 The Intemational Fire Chief ( 4
PARTIAL LIST OF LOCATIONS WITH
PRIVATE SECTOR FIRE PROTECTION
Communities
Scottsdale, Arizona
Kansas City International
Airport
Hall County, Georgia
Medford Airport, Medford,
Oregon
Kennedy Space Center
Department of Energy Test Site,
Nevada
Dane County Airport,
Madison, Wisconsin
Green Bay Airport, Green Bay,
Wisconsin
Billings, Montana
(unincorporated area)
Knox County, Tennessee
gades (fire departments) will
mean, in years to come, our relega-
tion to a junior service of local gov-
emment."
In each of the communities that
have had recent experiences with
the possible conversion from pub-
lic to private fire services, the bot-
tom line, in one form or another,
was money. How can the fire de-
partment be operated at less cost?
While politics and the news media
often confused the picture, the
bottom line was money.
However, all four communities
(Michigan City, Dover, Williman-
tic and Valdosta) turned back the
private sector and retained their
RTES
izona
)rida
:orgia
inois
Na
issouri
ontana
.vada
1w
fampshire
Ohio
Oklahoma
Oregon
Tennessee
Wisconsin
Savannah, Georgia (partial
incorporated & unincorporated
areas)
Brentwood, Tennessee
East Ridge, Tennessee
Elk Grove Township, Illinois
Rome, Ohio
Manchester Airport,
Manchester, New Hampshire
Sioux City Airport, Sioux City,
Iowa
Paradise Valley, Arizona
Fountain Hills, Arizona _
Tucson, Arizona
(unincorporated area)
Sun City, Arizona
public fire departments. Conces-
sions were made, charters
changed, lawsuits resulted,
departments split, jobs lost,
friendships destroyed, and the de-
partments will never be the same
as they were before the question
arose.
A�11► s 8 CFKeSen►ic�
T%e pu61ic fire sector must be pre-
pared to bid on its own job; it must
be prepared to define and defend
the level of service that it cur-
rently is providing to the citizens
of its service area; and it must be
prepared to make innovative, and
often difficult, changes to the way
it currently is providing its ser-
vice, if it expects to be able to con-
tinue to provide those services.
Part by part, the system must be
analyzed. Those parts which serve
only the system, and not the pur-
pose of the system, must be re-
placed. Those parts that can be
provided more efficiently and ef-
fectively, through alternative
methods, must be allowed to
change. This change will not be
accomplished easily, and .here
will continue to be casu::hies,
both individuals and departments.
Not all communities can be pro-
vided protection by the private
sector fire service. But there are
those communities that the pri-
vate sector will find as attractive
profit centers. Of course, each of
these departments will have the
chance to change, and it is certain
hat some will find the ingenuity,
.eativity and strength to make
the necessary changes. However, it
is also certain that many other de-
partments will not have the abil-
ity to meet the challenge.
And, the private sector can se-
lect those departments, or pieces
of departments, that are poten-
tially profitable, for example,
vehicle maintenance, central
communications; hydrant main-
tertance ply and computers
services, to name a few. For
example, the City of Tampa is con-
sidering subcontracting its fire de-
partment vehicle maintenance to
a private provider. However, it is
important to note that the City of
Tampa, and not the Tampa Fire
Department, is pushing for this
change.
Is it possible that all unprofit-
able functions of the fire depart -
,ment will remain government
functions? Conversely, will all
profit- making (or potentially
profit- making) operations be
.oved from the public to the pri-
b•ate sector? Currently, there is no
uniform set of criteria to deter-
mine whether a particular service
PRIVATE FIRE _
SERVICE PROVIDERS
American Emergency Services
Wheaton, Illinois
Fire Suppression Management
Consultants
Savannah, Georgia
Grants Pass Rural Fire
Department
Grants Pass, Oregon
l J. Security
Green Bay, Wisconsin
O'Donnell Fire Services
Billings, Montana
Rural -Metro Corporation
Scottsdale, Arizona
Valley Fire Service
Grants Pass, Oregon
Wackenhut Corporation
Coral Gables, Florida
Note: There are several other
local private provider corpora-
tions. However, these corpora-
tions listed are those that are
involved in active bid competi-
tions for municipal and airport
fire protection.
or activity will function best un-
der a public or private operation.
Conclusion
The private sector fire service has
provided the greatest challenge to
the public sector fire service. This
is a challenge not to adopt new
tools, equipment or fire-fighting
techniques, but the challenge to
change some of the most basic ten-
ets on which we currently operate
our public sector fire service. The
challenge is to become entrepre-
neurs for the public fire service.
The success of entrepreneurship
i..1 the private sector is measured
by profit. In the public sector, a
comparable measure might be the
extent to which costs have been
met or exceeded by revenues. Such
a factor needs to be included in the
management evaluation and com-
pensation in order to restructure
the organization's system of in-
centives. The successful city of
the future must be prepared to
compete by knowing its products,
pricing what can be priced, selling
and making a "profit'."
The new, entrepreneurship
means that the city needs to re-
cruit a new breed of managers,
support new kinds of training „and
develop a more flexible and,inno-
vative esponse to measuring com-
munity needs and organizational
performance.
Lou Witzeman, (see his r k e
on page 201, fo a Rural -
Metro Fire Department, addressed
the National Fire Protection Asso-
ciation fall conference in Denver
in 1969 and said that "Half the
things that we need to make this
job work are right here today.
Dozens of fire chiefs are trying in-
teresting, valid experiments. But
we function in an atmosphere of
self- creating isolation. We fail to
tell each other about this experi-
mental work. We devote very little
time to it at our meetings and con-
ventions. We need the same dedi-
cation to the new as we have for
the old. We need awards for the
idea of the year, not for the best
make - and -break team. We need
forums in which we can brain-
storm our ideas and obtain honest _
evaluations .... If we have any-
thing to offer fire protection from
our experience at Rural- Metro, it
is, very simply, that we have been
forced to take the dual role of both
the professional fire fighter and
the professional businessman.”
Garry L. Briese is the executive
director of,the Florida Chapter of the
American College of Emergency Phv-
sicians, a position he has held for the
past 11 years. Mr. Briese is also the
president of Comprehensive Emer-
gency Management Associates. a
private consulting organization
specializing in fire. EMS and disaster
services. He serves as a battalion
chief - reserve with the Orange Count%•
(Floridal. Fire Department. He is com-
pleting work on a doctorate in public
administration. Mr. Briese is a well
known speaker in the emergency
management field and is a member of
the executive development adiunct
faculty at the A'ational Fire Academy.
February 1934 19
Sri _f `I.r4?,
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ii
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i
EDINA FIRE DEPARTMENT - 1992 STUDY
3.2.3 Alternative No. 3 - EXISTING ORGANIZATION MODEL
OVERVIEW
The central focus to this study is to define the most favorable service model
that would provide the best balance between cost and service effectiveness.
The current organizational model of the Edina Fire Department provides
many of the innovative approaches /methods suggested to achieve cost
effectiveness. For example, a combined volunteer /paid organization, and
paramedic EMS services. To a large extent, Edina has been proactive and
innovative• in seeking ways to control costs and improve service quality.
The purpose of the Edina Fire Department is to provide for fire prevention,
code enforcement of both building and fire code, fire suppression, delivery of
emergency medical services, emergency actions for protection and release of
toxic or dangerous hazardous materials and ambulance transport. These
services break down into four primary areas: 1) fire suppression, 2) hazardous
materials response, 3) emergency medical services and 4) fire prevention;
public information and code enforcement. (See Attachment 1, "Mission
Statement ")
The purpose of fire suppression is to provide an immediate response to
protect lives and property and the environment from fire and other life -
threatening hazardous conditions. Typical actions are the search/rescue/
evacuation /removal of persons in immediate danger /interior fire attack to stop
fire development /exterior fire streams and other measures to contain and
prevent the expansion or further development of the fire or hazardous
condition.
The purpose of emergency medical services is to provide an immediate
advanced life support response to medical emergencies resulting from
accidents, sudden illness or injury. Services include both emergency care and
transportation to metro area hospitals. Paramedics are cross - trained as
firefighters and firefighters are cross - trained as emergency medical technicians.
All members of the Edina Fire Department play some role in emergency
medical service delivery.
The purpose of fire prevention activities are two -fold, 1) to prevent fire
ignitions wherever possible, and 2) when fires do occur, to minimize the
impact on lives and property by early detection, automatic fire suppression
and construction features that would limit or control the extension of fire by
1
using building compartmentation.
Public information education effort is intended to maximize citizen survival in
emergency situations by providing information and teachings of proven fire
safety techniques.
ADVANTAGES AND STRENGTHS
The advantages of the current Edina Fire Department model can be grouped
in eight broad areas; Personnel Skills, Organization, Equipment, Facilities, Fire
Protection Environment, EMS Environment, and Operations policy.
Personnel
The City of Edina has gone to great lengths to recruit and select personnel
possessing the abilities and skills to deliver high - quality customer - centered
services. Over the past thirteen years, this effort has emphasized recruitment
and selection of working, trained paramedics. These personnel possess a
broad range of experiences, skills and knowledge. They provide our
organization with a unique service capability and effectiveness. Our
recruitment efforts have primarily centered on paramedics that also have
experience as firefighters. Paramedics have good "people" skills. This is an
area where fire departments are typically weak and one in which Edina Fire
Department has an opportunity to excel.
Skills
All Edina Fire Department personnel are multi- skilled; firefighter/ paramedic,
firefighter /inspector, officer/ medics, etc., some members have several
specialties.
All personnel are EMS certified, at either the (EMT -A) or the paramedic
level, (EMT -P). Seven of the Edina Fire Department personnel are certified
as hazardous material specialists; Five are hazardous materials technicians.
All Edina Fire Department personnel are certified at the hazardous materials
operations level. Twelve Edina personnel are certified FAO fire motor
operators, and all Edina firefighters are certified at firefighter level two or
three.
Special skills include dive and fast -water rescue, high -level rescue, peer
counselling and critical incidence debriefing. Seven Edina firefighters are
certified as fire - inspectors and five are certified at multi - levels of arson and
fire investigation.
Organization
Edina Fire Department is uniquely positioned within a select group of fire
organizations classified as combination departments. These organizations use
2
both career, on -duty firefighters, and also part-time or volunteer personnel.
By recalling both groups when off -duty, Edina is able to maintain a balance
of on -duty firefighters for routine and fast attack; and an off -duty large group
of personnel for those exceptional situations that require big numbers. This
type of organization is judged to be the most cost - effective in terms of service
delivery. All volunteer /paid on -call firefighters are all trained to the firefighter
two level and many have ten plus years of experience; they represent a valued
resource in fire response. Off -duty response by this group is consistent and
fast.. Our group of volunteers can typically be relied upon to get a second fire
unit in service within ten to fifteen minutes.
Fire Equipment
The quality of Edina's heavy equipment is good. All emergency vehicles are
front -line with no reserve equipment. Funding has permitted periodic rebuild
and retrofit to insure up -to -date equipment. Equipment replacement funds
have also provided the resources necessary to take advantage of innovations
and technology improvements. The general quality of our heavy equipment
would be rated as six or seven on a ten scale.
Replacement funding has also allowed for the testing and upgrade of small
equipment and tools, methods and technology to take advantage of new
developments. The combination of maintenance from public works and
outside vendors is of good quality.
Facilities
The location of the Edina fire station is generally geographically centered.
This provides a balanced response to all areas of the City. A single station
provides simplification in terms of scheduling and staffing and makes for
better use of work hours. Station is comfortable and adequate for delivery of
emergency services, providing a safe and secure working environment.
Funding for improvements and maintenance of facilities is expected to be
satisfactory within the current budget plans.
Fire Protection Environment
As the result of a long -term, strong commitment to Fire and Building Code
enforcement, Edina has achieved a very favorable fire protection environment
within its commercial, industrial, multi - residential properties. This strong fire
protection policy has resulted in well - protected properties, adequately
provided with automatic suppression and automatic detection equipment. The
result of this effort has been a most favorable fire loss to property value ratio,
(See Attachment 10 (Phase 1) - "Market Value Fire Loss ") and one. that
Edina can be justly proud. Recent (optional 38) improvements in local
Building Code should even further improve the fire protection performance.
In addition to the emphasis on built -in fire protection and detection
3
equipment, Edina's favorable fire loss experience has also benefitted from the
frequent remodeling and upgrading of existing properties. Because of the
high -value of property, owners have consistently improved and upgraded the
condition of their property.
Emergency Medical Services Environment
Edina Fire Department is uniquely positioned to provide high - quality
emergency medical services. Experience has demonstrated that an aging
population drives EMS services. Edina with its rapidly advancing average age,
is realizing an ever - increasing demand for emergency medical services. The
Fire Department is correctly positioned to meet this demand. The ALS
delivery system by the Fire Department; combined with the first responder
services by the Police Department, result in a most cost effective use of Edina
resources. This design was not developed by accident.. Visionary leaders over
the last thirty years have made it possible for us to benefit from this high -
quality planning. See Attachment 9 (Phase 1)
Operations Policy
Edina Fire Department, in conjunction with the immediate neighbors, enjoys
a excellent mutual aid relationship. The result of developing close and
effective relationships within our mutual aid network provides Edina with
strong backup when needed. Typically mutual aid is used on all structure
fires. A mutual aid unit is often the second or almost always the third unit on
the scene. Over the past several years, much effort has gone into improving
training and procedures so that departments can operate on the emergency
scene as a unified team. Much progress has been made, and these
departments are justly proud. of their results.
Without this vital response from mutual aid, our cost of operation for the Fire
Department would certainly be 50 percent higher; in the range of one million
dollars. Every effort should be made to continually improve the relationships
between our mutual aid neighbors. See Attachment 18 (Phase 1) - "Structure
Fires ")
Edina Fire Department's primary strength in fire attack lies with the ability to
quickly deploy a small fast (1 1/2 inch) attack line. The first arriving fire unit
will typically consist of two firefighters, one fire officer and one fire motor
operator. This crew, at this level of staffing, can effectively place a small
attack line on the second floor or in a basement, two hundred feet of the
street within 90 seconds. Additionally, by supplying tanked water rather than
immediately connecting to a fire hydrant, further efficiencies can be achieved.
This initial attack cannot last longer than 10 to 15 minutes and must, A) result
in fire knockdown or; B) limit fire development long enough to provide
4
backup and reinforcements, (20 - 30 minutes) or; C) the attack will fail and
with the loss of the fire -floor or the structure. Edina Fire Department's track
record has been most favorable in delivery of this fast initial attack.
In summary, the strengths and advantages of the current Edina Fire
Department model involve personnel, equipment, facilities, a good fire
protection and EMS environment. Operations are centered around mutual
aid and a fast interior attack.
WEAKNESSES AND DISADVANTAGES
The primary disadvantages associated with the Edina Fire Department model
primarily fall into the areas of personnel issues, operational peaks demand;
and limitations of on -duty personnel.
Fire Departments traditionally have been resistant to change, slow to adjust
to changing conditions, unwillingness to modify or innovate. Edina Fire
Department's history has been somewhat better than the typical fire
department, but there remains much room for improvement. This is
particularly true in areas of staffing, scheduling, work shifts, discipline,
personnel attitudes and behavior. The result is an organization characterized
by many years of unnecessary internal conflict, a general lack of trust up,
down and across the organization and a reactive, negative and defensive
culture.
The demand for services within a fire department environment falls into
periods of peaks and valleys. Organizations that are small, such as the Edina
Fire Department, are too small to adjust for the peaks and too big to be cost
effective in the valleys. Service demand requires the frequent, quick use of a
few personnel; and the occasional peaks require large numbers of personnel
and resources. A large organization can more easily adjust to these peaks and
valleys by spreading demand across a larger organization base. See
Attachment 3A (Phase 1) - "EMS/Fire Calls - Hours"
An organization as small as the Edina Fire Department can only deliver one
company or response unit with the on -duty staffing. The result is, that all
structure fires and multiple calls puts the organization in crisis. See
Attachment 6 (Phase 1) "Multiple Calls"
ON -DUTY STAFFING
Edina Fire Department maximum shift staffing is eight. The minimum is five
with the average falling around six. The net result is that the department
frequently operates at minimum, with additional staffing supplied by recall of
off -duty personnel. This places an extra demand on all personnel to return
to work frequently and routinely. This drives up overtime costs and places a
5
special burden on employees free time.
With a small initial attack unit, response must be quickly deployed without
error or omission. If the first unit is faced with more than a "small room and
contents" fire, there is a good chance they will not be successful. A second in
engine, or back -up unit, is ten to twenty minutes away. This places the initial
attack crew at a higher level of risk to injury, and the fire attack at a higher
risk of failure. In large structures, such as we have in many of our residential
properties, the potential for large fire loss ( +$300,000) is very great.
In summary, disadvantages are primarily centered in the system and the
culture. Generally these problems are fixable, given a willingness on a part
of the organization to try new methods, relationships and approaches to
problem solving.
OBJECTIVE FOR MEASURING EFFECTIVENESS
Attachment 2 - DISCUSSION OF EFFECTIVENESS MEASURES
1
o The present organization model scores high in quality and prevention -
low in response and human resource.
o It is notable that the current model does not meet the response
standard identified. While potential exists for achieving these goals,
costs necessary using traditional approaches, are not justified. Quantity
of service is judged high by all measures presently available. The only
exception being the use of personnel during non - emergency activities,
periods.
o Fire prevention is judged high on current measures, with good potential
for improvement.
o Human Resource remains the single area of need, present culture and
climate does not provide the satisfaction sought by the majority of the
organization members.. Efforts to improve the climate and culture are
presently underway and hold promise.
o Total score of 90 out of possible 140.
CONCLUSIONS
The current service delivery model is a fair balance between cost and
effectiveness. The range of services and organizational structure adds value
and meets the needs or our community. Problems and weaknesses are not
1.1
unique to the Edina Fire Department and are common to other organizations
of this size and type. There currently e�sts, within the organization the skills,
abilities and commitment to address the problems of culture, discipline and
accountability. See Attachment 3
7
EFFECTIVE DATE
DECEMBER 16, 1993
DATE ISSUED
DECEMBER 16, 1993
SUBJECT: MISSION STATEMENT
EDINA FIRE DEPARTMENT
DEPARTMENT DIRECTIVE
ATTACHMENT 1
NUMBER 102.01
PAGE 1 OF 1
RESCINDS: "MISSION
STATEMENT" DATED 01/19/82;
DIR. NO. 102.00
It is the goal of the Edina Fire Department to fulfill the elements of the
"Mission Statement" in a manner consistent with the "Statement of
organizational Values ".
EDINA FIRE DEPARTMENT MISSION STATEMENT
"THE-MISSION OF THE EDINA FIRE DEPARTMENT IS TO SERVE THE
COMMUNITY BY PROTECTING LIVES, PROPERTY AND THE ENVIRONMENT
IN A SAFE, EFFICIENT AND PROFESSIONAL MANNER."
STATEMENT OF ORGANIZATIONAL VALUES
Accountability
We will recognize at all times our collective and individual accountability
and responsibility to our community, our profession, our organization and
members.
Service
We will deliver high quality service to our community based on timeliness,
effectiveness and customer needs.
Performance
We will base our standard of performance on effectiveness, efficiency and
competence, with emphasis on maintaining state of the art skill levels thru
ongoing continuing education, training and personal development.
Behavior
We will demonstrate, thru our behavior, collectively and individually, respect
and dignity toward each other and the citizens we serve.
Values
We will strive to individually reflect a feeling of positive, open and honest
interaction with each other, based on a flexible, progressive and a team -
focused style.
Communication
We will seek to improve communication in an effort to achieve cooperation,
respect and understanding, while maintaining that participation and
partnership must guide our interaction with each other and the citizens we
serve.
Organizational Process
We will strive to make policy and decisions prioritized by placing the
citizens first, the organization second and ourselves third. Organizational
and individual goal setting must jQace emphasis on measurement of outcomes and
results and conservation o rce
APPROVED BY: I — — 00--
Theodore R. Paulfranz, F
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0 0.8
0.6
0.4
0.2
ATTACHMENT 10 (PHASE 1)
Market Value - CPI Adjusted
1982 -1991
-- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
1 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
1982 1983 1984 1985 1986 1987 1988 1989 1990 1
Years
Fire Loss - CPI Adjusted
1982 -1991
If ' �
1982 1983 1984 1985 1986 1987 1988 1989 1990 1991
Year
f Fire Loss --,-v- 3 Yr. Avg.
62.03%
Distribution by Age
lgao vs. 1990 / Edina EMS
23.45%
14.52%
Age Distribution in Edina
1980
59.68%
19.95%
77 1
20.37%
Age Distribution in Edina
1990
17 and Under 0 18 - 64 U 65 and Over
Source:U.S. Census 1980,1990, Edina Records
0
m
z
M
m
Edina Fire. Department
Structure Fires
March 1, 1993 to February 28, 1994
DATE
ICAREERICAREER
ON -DUTY
OFF -DUT
OFF -DUT
VOL
EDINA
TOTAL
ENG 81
ENG 82
ENG 83
TOWER 9
MEDIC RI
CHIEFS
M.A.CITY
MA- F.F.
TOTAL
3/14/93
7
7
9
23
*
*
*
*
1
4
35
60
5/28/93
7
7
2
16
*
*
2
0
16
6/14/93
12
5
4
21
*
*
*
3
2
8
29
6/15/93
12
6
3
21
*
*
**
3
2
10
31
7/3/93
6
5
3
14
*
*
*
*
1
3
12
26
7/6/93
6
11
5
22
1 *
*
*
*
1
2
9
31
8/9/93
5
3
3
11
*
*
*
1
2
10
21
9/7/93
9
6
8
23
*
*
3
3
10
33
9/12/93
5
5
5
15
*
*
*
2
2
10
25
9/23/93
6
4
4
14
*
*
2
1
5
19
10/3/93
6
7
5
18
*
*
*
*
*
1
4
20
33
10/25/93
6
10
8
24
*
*
*
2
3
15
39
11/2/93
7
8
3
18
*
*
3
3
10
28
11/9/93
6
6
1 6
18
*
*
*
2
3
18
36
1/18/94
12
6
7
25
*
*
*
3
3
26
51'
2/6/94
6
9
3
18
*
*
*
*
3
5
32
50
16 Calls Avg 7.4 Avg.6.6 Avg. 4.9 Avg. 18.8
Avg. L.I Avg. L.0 my. 14.4 HVy. JJ.V
n
M
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j
co
M
2
D
N
M
11
10
9
8
7
6
5
4
3
2
1
0
Noon
2 11
10
9
8
7
6
4
3
2
1
Midnight
EMS & Fire Calls
Average per Hour 1987 -1991
0 0.1 0.2 0.3 0.4 0.5
11:00 P.M. - 7:00 A.M. - 1.16 Calls /Day # Calls per Hour
7:00 A.M. - 3:00 P.M. - 3.20 Calls /Day
3:00 P.M. - 11:00 P.M. - 2.82 Calls /Day
1
D
n
3
m
Z
1
w
a
2
D
N
m
.i
v
-me
350
cn
c 300
a)
W 250
O 200
L
150
z 100
W
I
Multiple Calls (EMS & Fire)
1987 -1990
1987 1988
Year
317
® Double N Triple E Quadruple
1990
a
0
m
z
N
a
V
a
m
OBJECTIVES FOR MEASURING EFFEC71VENESS ATTACHMENT 2
EMERGENCY RESPONSE
Rating:
6 1. A response to all fire calls and fire alarms with a first engine and four
firefighters within eight minutes of a call 90 percent of the time.
2. A response to reported structure fires with a second engine, an aerial unit, an
EMS unit, and the Fire Chief or an Assistant Chief within 10 minutes of a call
90 percent of the time.
/ 3. A response to EMS calls with an Advanced Life Support (ALS) Unit and two
1! medics within six minutes, 90 percent of the time.
4. A response to not less than 98 percent of the EMS calls with the primary ALS
provider.
5. A response to all hazardous conditions with adequately trained and equipped
personnel.
QUALITY OF EMERGENCY RESPONSE
6. A high -level of considerate and attentive personal contact with fire and EMS
customers.
7. Highly skilled, trained and staff - supported fire- and ALS crews.
NON- EMERGENCY RESPONSE
A* 8. A high -level of interaction and contact with the public during non- emergency
periods.
9.
10.
11.
12.
13.
A high - profile presence in the community at school, assembly functions and
area events.
FIRE PREVENTION
Local control of a customer focused fire code enforcement program.
Aggressive and priority emphasis on built -in fire protection systems to reduce
future fire suppression costs.
HUMAN RESOURCES
Provision for a rewarding and challenging work experience for all employees.
Development of a workplace that culture rewards, supports and encourages
high performance and continuous improvement.
14. Open opportunities for personal/professional development.
TOTAL RATING 90
ATTACHMENT 3
MUORI Y RA1II4011UPACr ON
CI1T
PRXXtM RAITAI WACr
ON OOI&GAMM
CATEWRI S
O EzALL PRIORf1Y RAIU40
PRMWff VAIVIGI0PACr ON
P02E DEPARnmDrr
Immedou Aim Raquestat
Rev. Inc Co--d System
1
2
1
1
Re- Establials Chai Command
2
1
2
2
Present'93 EFD Budget
3
3
3
3
]VIVAM TAS>C PORC E&
Health/Fitness
1
1
2
1
Stress Management
2
2
1
4
Rev. Call Back System
3
S
S
2
Pre-Fire Planning
4
3
7
3
Safety Committee
S
4
6
8
Rev. Promotion System
6
6
4
9
1 Fire Alarm Response
7
7
3
7
Basic Inspection Program
8
8
8
S
Employee Devabpment
9
11
9
10
Rev. EMS System Operatica
10
14
10
11
BuildinglOrounds Update
11
10
11
U
Fire Safety Education Prol
12
15
16
6
Review ALS Deployment
13
16
12
12
Employee Rewgnitioa
14
9
14
15
Productive Work AWVMMu
1s
12
15
14
Vehicle Spec. Systems
16
13
14
16
Reseamb Social AAivities
17
17
17
18
Performance Rev. System
18
18
18
17
Mission Statement
19
19
19
19
�Mo IDEAS NOK-RMEA
o RE1/IBW MANPO%M
o wheA dEw BY ary
o OONIVILIT CIO EDt)GITION - MAS
0 TEAM BUMD040
o ONE TO ONE IMPS vMw9
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0 MAKAGEMEUr TRA0404Ci
o PROMOTION OPPoRnw 111wPP
EDINA FIRE DEPARTMENT - 1992 STUDY
3.2.4 Alternative No. 4 - DOWNSIZE SERVICE LEVEL - TRANSFER ALS TO
OTHER PROVIDER
OVERVIEW
The impact of this alternative would be the elimination of advanced life -
support services (ALS) ambulance as a Fire Department responsibility. This
would involve the transferring of ALS services to Hennepin County Medical
Center, or other provider. The Fire Department would continue to play a
role in emergency medical services as a first - responder only. This action
would reduce the resource commitment by Edina Fire Department to EMS,
change the department mission and purpose, and have an impact on reducing
overall costs. This change would have the disadvantage of eliminating
revenues from current ambulance fees, and would be a reduction in service
levels and effectiveness for the Edina Fire Department.
The primary objective would be to reduce cost and expenditures by the Edina
Fire Department. There is every reason to believe that the services provided
by HCMC would be less than equivalent in terms of quality of care to the
Edina customer. It is expected that there would be a slight erosion in
response time and a reduction in the level of customer attention that Edina
citizens have come to expect.
STRENGTHS AND ADVANTAGES
The strengths and advantages of this alternative can be broken down into five
primary areas.
Reduction in Expenditures The direct costs of operation of the Edina Fire
Department could be expected to decline. In 1994, dollars expectations could
be a reduction in the order of $360,000.00 annually. This reduction is
primarily the result of reduced staffing. Position reduction of three
paramedics with reductions in benefits, one part-time position and about,30%
of the overtime costs. Other major area of reductions would be in equipment
operation. Replacement costs would be expected to fall in the $60,000 to
$80,000 annually. Also a reduction in the cost of support services of
equipment maintenance, billing, EMS training and a medical director position,
dispatch time and EMS supplies; estimated to be in the $15,000 range. With
the reduction in service demand, we might expect a reduction of internal
organization stress with an improvement in the poor attitudes associated with
EMS and medic burnout.
Improvement With the reduction in service level to EMS, we would expect
improvements in the allocation of resources to fire prevention, fire inspection
and fire suppression. This should have the advantage of making the Edina
Fire Department more representative of traditional type fire service
1
organizations. By providing primarily fire suppression services, this
department would be more easily comparable with other fire departments in
measures such as the Core Report, prepared by the State of Minnesota. With
the elimination of ambulance runs to downtown hospitals, there would 'be a
significant reduction in out of service time resulting in increased availability of
resources for fire response.
By redirecting of Fire Department services away from EMS and towards more
traditional fire department goal, there would be an increased career
opportunity for volunteer firefighters in future replacement positions and the
organization would be better positioned to move towards an all- volunteer
organizational structure.
WEAKNESSES AND DISADVANTAGES
The weaknesses and disadvantages associated with this alternative is the loss
of services for the Edina citizens, and a reduction in organization effectiveness
and loss of revenues.
Reduction in Service Level With the loss of local control for ALS services, it
is generally expected that would be a some reduction in quality of service.
Edina currently enjoys a high- valued service, particularly for the senior citizens
that have come to expect a high - quality customer focused attention.
Additionally, there is expected to be an increase in response time; and a loss
in the close cooperation between the first - responders (Police Department) and
the ALS ambulance.
Organizational Effectiveness Many organizations seeking to improve the
effectiveness and productivity within the Fire Department typically look at an
expanded EMS /ALS role to do so. This Alternate No. 4 would move in the
opposite direction. The Fire Department would also have the disadvantage
of losing ALS skills that are often useful in other roles. These "people skills"
have typically proved to be effective in peer - counselling and other non -ALS
associated tasks.
Loss of Revenue The reduction of EMS /ALS services would result in the loss
of all, revenues from transportation (ambulance) fees. The direct loss using
1994 figures would be $560,000 in revenues. This would be partially offset by
reduction in expenditures of $382,360.00.
ATTACHMENTS
No. 1 1 Cost Analysis - 1994 Base
No. 2 Response time analysis by Community Health for Richfield,
Eden Prairie, Hopkins, St. Louis Park, compared with Edina.
No. 3 EMS calls by Fire Departments for Richfield, St. Louis Park,
Edina and Hopkins.
P)
No. 4 Objectives for measuring effectiveness - downsizing transfer of
EMS/ALS
Total score of 70% out of possible 140.
CONCLUSION
The primary objective of Alternative No. 4, would be to reduce expenditures.
Clearly this is achievable but not cost effective when compared with lost
revenues and organizational effectiveness. The reduction in EMS role would
clearly simplify many of the problems associated with Fire Department
operations and personnel matters. However, the loser in this option would be
the citizens of Edina, particularly the elderly citizens, whose age and medical
needs drive our EMS system.
In examining customer needs and targeting services to those needs, it is clear
that providing EMS and ALS services at the local level by the Fire
Department, is a wise choice and one that should be encouraged and
expanded, not reduced.
3
ATTACHMENT 1
Cost Analysis of EMS/ALS Option 4
Option #4 - Elimination of EMS /ALS Program
Budget . Cost Revised
Expenditure Item 1994 Reduction Budget
Personal Services:
Paramedics (12) 575,000 (183,000) 392,000
Part Time Help 12,000 0 12,000
Overtime 156,000 (50,000) 106,000
Contractual Services:
Equipment Rental
3,100
(1,000)
2,100
Continuing Education
9,250
(3,000)
6,250
Licenses & Permits
200
(200)
0
Laundry
2,900
(1,000)
1,900
Professional Services
2,000
(1,000)
1,000
Dues & Subscriptions
1,000
(100)
900
Uniforms
10,200
(1,200)
9,000
Commodities:
Medical Supplies
14,198
(10,000)
4,198
Training Aids
2,200
(1,200)
1,000
General Supplies
12,750
(2,000)
10,750
Central Services
PERA (Reg & OT)
205,000
(17,160)
187,840
Worker's Comp
79,500
(6,000)
73,500
Hospitalization
107,500
(10,500)
97,000
Equipment Operation
61,700
(15,000)
46,700
Capital Outlay:
Equipment Replacement
140,000
(80,000)
60,000
Totals 1,394,498 (382,360) 1,012,138
8.0
m
6.0
2
0
E
I-- 4.0
m
c
0
CL
m
w 2.0
0.0
Response Time Analysis by Cori tmunity - ijecember 1993
Average Response Time by Community
----------------------------- -7- 6--------- - - --i:
7.1
6.4 6A
6.0 - - -■ - -- 5 =8 - - - -- = - - - -•-
Community
30
25
m 20
U
° 15
m
a
E
z 10
5
0
Number of EMS Runs over 10 Minutes
-- 24------- - - - - -- -------- - - - - -- --------------------
20
- - - - - -- - - - -- ------------- 19 - - - -- - - - -- -
15
-- ----------- - - - - -- --
- -- -- -- -
2
- - - NEI - - -
I.
Community
D
n
2
3
M
z
N
2500
2000 �
tj 1500
O
a�
E 1000
V�
�,
0
EMS Calls by Department
1989-1993
1989
1990 1991
Year
Edina Richfield _ J Park
1992
1993
Hopkins
a
rn
w
ATTACHMENT 4
OBJECTIVES FOR NMASURING EFFE
EMERGENCY RESPONSE
Rating:
1. A response to all fire calls and fire alarms with a first engine and four
firefighters within eight minutes of a call 90 percent of the time.
2. A response to reported structure fires with a second engine, an aerial unit, an
EMS unit, and the Fire Chief or an Assistant Chief within 10 minutes of a call
90 percent of the time.
3. A response to EMS calls with an Advanced Life Support (ALS) Unit and two
medics within six minutes, 90 percent of the time.
4. A response to not less than 98 percent of the EMS calls with the primary ALS
provider.
1
7 5. A response to all hazardous conditions with adequately trained and equipped
personnel.
UALITY OF EMERGENCY RESPONSE
! , 6. A high -level of considerate and attentive personal contact with fire and EMS
customers.
7. Highly skilled, trained and staff - supported fire and ALS crews.
NON - EMERGENCY RESPONSE
8. A high -level of interaction and contact with the public during non - emergency
periods.
t
9. A high- profile presence in the community at school, assembly functions and
area events.
FIRE PREVENTION
10. Local control of a customer focused fire code enforcement program.
01
11. Aggressive and priority emphasis on built -in fire protection systems to reduce
future fire suppression costs.
12. Provision for a rewarding and challenging work experience for all employees.
13. Development of a workplace that culture rewards, supports and encourages
high performance and continuous improvement.
14. Open opportunities for personal/professional development.
❑ TOTAL RATING D
EDINA FIRE DEPARTMENT - 1992 STUDY
3.2.5 Alternative No. 5 - DOWNSIZE TO VOLUNTEER (ON -CALL)
SUPPRESSION ONLY ORGANIZATION
OVERVIEW
This alternative would provide for an on -call (volunteer) Fire Department.
This option does not provide emergency medical services. The central focus
of this model is to respond as needed to reported fires and related calls; a
traditional (suppression only) organization.
The transition to this model from the current organization, would be expected
to develop over a period of 1 - 10 years. A gradual of buildup of volunteers
over a period of 5 years, and a systematic plan reduction of paid staff over the
longer 10 year period. Eventually, the downsizing of the career paid staff
would be to (3 -10) paid career positions of fire chief, a training deputy chief,
and several inspector /firefighter positions, much like the staffing level of Edina
Fire in 1955. This model would require the expansion of two additional fire
stations, one northwest, and one southeast; an increase in fire response
vehicles, and expansion of "volunteers" to (50 -60) positions. (See Attachment
1 - "Cost/Budget 10 year ") and (Attachment 2 - "Fire Station Locations ")
The budget model (Attachment 1) and Fire Station Locations (Attachment 2)
have been constructed based on (Attachment . 3, page 1 and 2) City of
Minnetonka Fire Department with adjustments for differing geographic size
and numbers of stations, equipment and personnel.
The primary purpose of this alternative is to reduce and minimize cost for fire
suppression service, elimination of all extra services from fire department
responsibility and a move towards more traditional narrowly focused suburban
fire 'organization.
STRENGTHS AND ADVANTAGES
Cost Reduction This option provides a reduction in fire service expenditures.
Current estimates would put this reduction on the order of fifty percent, or 1.3
million dollars. This level of expenditure would place us near the average for
our "CORE" expenditure benchmark. (See Attachment 5 - "Core Draft" -
11/17/93)
This organizational model would simplify some personal management issues,
particularly those dealing with PELRA, organized labor issues, formalized
grievance issues and other career personnel related concerns: Naturally, this
option would not eliminate personnel issues but would change the relationship.
With an all volunteer force, it is � expected that an increased. level of
organizational control may be achievable. Volunteers typically would have less
time and opportunity to invest in the development of disharmony. This would
result in more control available to managers and supervisors.
Hopefully an all volunteer organization would provide for more community
involvement and participation by groups and individuals wishing to participate
in the delivery of City services.
Lastly, this option would provide an opportunity to reconstruct /reinvent the
fire department organizational culture, associated values, behaviors and
relationships. This opportunity might well result in an organization providing
good quality service to the community, a rewarding workplace for the
volunteers at a significant reduction in cost to the taxpayers.
Summary The strengths and advantages of an all- volunteer organization,
primarily fall in the areas of reduced cost, a potential for reduced personnel
problems, a change in relationships and an opportunity to reinvent the
organization.
WEAKNESSES AND DISADVANTAGES
Reduced Service Level An all- volunteer organization with an organizational
structure size in the 50 - 60 positions, would result in a reduction in the range,
scope and service level, particularly in the area of initial response. The Edina
Fire Department evolved from an all- volunteer organization, originally
developed in 1941, and modified in 1955, with the expansion to six paid
positions. The return to an all- volunteer organization would be a turning the
clock back in services to the 1955 organization.
Personnel Issues With the expansion of staffing for volunteers, it would be
conceivable to expect more personnel problems, associated with the increased
number of positions. Volunteer organizations are not without internal
problems, political and other organizational issues often associated with large
numbers of people. Volunteer firefighters have many of the same rights and
privileges as other city employees. While their "interest" in the position may
be somewhat less than that of a career firefighter position, they cannot be
removed without due process and have many of the rights and privileges
typically reserved for full -time positions.
Organizational Control Volunteer departments, and their members, exercise
a great deal of control over their organizations. One of the primary reasons
why volunteer fire departments were replaced with career organizations is
because of political involvement and control over the organization policy.
Increased Capital Costs A volunteer organization will require expanded
facilities and equipment, in order to adequately position equipment and
stations where volunteers are likely to live and work. While these capital
costs, amortized over twenty or thirty years, are quite small, they represent
significant initial investment. In our model these capital costs are 2.3 million
N
over 5 years. (See Attachment 1 - "Cost/Budget 10 year ")
Staffin Issues ssues Most volunteer fire departments within our area experience
serious problems with recruitment, retention and daytime response capability.
In our organization, we would expect to see the same sort of problems. For
this reason (5) career (daytime) positions are provided. These positions would
be adjusted as needed over a 1 - 10 year period.
Summary Primarily the weaknesses fall into the areas of reduced service
levels, potential for increased personnel problems, recruitment staffing and
daytime response capability.
ATTACHMENTS .
(1) Costs Analysis 1994 based on the 10 year plan
(2) Station/Equipment Location Plan
(3) City of Minnetonka Budget and Station Location Plan
(4) Objectives for Measuring Effectiveness
o In examining the attached display, "Objectives for Measuring
Effectiveness ", it. is apparent that this model will result in a
reduction, by design, in Emergency Response, Quality of Service
and could see both an improvement and a reduction depending
on how volunteers were assigned non - emergency work. On
balance, "Quality" may see little change from current service
model; except in EMS, "Fire Prevention" could be a winner with
increased attention from the daytime on -duty staff. "Human
Resources" would see a reduction resulting from loss positions
and status.
o Total score of 53 out of possible 140.
(5) Core Report "Draft" Table of Cities
CONCLUSIONS
The primary objective of Alternative No. 5 is to present a minimum cost
working model. This organization could provide reasonable fire suppression
service to this community, it is achievable and working examples are available
within our area.
This alternative does not provide the range and quality of service our
community expects.
3
Expenditure Item
All Volunteer Fire Dept. Model
1994 1996 1998 2000
ATTACHMENT 1
2002 2004
Full ime Firefighters
15
Volunteer Firefighters
11
20
40
60
60
60
Personal Services:
Full Time
1,440,000
1,272,000
806,400
566,400
297,600
315,400
Volunteer
50,000
95,400
203,000
316,300
335,300
355,400
Gvertime
156,000
106,000
87,000
60,300
31,900
33,900
Part Time
12,000
13,000
13,500
14,000
14,800
16,000
Contractual Services
80,000
85,000
122,000
158,400
155,900
165,200
Commodities
42,800
48,000
64,300
84,700
83,300
88,300
Central Services:
General
400,000
338,900
222,000
164,000
94,000
99,600
Equipment Operation
61,000
65,000
69,000
73,000
77,000
81,000
Equipment
140,900
150,000
158,000
167,000
178,000
188,000
Total Operating Expenditures
2,382,700
2,173,300
1,745,200
1,604,100
1,267,800
1,342,800
Additional Capital Expenditures:
Station #2
Station #3
Facilities
110,000
800,000
925,000
Vehicles
20,000
300,000
700,000
700,000
1 Engine
1 Tower
2 Engines
Total Expenditures
2,512,700
3,273,300
2,445,200
3,229,100
1,267,800
1,342,800
ATTACHMENT 2
__ �RE�r�►RON
�. ATTACHMENT 3,._.pg 1
FUND
DEPARTMENT
ACCT. NO.
General
Fire
2600
-----------------------------------------------------------------------------
OBJECT
1992
1992
1993
1993
1994
NO.
BUDGET
ACTUAL
BUDGET
ESTIMATE
BUDGET
PERSONNEL SERVICES
4111
Salaries - Regular
$190,100
$197,767
$194,900
$199,100
$194,900
4112
Salaries - Volunteer
238,000
183,061
225,000
215,000
225,000
4121
Overtime - Regular
5,000
5,057
5,500
5,500
5,500
4131
Social Security
23,100
17,175
21,000
18,000
21,000
4132
PERA
22,800
22,342
22,300
22,600
22,300
4133
Worker's Compenstion
28,800
34,631
42,000
36,400
42,000
4141
Health & Life Insurance
13,100
14,587
13,500
16,000
13,500
- - - - - --
TOTAL PERSONNEL SERVICES
- - - - - --
$520,900
- - - - - --
- - - - - --
$474,620
- - - - - --
- - - - - --
$524,200
- - - - - --
- - - - - --
$512,600
- - - - - --
$524,200
- - - - - --
SUPPLIES
4210
Office
$5,000
$4,673
$5,300
$5,300
$5,500
4211
Fire Prevention
9,000
7,264
10,000
10,000
10,000
4221
Gasoline
8,000
7,186
8,500
8,500
8,500
4224
Clothing
20,000
21,112
22,000
23,000
22,750
4229
Other Operating
8,700
6,714
8,500
9,000
8,500
4231
Building
5,500
51,039
5,500
8,000
5,500
4232
Machinery & Automotive
13,000
7,632
10,000
9,000
8,500
4239
Other Repair
6,000
4,898
6,000
8,500
6,000
4240
Small Tools
4,500
4,143
4,500
2,500
4,500
- - - - - --
TOTAL SUPPLIES
- - - - - --
$79,700
- - - - - --
- - - - - --
$68,661
- - - - - --
- - - - - --
$80,300
- - - - - --
- - - - - --
$83,800
- - - - - --
$79,750
- - - - - --
OTHER SERVICES & CHARGES
4300
Sales Tax
0
$2,928
6,300
$6,300
$6,300
4311
Auditing
$3,000
$3,500
$3,700
$4,650
$4,000
4319
Professional & Consulting
14,000
5,929
15,000
8,500
13,500
4321
Telephone
12,000
10,292
12,000
12,000
12,000
4322
Postage
700
489
700
650
700
4323
Radio
15,500
16,139
16,000
16,000
12,000
4332
Conference &.Subsistance
11,200
11,249
14,000
15,000
15,500
4333
Training
17,000
17,366
17,800
17,800
18,400
4342
Books & Manuals
3,000
1,073
3,000
2,500
2,500
4345
Printed Forms
3,000
380
3,200
2,750
2,750
4347
Recruitment
2,500
0
2,500
500
2,000
4361
Buildings & Structures
5,000
13,291
5,000
2,500
5,000
4362
Furnature & Equipment
6,000
1,834
6,000
5,500
5,500
4363
Machinery & Automotive
5,000
12,683
10,000
20,500
11,000
4367
Service Contracts
17,500
8,902
12,000
11,000
11,500
4391
Dues & Memberships
1,700
1,555
2,000
1,750
2,000
4393
Rents & Leases
2,000
2,714
5,300
1,500
3,250
4395
Payment To Relief Assn.
12,000
12,000
17,000
17,000
- - - - - --
17,000
- - - - - --
TOTAL OTHER SVC. & CHGS.
- - - - - --
$131,100
- - - - - --
- - - - - --
$122,324
- - - - - --
- - - - - --
$151,500
- - - - - --
$146,400
- - - - - --
$144,900
- - - - - --
CAPITAL OUTLAY
4530 Furnature & Equipment $30,000 $35,043 $16,000 $16,000 $12,000
- - - - - -- - - - - - -- - - - - - -- - - - - - -- - - - - - --
TOTAL CAPITAL OUTLAY $30,000 $35,043 $16,000 $16,000 $12,000
- - - - - -- - - - - - -- - - - - - -- - - - - - -- - - - - - --
TOTAL FIRE $761,700 $700,648 $772,000 $758,800 $760,850
CI -rY OF
MENT 3,_.pg_ 2
MINNETONKA
=�,L
STATxotj LoC.A-r'XOA)
ATTACHMENT 4
OBJECTIVES FOR MEASURING EFFE CTIVENESS
EMERGENCY RESPONSE
Ratine
1. A response to all fire calls and fire alarms with a first engine and four
firefighters within eight minutes of a call 90 percent of the time.
2. A response to reported structure fires with a second engine, an aerial unit, an
EMS unit, and the Fire Chief or an Assistant Chief within 10 minutes of a call
90 percent of the time.
3. A response to EMS calls with an Advanced Life Support (ALS) Unit and two
medics within six minutes, 90 percent of the time.
4. A response to not less than 98 percent of the EMS calls with the primary ALS
provider.
5. A response to all hazardous conditions with adequately trained and equipped
personnel.
UALITY OF EMERGENCY RESPONSE
6' 6. A high -level of considerate and attentive personal contact with fire and EMS
customers.
r
eP 7. Highly skilled, trained and staff- supported fire and ALS crews.
NON - EMERGENCY RESPONSE
8. A high -level of interaction and contact with the public during non - emergency
periods.
."1
Q, 9. A high - profile presence in the community at school, assembly functions and
I
area events.
FIRE PREVENTION
ED 10. Local control of a customer focused fire code enforcement program.
C#t 11. Aggressive and priority emphasis on built -in fire protection systems to reduce
future fire suppression costs.
HUMAN RESOURCES
�f 12. Provision for a rewarding and challenging work experience for all employees.
1::C 13. Development of a workplace that culture rewards, supports and encourages
high performance and continuous improvement.
O 14. Open opportunities for personal/professional development.
0 TOTAL RATING
City Workload
Roseville
32,089
32,417
33,083
33,652
36,601
36,668
40,896
41,176
41,883
55,455
71,425
89,244
248,302
493,051
Adjusted
Expenditures
778,049
2,586,936
1,033,037
746,011
926,392
2,117,582
2,023,281
1,060,668
5,873,447
5,844,470
10,933,421
2,344,707
29,178,346
36,255,283
Basic
Spending
Level (BSL)
808,199
816,430
833,120
847,384
921,292
922,965
1,028,945
1,035,980
1,053,700
4,256,450
5,426,125
2,240,857
18,380,654
36,306,096
- ATTACHMENT 5
CORE a DRAFT 11/17193
FIRE SERVICES / Page 23
Percent
Above/Below
BSL
-4%
217%
24%
-12 90
1%
129%
97%
2%
457%
37%
101%
5%
59%
0%
Notes
F, G
F, G
F
F
F
F
F, G
F
A = Accounting problem G = Fire expenditures include costs for ambulance services
B — Did not submit 1990 financial reporting form to State Auditor H - High fine loss
C = Low construction expenditures I = Received ISO rating worse than five
D - County Sheriff provides police services J - Missing data on adequacy
E = Do not provide 24 -hour police services K = Maintained fewer parr acres than NPRA recommendation
F = Fire department has at least five full -time paid fire fighters L = Did not return CORE survey
J 2
y z
4 r
�� u
Ste,
-L4 —
4.9
Duluth
Bloomington
St. Paul
Minneapolis
32,089
32,417
33,083
33,652
36,601
36,668
40,896
41,176
41,883
55,455
71,425
89,244
248,302
493,051
Adjusted
Expenditures
778,049
2,586,936
1,033,037
746,011
926,392
2,117,582
2,023,281
1,060,668
5,873,447
5,844,470
10,933,421
2,344,707
29,178,346
36,255,283
Basic
Spending
Level (BSL)
808,199
816,430
833,120
847,384
921,292
922,965
1,028,945
1,035,980
1,053,700
4,256,450
5,426,125
2,240,857
18,380,654
36,306,096
- ATTACHMENT 5
CORE a DRAFT 11/17193
FIRE SERVICES / Page 23
Percent
Above/Below
BSL
-4%
217%
24%
-12 90
1%
129%
97%
2%
457%
37%
101%
5%
59%
0%
Notes
F, G
F, G
F
F
F
F
F, G
F
A = Accounting problem G = Fire expenditures include costs for ambulance services
B — Did not submit 1990 financial reporting form to State Auditor H - High fine loss
C = Low construction expenditures I = Received ISO rating worse than five
D - County Sheriff provides police services J - Missing data on adequacy
E = Do not provide 24 -hour police services K = Maintained fewer parr acres than NPRA recommendation
F = Fire department has at least five full -time paid fire fighters L = Did not return CORE survey
EDINA FIRE DEPARTMENT 1992 STUDY
3.3.6 Alternative No. 6 - IMPROVE EXISTING MODEL
OVERVIEW
The objective of this organizational alternative is to capitalize on and
incorporate the strengths and advantages found in the previous alternatives
studied; and to minimize the weaknesses an_ d disadvantages found in the
existing organizational structure. The goal of this model is to define an
organizational plan that will maximize the effectiveness and efficiency in
delivery of emergency fire and EMS fire prevention services within the City
of Edina. The primary features of this improved model are as follows:
o building on the EMS program
o expanding the use of on -call volunteers
o developing a power shift
o capitalizing 'on employee participation programs
o redesign of the organizational structure
o capitalize on selected private sector strategies
STRENGTHS AND ADVANTAGES
The following is a detailed description of the key features of this
organizational alternative.
Emergency Medical Services /Advance Life Support EMS represents the
greatest demand sector within the Edina Fire Department. Recently
developed demographic factors (See Attachment 6 and 7) strongly suggest
continued growth EMS activity. The demand for these services increase with
the aging of our' community. Edina Fire Department is well - positioned to
meet this increased demand. Every effort must be made to strengthen and
adjust staffing to maximize the effectiveness of Emergency Medical /ALS
Services and introduce measures to reduce transfers (See Attachment 3). A
method of benchmarking demand to predict staffing improvements is possible
using a staff/demand plan. (See Attachment 12) As this service continues to
play the dominant role in the department, the following programs are targeted
at building, improving and strengthening the EMS /ALS services:
o Power Shift
o Staffing Benchmark Plan
o Station II
o Pre - arrival Instructions
o Project Teams/Employee Participation Projects
1
On- Call/Volunteers This group of firefighters represent our most cost
effective solution to the delivery of manual fire suppression services.
Presently, we have ten active, on -call firefighters. Our intent is to increase this
number, incrementally, to a full staffing of twenty. These ten firefighters
represent a single engine company at approximately one /tenth the cost of
career personnel. (See Attachment 9) Every effort must be made to build
and capitalize on this valued resource. The following programs and projects
are directed towards this end.
o Expanding the on -call staff to 20
o Station #2
o Duty standby or sleep -in program
o Expanded use of private sector strategies
o Organization structure changes
Power Shift The basic concept of the power shift is to increase or optimize
the personnel resources during periods of peak demand. Service demand for
both EMS and fire response is primarily during daytime hours. Beginning at
0900 to 1000 hours, peaking at noon, and dropping through the evening to a
low at 0300 - 0500 hrs. By up- staffing during the demand period and down -
staffing during the off peak time, we can maximize the effective use of our
manpower resources. (See Attachment 2 and 8B)
This power shift plan could begin by the reassignment of 24 hour shift
employees to eight or ten hour days, five or six days per week. This could be
developed incrementally by moving two or three firefighters and
firefighters /paramedics to the powershift. Eventually arriving at a maximum
of six personnel on 24 hour shift. The powershift will improve staffing
effectiveness, but only to a point. It will eventually be necessary to increase
staff to match demand. (See Attachment 1) It is possible to predict future
staffing needs with an index using past demand and staffing. (See Attachment
12).
The following projects are directed toward this end:
o Powershift
o Expanding On -Call Staff
o Station II
o Joint /Automatic Response
Employee Participation - Participatory management has received much
discussion and attention in our organization. This concept can be applied with
the use of project or work teams. These teams can be effective when guided
by central steering committee (focus group). Such teams can develop
2
solutions to many of the issues and problems that divide our group. Some of
these issues are identified on the attached task list. (Attachment 13) Given
the time, energy and support, success of such efforts will maximize employee
involvement and fully utilize the skills and ' abilities existing within our
employees.
o Focus Group Programs
o Project Teams
Organizational Structure The present organizational structure of the
department must be re- examined to insure a proper fit with the functional
changes needed now and in the immediate future. Specifically, the
development of the power shift, the utilization of project teams, the need for
expanded and more effective training; and the expansion of the volunteer on-
call firefighter staff. Additionally, attention needs to be given in the
prevention, code - enforcement /education efforts area to ensure proper
attention to this area. (See Attachment 8A, 8B) The following programs
would target these needs.
o Prevention /Code Enforcement
o Training/Safety Program
o Education
o On -Call Firefighter Program
Private Sector Strategies In the course of this study, a number of strategies
utilized by private sector fire departments were found to have potential. In
some cases, these activities are currently employed by the Edina Fire
Department, others might be added, strengthened or expanded. The primary
focus of such strategies would be:
o Expanded use of volunteers /on -call firefighters.
o Increase the utilization of stand -by time. Expand service areas
and range of services by re- directing work hours to match
service demand.
o Expand and improve fire prevention activities and the use of
automatic suppression systems, with particular focus on dwelling
,and residential sprinkler systems.
o Expanded use of response plans. (Pre -fire planning)
o Balance staffing and shared resources, with neighboring
departments, particularly in areas of training, purchasing and
response.
Automatic Response
Much could be gained by combining response (automatic response) with
3
neighboring departments of Richfield, St. Louis Park, Hopkins, Minnetonka,
Eden Prairie and Bloomington.
By development of an automatic response plan to augment the current mutual
aid plan, certain efficiencies could be realized; for example a balancing of the
career department daytime strength; with the on -call (volunteer) department
night hour strength. Such a plan captures and improves on existing resources.
Automatic response is presently being tested in Hopkins, St. Louis Park and
Golden Valley. (See Attachments 4, 5, 9, 11)
Every effort should be employed to try, test and experiment with this type of
planning. Key programs to this end include:
o On -call Firefighters
o Automatic Response Program
o Powershift
o STA II
Summary
A key element of this alternative can be witnessed in the effectiveness
measures display. By improving on the strengths and minimizing the
weaknesses, this model achieves the highest scores in this measure of 110.
(See Attachment 10)
WEAKNESSES AND DISADVANTAGES
The primary disadvantage of this "Improved Existing Model' alternative lies
in the belief of, "just another study ". This belief must be dispelled with a
commitment to implementation. Such commitment needs to be developed at
the City Council - City Manager - Fire Chief level.
Strong clear direction needs to be given to the Edina Fire Department. Key
to this strategy would be a report to Council with a full public discussion.
Adoption of a workplan that defines responsibility and sets deadlines.
Secondly, this plan incorporated major changes and modifications in work
schedules and programs. The joint response involvement with neighboring
departments present unique and challenging problems for our communities
and fire departments. Many of these proposals have proved controversial in
the past and will remain so in the future.
4
ATTACHMENTS
1. Fire and EMS calls - 1982 -93
2. EMS and Fire Calls by time of day
3. Transfers as a percentage of EMS calls
4. Mutual aid calls 89 - 92
5. Fire response times over /under 8 minutes
6. Distribution by age EMS services
7. Senior Population in Edina 1960 -1990
8A. Organizational Plan - 1992
8B. Organizational Plan - 1994
9. Structure fires (EFD) 12 months
10. Objectives for measuring effectiveness
11. Automatic response agreement /St. Louis Park, Golden Valley, Hopkins
12. Staffing benchmark plan and attachment
13. Focus group task list
CONCLUSION:
The focus and target of this organizational alternative provides a pathway for
the Edina Fire Department to move towards an improved organization. This
organizational plan, with its strategies, strengths and advantages will position
Edina Fire Department for the late 90's and the turn of the century.
5
C
Fire & EMS Calls
1981 -1993
2.600 -r- -- - -- - - - --
2,080 -
1915
1766 1751
N 1608
N 1.560 - -151 1 54
O
1198 1160
1,040 - - -- - - - - -- - - -- - - - -- - - - --
Z
7s7
716 nQnI AAAI 732
520
61
2439
2213 2236
2159 -.
2070 .1 . Iff
1 -
----------------------------
741
703
651
610
0 LJ- - MENJ- T-- . _ - �- I - � -- �_� _ — -
1981 1982 T 1983 1984 1985 1986 1987 1 1988 I 1989 1990 r 1991 1992 T 1993
Year
[ Fire [ J EMS
v
a
n
s
m
j
0
11
10
9
8
7
6
5
4
3
2
1
Noon
11
10
9
8
7
6
5
4
3
2
1
Midnight
EMS & Fit a Calls
Average per Hour 1987 -1991
0 0.1 0.2 0.3 0.4 0.5
11:00 P.M. - 7:00 A.M. - 1.16 Calls /Day # Calls per Hour
7:00 A.M. - 3:00 P.M. - 3.20 Calls /Day
3:00 P.M. - 11:00 P.M. - 2.82 Calls /Day
a
n
2
r
m
z
N
Transfers as % of EMS Calls
1982-1993
16.00 %-- - - - - -- - - -- --------- -- - -- - - - _
13.37%
12.56%
U
9.42%
9.60 % - - - - - - -- - - - - - - --
8.15%
7.82%
--
7.10% 7.34%
6.17%
U
6.40% ! 5.60% 5.41% 5.51 % 5.74%
i
N
a
i
I �
3.20%
0.00%
-,
1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993
Year
3
m
z
w
ATTACHMENT Q
Mutual Aid Given
1989 -1992
25
" 21
i
22
20 -- - - - - --
-------------a9---------------1-9---
7 17
j
16 16
15
15 -- - - - -a4
- - - -- -
- - - - --
- - - - -- - --
13
3
� 11
'
10
10 - -- -
- - - -- -
- - - -- - - - - - -- - - --
i
5 T --
- - - -- -
- - - -- - - - - - -- - --
0`
1989 1990 1991 1992
Edina [—] Hopkins Park Richfield
Mutual Aid Received
1989 -1992
25
1 4
20
20 -- ------- - - - - -- - ----------------------------------
I 0
15 i -- ------- - - - - -- - ------------------- - - - - -- - - - - --
5 8 13
12 11 12 2
0 0
10 -- - - - -- - - - - - -- - 8- 8 - - - - -- - - - --
7
6
- - - -- - - - - -- - --
0�
1989 1990 1991 1992
Edina Hopkins Park Richfield
Fire Response Times
Percent Over & Under 8 Minutes
Year
8 Min. & Under ■ Over 8 Min.
a
0
m
62.03%
Distribution by Age
1980 vs. 1990 / Edina EMS
23.45%
.. 14.52%
Age Distribution in Edina
1980
59.68%
19.95%
20.37%
Age Distribution in Edina
1990
NJ 17 and Under 0 18 - 64 L) 65 and Over
Source:U.S. Census 1980,1990, Edina Records
a
n
m
Z
vs
ATTACHMENT 7
Figure 3.1
Change in child, adult and senior population in Edina, 1960 -1990
Percent of population
41%
=Ages 0 - 17 =Ages 18 - 64
Numbers are rounded to the nearest percent
1970
1990
=Ages 65 +
I
Captain
A-Shift
Radlenovich
Z
Lt. Smegal
FF /Medics:
Lawson
Running
Fasulo
Open
Insp./FF:
Letts
FF Samuelson
12/14/92
Edina Fire Department
City Council
City Manager
Ken Rosiand
AssL Fire Chief
Operations
J. Robinson
Captain
"haft
Bagley
Lt. Vernon
FF / Medics:
Singleton
Struzyk
Slams
GarOn
Insp./FF:
Usk
FF Bowler
Captain
C-Shift
Hansen
Lt. Helmer
FF / Medics:
Julkowskl
Medzls
Todd
Scheerer
Insp./FF:
Myra
FF Maloney
I Fire Chief I
T. Paulfranz
i
Department
Secretary
R. Schmoll
On Cali
Firefighters
FF. Bretson
FF.Jensen
FF. Prestrud
FF. Scheerer
FF. Scheerer
FF. Wolff
FF. Artman
FF. Forseth
FF. Hershey
FF.Woodcock
Asst. Fire Chief
Admin/Support
T. Kehoe
D
n
M
z
co
a
Fire
EMS
Prevention
processing
Bureau
Dr. Crimmins
FF Insp.
Medical
KAdams
Rothe
Director
Landry
D
n
M
z
co
a
EMS
Director
On -Call
Firefighter
15 -20
7/94 EFD
Edina Fire Department
Dept
Secretary
City Council
City Manager
Fire Chief
Fire
Marshal
Assistant Fire Insp. Fire Insp.
Chief - I I Fire Code W Bldg. Code
Acting &
Shift
Inspector
A -Shift
B-Shift
C -Shift
Training/
Captain
Captain
Captain
Safety
Lt.
Lt.
Lt.
Officer
Inspect.
Inspect.
Inspect.
Medic
Medic
Medic
power
Medic
Medic
Medic
Medic
Medic
Medic
Shift
Medic
Medic
Medic
Medic (Training)
Medic (Training)
D
n
2
F
M
Z
I
W
Edina Fire Department
Structure Fires
March 1, 1993 to February 28, 1994
v
DATE
ON -DUTY ]
CARE[:; :I
kA -F -DUT
CAREER
OFF -DUT
VOL
EDINA
TOTAL
ENG 81
ENG 82
04G-6-3—
TOWER 9
MEDIC RI
CHIEF
A.CITY
MA- F.F.
TOTAL
3/14/93
7
7
9
23
*
*
*
*
1
4
35
60
5/28/93
7
7
2
16
*
*
2
0
16
6/14/93
12
5
4
21
*
*
*
3
2
8
29
6/15/93
12
6
3
21
*
*
* *
3
2
10
31
7/3/93
6
5
3
14
*
*
*
*
1
3
12
26
7/6/93
6
11
5
22
*
*
*
*
1
2
9
31
8/9/93
5
3
3
11
*
*
*
1
2
10
21
9/7/93
9
6
8
23
*
*
3
3
10
33
9/12/93
5
5
5
15
*
*
*
2
2
10
25
9/23/93
6
4
4
14
*
*
2
1
5
19
10/3/93
6
7
5
18
*
*
*
*
*
1
4
20
33
10/25/93
6
10
8
24
*
*
*
2
3
15
39
11/2/93
7
8
3
18
*
3
3
10
28
11/9/93
6
6
6
18
*
*
*
2
3
18
36
1 /18/94
12
6
7
25
*
*
*
3
3
26
1 51
2/6/94
6
9
3
1 18
*
*
*
*
3
5
32
50
16 Calls Avg 7.4 Avg.6.6 Avg. 4.9 Avg. 18.8
Avg. L.1 AVY, L.O MVtJ.. 19.9 NVIJ.. JJ.V
a
n
x
M
z
�o
OBJECITVFS FOR MEASURING EFFE ATTACHMENT 10
EMERGENCY RESPONSE
Rating
1. A response to all fire calls and fire alarms with a first engine and four
firefighters within eight minutes of a call 90 percent of the time.
?7 2. A response to reported structure fires with a second engine, an aerial unit, an
EMS unit, and the Fire Chief or an Assistant Chief within 10 minutes of a call
90 percent of the time.
3. A response to EMS calls with an Advanced Life Support (ALS) Unit and two
medics within six minutes, 90 percent of the time.
4. A response to not less than 98 percent of the EMS calls with the primary ALS
provider.
8 5. A response to all hazardous conditions with adequately trained and equipped
personnel.
UALITY OF EMERGENCY RESPONSE
6. A high -level of considerate and attentive personal contact with fire and EMS
customers.
g7. Highly skilled, trained and staff - supported fire and ALS crews.
NON - EMERGENCY RESPONSE
r% 8. A high -level of interaction and contact with the public during non - emergency
l periods.
9. A high - profile presence in the community at school, assembly functions and
area events.
FIRE PREVENTION
t 10. Local control of a customer focused fire code enforcement program.
11. Aggressive and priority emphasis on built -in fire protection systems to reduce
future fire suppression costs.
HUMAN RESOURCES
12. Provision for a rewarding and challenging work experience for all employees.
g . 13. Development of a workplace that culture rewards, supports and encourages
high performance and continuous improvement.
14. Open opportunities for personal /professional development.
TOTAL RATING _ Ifo
..ATTACHMENT 11
JOINT POWERS AGREEM1, BETWEEN TIM CITIES OF
ST_ LOUIS PARR, GOLDEN VALLEY AND HOFR2Ns
TO PROVIDE FIRST ALAR.*i FIRE REspcNSE
WHEREAS, the Cities of St. Louis Park, Golden Valley and
Hopkins provide fire protection sere -4ces within their respective
jurisdictional boundaries;
WHEREAS, the Cities of St. Louis Park, Golden Valley and
Hopkins desire to maximize the level of fire protection services
provided within their respective jurisdictions;
WHEREAS, the Cities of St. Louis Park, Golden Valley and
Hopkins are members of the Southwest Mutual Aid Agreement, a
Joint Powers Agreement which provides equipment, personnel and
facilities to the participating jurisdictions upon request;
WHEREAS, the Cities of St. 7-cuis Park, Golden Valley and
Hopkins have the authority, purs1.;anc to Minnesota Statutes
Section 471.59 to enter into agreements for the joint and
cooperative exercise of ccmmer. -ewers, including those which are
the same except for the territorial lints within which they may
be exercised;
WHEREAS, the cities of St. Louis Park, Golden Valley and
Hopkins desire to enter into an agreement to provide automatic
first -alarm response to structure fires within the three
jurisdictions; and
WHEREAS, the Cities of St. Lou =s Park, Golden Valley and
Hopkins find it is in their common interest and benefit and the
interest and benefit of their citi zens to enter into an
agreement, one with the other, concerning automatic first - -alarm
response to structure fires within their respective
jurisdictions;
NOW THEREFORE BE IT RESOLVED, that the Cities of St. Louis
Park, Golden Valley and Hopkins hereby, by act of their City
Councils, enter into a Joint Powers Agreement for automatic
first -alarm response to structure fires as provided herein:
I. Purpose
This Agreement is entered into pursuant to the authority
set forth in Minnesota Statutes Section 471.59 which
Provides authority for St. Louis Park, Golden Valley and
Hopkins to enter in joint and cooperative agreements to
provide services which each are common to each. The purpose
of this Agreement is to allow and define a procedure for the
Cities of St. Louis Park, Golden Valley and Hopkins to
provide automatic first -alarm response for structure -
fires within one another's jurisdictional boundaries.
13:53 ti_� ul. o., .r ��•�� - --
Page 2.
11. Procedure
St. Louis Park, Golden Valley
one another an engine company
basis to structure fires.
St. Louis Park, Golden Valley
will provide firs- alarra stru
herein:
and Hopkins will provide to
to respond on a first -alarm
and Hopkins engine companies
=t,_,re response as provided
A. St. Louis Park automatic response to Hopkins
Entire City, Mcnday through Friday, exclusive of
holidays, 0800 -1600 hours.
B. Hopkins automatic response to St. Louis Park
1600 hours to 0800 hours, Saturday, Sunday, and
holidays, 24 -hour response.
St. Louis Park, south of Minnetonka Boulevard
C. St. Louis Park to Golden Valley
0800 hours to 1600 hours, Monday - Friday,
exclusive of holidays, entire city of Golden
Valley.
D. Golden Valley to St. Louis -ark
1600 hours to 0800 hours, Saturdays, Sundays, and boundaries
holidays, is Dark southnto.Minnetonka�Bou Boulevard.
of St. Louis
III. operating committee
St. Louis Park, Golden Valley and Hopkins shall establish
an operating cor- mittee to implement and administer the
policies and services set forth in this Agreement.
A. The operating committee shell comprise the Chief of the
St. Louis Park, Golden Valley and Hopkins Fire
Departments or their designee.
B. The operating committee shall implement and monitor
this agreement and may make adjustments to response
times and response areas as may be required.
Iv. Reciprocal Defense and Indemnification
St. Louis Park, Golden Valley and Hopkins agree to indemnify
and defend cne another against any claims brought or actions
filed against one of the participants to this Agreement or
any officers, employees, or volunteer thereof for injury or
death to any third person or persons, or damage to the
property of third persons, arising out of the performance
of services under this Agreement.
N
Page 3.
The intent of the indemni ;;cation requirement is to impose
on St. Louis Park, Golden Valley and Hopkins a limited duty
to defend and indemnify one another for claims arising
within their respective territorial limits when an engine
company from St. Louis Park, Golden Valley or Hopkins
responds to a structure fire under the terms of this
Agreement.
The duty to indemnify and defend under this Agreement shall
rest with the City where the incident giving rise to the
duty to indemnify and defend occurs. The duty to defend and
indemnify under this Agreement is subject to the liability
limits under Chapter 466,. Minnesota Statutes. The purpose
of creating these reciprocal duties to defend and indemnify
is to,simplify the defense of liability claims by
eliminating conflicts among defendants, and to permit
liability claims against multiple defendants from a single
occurrence to be defended by a single attorney.
Under no circumstances, however, shall St. Louis Park,
Golden Valley or Hopkins be required to pay, on behalf of
itself and another participant to this Agreement, any
amounts in excess of the liability limits established in
Chapter 466, Minnesota Statutes, applicable to only one
Party. The limits of liability for St. Louis .Park, Golden
Valley and Hopkins may not be added together to increase the
maximum statutory liability limits for any Party.
St. Louis Park, Golden Valley and Hopkins shall each satisfy
themselves that they.have adequate insurance to cover any
claims brought under- this Agreement and that the activities
and responsibilities set forth herein are covered under the
provisions of their respective insurance policies. To the
extent the activities and responsibilities set forth herein
are not currently covered, each City shall obtain
appropriate insurance coverage.
V. Termination
Any City which is a signatory to this Agreement may
terminate its participation by providing sixty days written
notice to the other participants. Notwithstanding the
withdrawal of one participant, this Agreement shall remain
in effect as to the remaining cities, unless one or both
provide written notice of germination in the manner set
forth above.
Page 4.
02.. Authorization and Effective Date of Agreement
This Agreement shall require authorization by the City
Councils of St.Louis Park, Golden Valley and-Hopkins and
shall be effective upon execution by_all three cities.
Nov, therefore, be it enacted by the City Council of Hopkins
this dav-of 1994, that-the City
Manager is hereby authorized to execute a joint power
agreement, in substantially the form set forth herein,
with the Cities of Golden Valley and St.Louis Park, for
automatic first -alarm response to structure fires.
Mayor
y Manager
raww rI,' - . yy ifvi r.— _
ATTACHMENT 12
MEDIC STAFFING BENCHMARK PLAN
OVERVIEW
This plan proposes an index to predict future paramedic staffing
needs. This index is based on past staffing demand and service
transfers.
The index is a range or window of calls /medic. The decision maker
can select a benchmark number to guide future staffing levels.
INDEX
The index is created by combining the information identified in the
following graphs /sources:
1. Annual Calls EMS - 10 or more years; (i.e., Graph No. 1
attached)
2. Fire Department Staffing Levels - 10 or more years; (i.e.,
Authorized Positions Graph 14)
3. EMS Service Transfers - 10 or more years; (i.e., EMS Transfers
Graph 6B)
It is possible to plot the effectiveness of the Department's
response by comparing "transfer" trends against call /medic. The
result should be a high /low number for a call range. The benchmark
must then be selected.
CONCLUSION
The result is a calls /medic range that reflects the Department's
ability to meet response mission. While this number range is
useful, it should be used as only one tool for decision makers to
predict future needs. The composite graph for the period 1992 -93
is presented below. The benchmark might be defined as #200
call /medic.
TRP /ras
Calls per Medic vs. Transfers
1982-1993
Number of Calls
250 r---
200
150
100
50
A
.* ... ...... .......... * .......... * ..........
.......... ...........
Year
1982
1983
� 1984 �
1985
1986
1987 �
1988
� 1989
� 1990
1991
� 1992
� 1993
Transfers 19
65
137
203
202
144
135
137
134
136
148
12
112
163
12
119
170
f 12
127
173
12
138
174
12
179
188
12
Calls/Medic
121
9
164
81
164
8
140
Medics on Staff
. 10
12
12
0
M
z
ATTACHMENT 13
CA27=RMS
OVMtALL PRI XUrr RAM40
PRXX=RAlIIK3WAC:r ON
I= DEPARnow
PRIORIIY RA7MCAWACr ON
C =r
Pt itAMNCLW=
1®adste Amon Ra1u
Rev. Inc Commaod System
1
2
1
1
Re- Establiab Cbz=C:ommaod
2
1
2
2
Present'93 EFD Budget
3
3
3
.:..:..:..
"77" TASK PORCSI
riealtbRimess
1
1
2
i
Stress Management
2
2
1
4
Rev. CSII Batt System
3
S
S
2
Pre -Fire Planning
4
3
7
3
Safety Committee
S
4
6
8
Rev. Promotion System
6
6
4
9
� Fire Alarm Response
7
7
3
7
Basic Inspection Program
8
8
8
S
EmplOyea Develop— p
q
11
q
10
Rev. EMS System Operation
10
14
10
11
Building/Grounds Update
11
10
11
17
Fire Safety Education Pros
is
16
6
Review ALS DePlOyment
13
16
12
12
Employee Reeognitioa
14
9
14
U
Productive Wort Assignments
is
12
13
14
Vehicle Spec, Systems
16
13
14
16
Researsb Social Activities
17
17
17
18
Per{ormaaee Rev. System
18
18
18
17
Mission Statement
19
19
19
19
ADDfI10NA1. IDEAS NOtiRATED .
I
o REVIEW MANPOWPA
o OOING&O g M BY C=
o C>OMII'lUM EDUCAaWN - EMS
O TEAM BUQDM
o ONE To ONE vnFSLV1$WS
o SFM DWARndW?r MWnNM
o WANAGEME TRAWIM
o PROS GWK OPPORIVNRmsw
FIRE DEPARTMENT 1992 -94 STUDY
ANNOTATIONS
The following annotations are added and made part .of the study following reviews of the
current draft dated July, 1994.
PHASE I:
o Item No. 1 - Page 3, "Transfers"
The reference to "personal policies" should read "personnel policies ".
o Item No. 2 - Page 4, "EMS Response Time;
Our goal of six minutes, ninety percent of the time, is an Edina goal. The
Hennepin County standard requires ten minutes, ninety percent of the
time. The Edina goal reflects what we believe represent the local values of
a premier service. This goal is self- imposed.
o Item No. 3 - Page 4, "Response Time"
Our goal of eight minutes, ninety percent of the time for fire services, is a
reflection of what the Fire Chief views as a reasonable response time in a
suburban setting. This is not what traditionally would be viewed as
acceptable for fire response times. Such times traditionally have been
three minutes. A three minute response times may be desirable but not
economically achievable in our setting.
o Item No. 4, Page 4, "EMS Calls by Age"
This item should read "age group 65 years old and older ", have increased
by six percentage points. However, the increase on the order of forty
percent, 14.52 percent in 1980 to 20.37 percent in 1990.
o Item No. 5, Page 2, "Attachment 213"
All references in this study to the term "window ", refers to a narrow peak
demand period. Typically, this demand window is eight hours or less in
duration and represents -a window of opportunity for action.
o Item No. 6, Page 5, "The Fire Department Budget as a Percentage of the General
Fund"
The expectation should read "budget" expectation.
o Item No. 7, Page 5, "Fire Department Expenditures and Revenues"
"Fire Department Expenditures and Revenues" should read "budget"
expectations.
o Item No. 8, Page 6, Attachment No. 18, "Structure Fires ".
"Structure Fires" should read, 19 to 60 firefighters.
o Item No. 9, Page 9, "Table"
All references to "REV." should be read "Review ".
o Item No. 10, Page 5, Attachment 11A, Note:
The past 10 year trend has shown a steady improvement in fees and
revenues, however certain changes in health care legislation and a tax on
health care services may slow down or change this trend. At this date, in
1994, the effects cannot be accurately forecast. The budget for 1995
cautiously provides for continued improvement but the outlook is not clear.
o Phase II, Page 2, Attachment No. 5, "EMS and Fire Calls Demand by Time of
Day"
The primary demand time for Edina is during the daytime period of 0900
to 2100 hours. This is not common to other suburban departments. For
example, in the case of Hopkins, the demand is relatively constant by all
hours of the day.
o Phase III, Alternative No. 3, Page 5:
The second sentence should read, "Marketeers ".
o Phase III, Alternative No. 3, Page 5:
Additional clarification. The Edina Fire Department compares favorably
with private fire and EMS operations. Private operations do provide
political and organizational advantages, not normally found in traditional
public organizations. Additional information, and discussion is outlined in
the text.
o Phase III, Alternative No. 3, Attachment 2
Note the cost per Firefighter is total Fire Department cost.
o Phase III, Alternative No.4, Page 4, "Operations Policy"
Third paragraph reference is to a 1.5 inch diameter attack line.
This completes the annotations to the 1992 -94 Study.