HomeMy WebLinkAbout2018/04/30 - ADMIN - Agenda Packets - City Council - Study SessionAGENDA
APRIL 30, 2018
3:30 – 5:00 p.m. MEETING W/ CONGRESSMAN KEITH ELLISON – Community Room
5:00 – 5:30 p.m. ~ Dinner Break ~
5:30 – 7:15 p.m. BOARDS & COMMISSIONS INTERVIEWS & DISCUSSION – Community
Room
7:15 p.m. STUDY SESSION – Community Room
Discussion Items
1. 7:15 p.m. Environment & Sustainability Commission Membership Requirements
2. 7:35 p.m. Policy Prohibiting Family Members of Council from Serving on Boards
and Commissions
3. 7:50 p.m. Fire Department Strategic Plan
8:50 p.m. Adjourn
Written Reports
4. Yeshiva Boys High School Expansion
5. Off-Sale Intoxicating Liquor
Auxiliary aids for individuals with disabilities are available upon request. To make arrangements, please call
the Administration Department at 952/924-2525 (TDD 952/924-2518) at least 96 hours in advance of meeting.
Meeting: Special Study Session
Meeting Date: April 30, 2018
Discussion Item: 1
EXECUTIVE SUMMARY
TITLE: Environment & Sustainability Commission Membership Requirements
RECOMMENDED ACTION: No action at this time. This item was prepared at the request of
council to discuss potential changes to the membership requirements for the Environment &
Sustainability Commission.
POLICY CONSIDERATION: Does the City Council want to make changes to the membership
requirements for the Environment & Sustainability Commission?
SUMMARY: Over the past several years the city has had difficulty recruiting and filling the
business and residential tenant member positions on the Environment & Sustainability
Commission. During the most recent annual appointment process, the city received no applications
for either the business or residential tenant member positions on the Environment & Sustainability
Commission. Multiple councilmembers requested a discussion regarding the membership
requirements specifically for the business and residential tenant member positions.
A 13-member Environment & Sustainability Commission was created in 2013 via Ordinance No.
2438-13. The membership requirements for each of the positions are set forth in City Code Sec.
2-332. The bylaws of the Environment & Sustainability Commission do not address membership
requirements. The Rules & Procedures for Boards and Commissions also contain general
membership requirements for all boards and commissions, including the Environment &
Sustainability Commission.
If the council desires a change to the membership requirements for the business and residential
tenant member positions on the Environment & Sustainability Commission, an ordinance
amendment is required. No changes would be required to the bylaws for the Environment &
Sustainability Commission or the Rules & Procedures for Boards and Commissions. Any
proposed changes to the membership requirements should also be sent to the Environment &
Sustainability Commission for review.
FINANCIAL OR BUDGET CONSIDERATION: Not applicable.
VISION CONSIDERATION: St. Louis Park is committed to being a connected and engaged
community.
SUPPORTING DOCUMENTS: Discussion
City Code Sec. 2-332. Membership; terms.
Rules & Procedures for Boards & Commissions
Prepared by: Melissa Kennedy, City Clerk
Reviewed by: Nancy Deno, Deputy City Manager/HR Director
Approved by: Tom Harmening, City Manager
Special Study Session Meeting of April 30, 2018 (Item No. 1) Page 2
Title: Environment & Sustainability Commission Membership Requirements
DISCUSSION
What are the current membership requirements for the Environment & Sustainability
Commission?
Membership Type Number of Positions Qualifications
Regular Members 8 -Qualified voters and residents of the city.
-Council should ensure representation from
each ward.
Business Members 2 -Must reside in the city.
-Must own or operate a business in the city.
Residential Tenant 1 -Must reside in the city.
-Must have been a resident of the city for at
least 365 calendar days prior to
appointment.
-Must meet the definition of a tenant as
contained in Chapter 1 of the St. Louis Park
City Code.
Youth Members 2 -Must reside in the city.
-Must be a high school student.
What is the definition of a tenant?
•The definition of a tenant is contained in Sec. 1-2 of the City Code.
•The term tenant, when applied to a building or land, shall include any person holding a written
or oral lease of or who occupies the whole or part of such building or land, either alone or with
others.
•Additionally, Sec. 2-332 of the City Code requires that the residential tenant member must
have been a resident of the city for at least 365 calendar days prior to appointment.
What is the process that would need to be followed to change the membership requirements?
•Changes to the membership requirements would require an ordinance amendment. The
ordinance would require two readings and publication according to law.
•If council directs staff to prepare a draft ordinance amendment the changes should also be
provided to the Environment & Sustainability Commission for review prior to formal
consideration by the council.
If changes are made to the membership requirements, how would vacant positions be filled?
•The process by which vacancies are filled is at the sole discretion of the council.
•One option is to direct staff to conduct a special recruitment to fill the specific vacancies on
the Environment & Sustainability Commission. The positions would then be filled using the
same process currently followed by council whereby applications are reviewed by council and
candidates are selected for interview and appointment by council.
Special Study Session Meeting of April 30, 2018 (Item No. 1) Page 3
Title: Environment & Sustainability Commission Membership Requirements
Sec. 2-332. Membership; terms.
(a)SLP shall be an advisory commission to the city council. It shall consist of eight regular members,
two business members, one residential tenant member, and two youth members, all appointed as set forth
in this section.
(b)Regular members. The city council shall appoint three regular members of the commission for
terms to expire on December 31, 2013, three regular members for terms to expire on December 31, 2014,
and two regular members for terms to expire on December 31, 2015. All subsequent appointments shall be
for three-year terms that shall expire on December 31 of the third year of such term and until a successor is
duly appointed and qualified. The city council should ensure representation from each city ward, as outlined
in Chapter 10 of this code. In the event of a vacancy, the city council shall appoint a person to complete the
unexpired term. A member of the commission may be removed with or without cause by the city council.
(c)Business members. Two voting business members who shall reside in the city and own or operate
a business in the city may be appointed by the city council and serve a term of three years.
(d)Residential tenant member. One voting residential tenant member who shall, and for at least 365
calendar days prior to appointment, reside in the city and meet the definition of a tenant as contained in
Chapter 1 of this code as it applies to the member’s residence may be appointed by the city council and
serve a term of three years.
(e)Youth members. Two voting youth members who shall reside in the city and be a high school
student may be appointed by the city council and serve a term of one year.
(f)Qualifications. Regular, business, and residential tenant members of the Environment and
Sustainability Commission: Sustainable SLP shall be qualified voters and residents of the city. A vacancy
shall deem to exist if a member ceases to meet the residency requirements. All members of the commission
shall be appointed from persons who have demonstrated an interest in the commission by submission of
appropriate city forms and exhibit high energy, leadership, and a commitment to the environment and
sustainability.
Rules and Procedures for Boards and Commissions
Amended by City Council February 1, 2016
Resolution No. 16-027
A. Boards
The St. Louis Park City Charter grants the Council authority to form various boards and
commissions by ordinance. Boards and commissions serve in an advisory capacity to the City
Council and are conferred various degrees of decision making power. The City Council is the
sole policy making body of the city. Some boards and commissions include in their membership
persons appointed by the school board.
Boards and commissions of the City which are governed by the provisions of these rules and
procedures are as follows:
Board of Zoning Appeals
Community Education Advisory Council
Environment and Sustainability Commission
Housing Authority
Human Rights Commission
Parks and Recreation Advisory Commission
Planning Commission
Police Advisory Commission
Telecommunications Advisory Commission
And other boards as created by or determined by Council
In addition, other ad hoc groups may be formed as needed by resolution of the council.
B. Staff Liaisons
Each board and commission is assigned a staff liaison. Duties of the staff liaison are, in general,
to facilitate or assist in the meetings, record attendance, provide information and direction as
requested by the commission, and to serve as a conduit for information and assignments from the
City Council and the City Manager. Staff liaisons shall communicate all requests from a board
or commission to the City Manager, appropriate Department Director, and the Council, as
requested. It is also the responsibility of the staff liaison to inform the City Council of any
problems or issues that may arise.
C. Membership and Terms
i) Membership requirements are set by Council. All board and commission members
are appointed by the Council or, in some cases, by the school board.
ii) Board and commission members (except members of the Housing Authority) shall be
appointed to 3 year terms unless otherwise determined by the City Council. Members
of the Housing Authority shall be appointed to 5 year terms in accordance with M.S.
469.003, Subd. 6, unless otherwise determined by the City Council.
iii) The terms of board and commission members shall be staggered and shall expire on
May 31st.
Special Study Session Meeting of April 30, 2018 (Item No. 1)
Title: Environment & Sustainability Commission Membership Requirements 4
iv) Members may be removed, with or without cause, by the City Council.
v) The City Council will not appoint a board or commission member to serve
concurrently on more than one board or commission, not including the Charter
Commission.
vi) Members may only serve one (1) consecutive year as the chair of any board or
commission.
vii) Members cannot serve on the same board or commission as a member of their
immediate family, registered domestic partner, or members of the same household.
Youth members are exempt from this provision.
For the purposes of this section the term “immediate family” shall include the following:
- A spouse or registered domestic partner
- Mother, father, siblings, step relatives, and grandparents
- Members of the same household.
D. Youth Membership and Terms
i) The following boards and commissions shall appoint Youth Members: Environment
& Sustainability Commission, Human Rights Commission, Parks & Recreation
Advisory Commission, Planning Commission, Police Advisory Commission, and
Telecommunications Advisory Commission
ii) Youth members shall be appointed to one (1) year terms unless otherwise specified at
the time of appointment.
iii) The terms of youth members shall be concurrent with the school year, and shall
expire annually on August 31st.
iv) Youth members are conferred voting status, except in the case of the Planning
Commission and Board of Zoning Appeals.
v) Youth members shall reside in the City and be a high school student. For the
purposes of this section, the definition of “high school student” shall be a student
currently in or entering grades 7-12.
E. Qualifications
i) Members must be St. Louis Park residents, but need not have expertise in any
particular area. Willingness to serve and be involved are the most important
attributes of members.
ii) Per Resolution No. 01-078, the City Council will not consider applications for
appointment to advisory boards or commissions from regular full-time or part-time
St. Louis Park employees (as defined in the City’s personnel manual).
Special Study Session Meeting of April 30, 2018 (Item No. 1)
Title: Environment & Sustainability Commission Membership Requirements 5
iii) City Council will not consider applications for appointment to a board or commission
from other employees working for the City such as seasonal, temporary, part-time,
paid-on-call firefighters or contract employees if such appointment could cause a
conflict of interest.
F. Attendance
Regular attendance at meetings is a requirement for continued membership on any board or
commission. Irregular attendance and frequent absences are detrimental to the entire group and
put undue pressure on those members who do attend meetings. Regular attendance allows
members to learn about and discuss issues in depth, which contributes to more collaborative
decision making and effective recommendations to the City Council. Continued absenteeism is
considered grounds for dismissal by the Council.
G. By-Laws
Each board and commission shall create and maintain by-laws and meeting procedures. By-laws
must be consistent with the City Code and should follow the City Council’s template for by-
laws. Whenever changes are proposed, a draft copy of the new by-laws should be forwarded to
the City Clerk’s office for the City Council’s review. As per the City Code, the Council has 30
days to review and amend the proposed by-laws.
H. Meetings
Meeting times and locations are set according to each commission’s by-laws. Each commission
should defer to the Council’s meeting policy for meetings which occur on or near recognized
holidays. A quorum of the board is made up of a majority of members currently appointed. All
meetings will be conducted in accordance with the Minnesota Open Meeting Law, the City
Charter and the Municipal Code of Ordinances. The proceedings of meetings should be
conducted using standard parliamentary procedure. The City Council has adopted The Standard
Code of Parliamentary Procedure as their guide. A copy of this publication is available for
review in the City Clerk’s office. A simplified summary of these procedures is also available for
use by board or commission chairs and staff liaisons.
I. Minutes and other Records
i) Minutes of each board or commission meeting shall be prepared and maintained by
the staff liaison or other designated representative.
ii) Following board or commission approval, minutes shall be forwarded to the City
Clerk’s office for placement on a City Council agenda.
iii) Approved minutes shall be published on the City’s website no later than two (2) days
following formal acceptance by the City Council.
iv) Meeting agendas shall be published on the City’s website no later than three (3) days
prior to a scheduled meeting.
v) All board and commission records, including minutes and agendas, must be
maintained in accordance with the City’s records retention policy. Please contact the
Special Study Session Meeting of April 30, 2018 (Item No. 1)
Title: Environment & Sustainability Commission Membership Requirements 6
City Clerk’s office if you have questions regarding retention and preferred storage
medium.
J. Annual Meeting with Council Program
Council has established a process whereby all participating Boards and Commissions (identified
below) will meet collectively to present their annual report to the City Council at the “Boards
and Commissions Annual Meeting”. The following Boards and Commissions are subject to the
requirements for participation in the program:
Board of Zoning Appeals (BOZA)
Environment & Sustainability Commission
Housing Authority
Human Rights Commission
Parks and Recreation Advisory Commission
Planning Commission
Police Advisory Commission
Telecommunications Advisory Commission
Annual Written Report – Each Board and Commission listed above shall prepare a written
report for the Council which includes activities undertaken in the past year, a progress report on
the previous year’s goals, and goals for the coming year. Annual reports should also include any
areas in which the Board or Commission requests Council direction, assistance, or other reaction.
Annual reports must be submitted to staff liaisons no later than January 31st.
Annual Meeting and Presentation Instructions
The annual meeting with the City Council will take place each calendar year as outlined
in the procedures on file with the City Manager.
All current members of each participating Board and Commission will be invited to
attend the annual meeting.
Each Board and Commission will select one (1) representative to present their annual
report.
Each Board and Commission will be allotted a specified amount of time, as determined
by the City Manager, for presentation of their annual report and discussion with the City
Council.
K. Vacancies
The expiration of a member’s term on a Board or Commission shall be deemed a vacancy
on that Board or Commission. A member may continue to serve beyond the expiration
date of their term until a successor is appointed.
Resignation by a member of a Board or Commission prior to the expiration of their term
must be submitted in writing to the staff liaison. The staff liaison shall forward a copy of
the written notice of resignation to the City Clerk’s office. At the time of resignation, a
vacancy for the unexpired portion of the term shall be deemed to exist and the
recruitment process shall be initiated unless otherwise determined by the City Manager.
Special Study Session Meeting of April 30, 2018 (Item No. 1)
Title: Environment & Sustainability Commission Membership Requirements 7
If a member of a Board or Commission is not able to serve the full length of their term
due to unexpected circumstances (illness, relocation, death, etc.) a vacancy for the
unexpired portion of the term shall be deemed to exist and the recruitment process shall
be initiated unless otherwise determined by the City Manager.
All vacancies will be advertised at City Hall, in the Sun Sailor, Park Perspective,
neighborhood newsletters, on the City’s website and social media outlets.
L. Reappointment
Board or Commission members seeking reappointment to another term shall be subject to the
application, interview, and appointment processes unless otherwise determined by the City
Council. Overall performance and attendance by Board and Commission members requesting
reappointment will be considered by the Council.
M. Application Process
All individuals interested in serving on a Board or Commission, including those seeking
reappointment, shall complete an online application available on the City’s website. A
paper application is available, upon request, by contacting the City Clerk’s office.
Upon receipt of an application, a representative of the Administrative Services
department will confirm receipt of the application and provide the applicant with
information regarding the interview and appointment process.
All completed applications will be reviewed and evaluated by the City Council to
determine which candidates will move forward in the process.
Applications shall be retained for the period of 1 year following receipt.
N. Interview Process
Candidates may be asked to participate in an interview at the first study session in April
(unless otherwise determined by Council), at the discretion of the City Council.
The Administrative Services department will be responsible for scheduling candidate
interviews.
Following the completion of candidate interviews, the City Council will evaluate the
status of each applicant and inform the Administrative Services department of their
recommendations for appointment.
The Administrative Services department will notify each candidate of the status of their
application and information regarding the next steps in the process.
O. Appointment
Appointments shall be made annually by the City Council at the second regularly scheduled
meeting in May (unless otherwise determine by Council).
The City Clerk’s office will provide written notification of appointment to new members and
inform them of the details of their appointment. A copy of this information will also be provided
to the staff liaison.
Special Study Session Meeting of April 30, 2018 (Item No. 1)
Title: Environment & Sustainability Commission Membership Requirements 8
The staff liaison for each Board or Commission will provide the new member with meeting
information, discuss expectations, and review pertinent issues with them prior to the next
meeting of the Board or Commission.
P. Orientation
Staff liaisons, in conjunction with the Administrative Services department, will provide
orientation for new board and commission members.
Q. Rosters
The staff liaison is responsible for keeping an updated roster of the commission which should
include contact information, term of office, and date of appointment. The liaison is responsible
for notifying the Administrative Services department about roster changes.
R. Recognition
On an annual basis, the Council will formally recognize members who have left their position on
a Board or Commission during the previous year.
S. Conflict of Interest
No member of a Board or Commission shall:
(1) Enter into any contractual arrangement with the City during the term serving as an appointed
board or commissioner member and for a period of one year after leaving office, unless
authorized by Minnesota statutes § 471.88.
(2) Use their position to secure any special privilege or exemption for themselves or others.
(3) Use their office or otherwise act in any manner which would give the appearance of or result
in any impropriety or conflict of interest.
Special Study Session Meeting of April 30, 2018 (Item No. 1)
Title: Environment & Sustainability Commission Membership Requirements 9
Meeting: Special Study Session
Meeting Date: April 30, 2018
Discussion Item: 2
EXECUTIVE SUMMARY
TITLE: Policy Prohibiting Family Members of Council from Serving on Boards and
Commissions
RECOMMENDED ACTION: No action at this time. Mayor Spano would like to discuss
potentially implementing a policy prohibiting family members of council from serving on city
advisory boards or commissions.
POLICY CONSIDERATION: Does the City Council want to implement a policy prohibiting
family members of council from serving on city advisory boards and commissions?
SUMMARY: Staff was asked to look into the possibility of implementing a rule that would
prohibit a councilmember’s immediate family, registered domestic partner, or members of the
same household from serving on any city advisory board or commission.
The city attorney’s office provided the opinion that the city could implement such a policy because
commission members are not city employees and antidiscrimination rules base upon marital status,
etc. would not apply.
If the council would like to move forward with implementing such a policy, the Rules and
Procedures for Boards and Commissions would need to be amended. This amendment could be
passed via resolution. The Rules and Procedures for Boards and Commissions apply to the
following city advisory boards and commissions: Board of Zoning Appeals, Community
Education Advisory Council, Environment and Sustainability Commission, Housing Authority,
Human Rights Commission, Parks and Recreation Advisory Commission, Planning Commission,
Police Advisory Commission, Telecommunications Advisory Commission, and other boards as
created by or determined by council.
Charter Commission members are appointed by the district court and operate under statutory
authority. The city can advise the court of the existence of any policy related to membership
however, the court would not be bound by such a policy.
FINANCIAL OR BUDGET CONSIDERATION: Not applicable.
VISION CONSIDERATION: St. Louis Park is committed to being a connected and engaged
community.
SUPPORTING DOCUMENTS: None
Prepared by: Melissa Kennedy, City Clerk
Reviewed by: Nancy Deno, Deputy City Manager/HR Director
Approved by: Tom Harmening, City Manager
Meeting: Special Study Session
Meeting Date: April 30, 2018
Discussion Item: 3
EXECUTIVE SUMMARY
TITLE: Fire Department Strategic Plan
RECOMMENDED ACTION: Review and offer input on the proposed five year strategic plan
for the Fire Department.
POLICY CONSIDERATION: Is the strategic plan in keeping with the city councils
expectations of the role of the fire department?
SUMMARY: The Fire Chief has developed a five year strategic plan (2018-2023) which outlines
ten initiatives across all areas of department operations. The Fire Chief will touch on all ten
initiatives during the study session but wishes to spend the bulk of the conversation on Initiative 6
– Community Health Management found on pages 28 and 29 of the plan
FINANCIAL OR BUDGET CONSIDERATION: None at this time
VISION CONSIDERATION: Not applicable.
SUPPORTING DOCUMENTS: Discussion
St. Louis Park Fire Department Strategic Plan 2018-2023
Prepared by: Fire Chief Steve Koering Fire Chief Steve Koering
Approved by: Tom Harmening, City Manager
Special Study Session Meeting of April 30, 2018 (Item No. 3) Page 2
Title: Fire Department Strategic Plan
DISCUSSION
BACKGROUND: In 2015, the Fire Department undertook a process of determining how the Fire
Department’s mission and the changing demands of the community should intersect to create a
more resilient St. Louis Park. Based on this process, over the last three years the Fire Department
has made significant changes in its operations relating to personnel, equipment and apparatus. The
Fire Department has increased its efforts on prevention, racial equity and community health
management, all with the ultimate goal of sustaining a more resilient St. Louis Park.
The Fire Department is now positioned to explore how we might make significant inroads related
to how we deliver service. Where can we create improved access? What is the most appropriate
level of response? Is there revenue to offset costs of making all of this a deliverable? At the
request of the City Manager, the Fire Chief has prepared Strategic Plan to bring clarity and a
process for prioritization across all four department divisions.
This draft form of the strategic plan has been reviewed by Fire Department staff, including career
and part time firefighters. The Fire Chief has distributed it for peer review to area fire chiefs for
feedback. A number of internal and external stakeholders have reviewed the document and offered
feedback.
Page 1
St Louis Park Fire Department
Strategic Plan: 2018-2023
Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 3
St Louis Park Fire Department
STRATEGIC PLAN
2018-2023 TABLE OF CONTENTS Introduction
Chief’s Message .......................................................................................... ..3
The Need to Plan ...................................................................................... ..4
Background
Department Profile ................................................................................... ..5
Division Profiles…………………………………………………….6
Mission Statement ..................................................................................... 10
Planning for the Future
Drivers That Impact Strategy ................................................................. 11
Core Values ................................................................................................ 14
Organizational Structure ......................................................................... 15
Strengths, Weaknesses, Opportunities & Challenges ............... 16
Strategic Initiatives, Goals & Objectives
1 – Organizational Structure & Career Development ..................... 18
2 – Emergency Response Staffing .......................................................... 20
3 – Racial Equity ........................................................................................ 22
4 – Training ................................................................................................. 24
5 – Community Outreach and Education ............................................ 26
6 – Community Health Management .................................................... 28
7 – Revenue Enhancement ...................................................................... 30
8 – Technology .......................................................................................... 32
9 – Labor Management ............................................................................ 34
10 – Emergency Management ................................................................. 36
Implementation Methodology .............................................................. 39
Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 4
Page 3
Throughout history, America’s fire service has been
constantly evolving to meet the growing needs of the
communities in which they serve. As we look to the
future we recognize that as an organization, we must
proactively respond to change by collaborating on new
ideas, identifying areas for improvement and developing
viable solutions for the problems of today and future
years to come.
This plan outlines our strategy for how to approach the
future of our department as well as the ongoing changes
within our community. It builds on the plan outlined in
2015 while retaining the original goal of “Building a more
Resilient St Louis Park”.
This plan is designed to provide decision makers at all levels – within the department
and beyond – with a living, breathing five year planning document for the basis of making
strategic, long-range decisions. The plan provides a framework for collaborative
discussions with all stakeholders as we explore initiatives which might be new to the
community and to the department. This framework allows for all opportunities to be
assessed on how well we meet the expectation of quality, collaborative and responsive
service to our community across all four divisions of our department.
As an organization, we stand committed to accepting the challenge of cultivating these
strategic initiatives into reality. Over the course of the next five years, fire department
staff will strive to accomplish the objectives that support each of the goals and initiatives
as outlined in this plan. While we recognize that this is a fire department plan it is
imperative that we engage all areas of city government, our community, our schools and
any other stakeholder to ensure a success built on inclusion. We will continue to
monitor our work, adjust where necessary and communicate updates of our progress
to our stakeholders.
CHIEF’S MESSAGE INTRODUCTION Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 5
Page 4
THE NEED TO PLAN
The City of St. Louis Park has a
reputation for long-term planning, as
represented in its comprehensive
plan, strong financial and capital
improvement forecasting and
business recruitment efforts.
This document represents the first
real comprehensive strategic plan in
a number of years for the fire
department. The intent is to
identify short-term initiatives (within
5 years) and goals/objectives that are actionable and measurable.
Honoring Tradition and Planning for Change
The City of St. Louis Park and the fire department have a long history, and recently
celebrated its one hundredth year, The make up of the department today is a
combination of career and part time professionals who demand as much from
themselves as they do each other. This commitment to excellence is a contributing
factor to how we address and ultimately meet the needs of the community in the
future.
The demands placed on the city, and the fire department’s infrastructure by changing
demographics, a growing population, the expansion of transit corridors including light
rail, the intentional effort to recognize and adapt to the need for racial equity and
opportunities which exist for improved outcomes through better community health
management all signal the need for a thorough evaluation of our current state and how
that compares to our future state.
While we recognize the history and traditions of the past, we realize that we must plan
and adapt for the future. The challenge was to conduct a candid assessment of the
organization’s strengths and weaknesses and identified opportunities and challenges.
The result is a plan that refreshes the organization’s commitment to excellence by
laying the foundation for future success. INTRODUCTION Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 6
Page 5
DEPARTMENT PROFILE
In full operation since 1915, the St Louis Park Fire Department provides all-hazard
emergency and non-emergency services to the City of St Louis Park. The fire
department serves a population of approximately 48,000 residents within its 11-square
mile coverage area. The department provides a wide range of services to the
community, which includes:
Education and fire prevention
Community code enforcement
Emergency Medical Response
Building, fire and life safety inspections
Community EMT/Mobile Integrated Healthcare
Fire suppression
Technical rescue
Hazardous materials response
Emergency management and disaster preparedness
The fire department is directed by a full-time fire chief who also serves as the city’s
emergency management coordinator. There is a fulltime Deputy Chief of Operations ,
and Assistant Chief of Training and EMS and an Assistant Chief of Prevention who is
also the Fire Marshal. A full time career staff of 27 firefighters working 24 hour shifts
coupled with a 25 part-time duty crew firefighters provide the staffing to address the
demands for service. The department is divided into four divisions; Prevention,
Suppression, EMS/Community Health Management, and Emergency Management.
Emergency Response Operations
The department responds to a growing number of calls and is currently at 5200 calls
for service annually, ranging from emergency and non emergent medical response,
structure fires, to car accidents, to fire alarms. Emergency responses are handled by
the on duty staff with robust call back, auto aid and mutual aid agreements to cover
additional demand. The fire department responds out of two fire stations and has a
diverse fleet consisting of 3 engines, 1 ladder, 2 Light Rescues, 1 boat, 1 RAMP vehicle
an ATV for wildland along with various support vehicles.
The communities fire protection class from the Insurance Services Organization (ISO)
Is Class 2.
Over the last 20 years, the city has supported a combination model of staffing using
both career and part time members. Department staffing levels and structure had
remained largely unchanged over the past two decades when the department was
awarded a SAFER grant to hire three additional career staff. The transition of the
volunteer firefighters to a part time duty crew resource coupled with the additional
career staff allows for a more predictable level of staffing and enhances firefighter
safety. BACKGROUND Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 7
Page 6
DIVISION PROFILE
Prevention and Education
The fire department believes that the best fire is the one that is prevented.
Throughout the year, the department’s Prevention Division, works to educate the
community on fire safety, Hands Only CPR. PulsePoint and community risk reduction.
The division identifies and coordinates classroom fire prevention training and educates
various target populations on prevention and workplace/home safety. The department
currently manages the demand for public education through the Community Outreach
Coordinator who is a department employee and firefighter.
This division is responsible for updating all preplan data and contact information to
facilitate more effective response. This includes updates to Active 911, PulsePoint and
CAD (Computer Aided Dispatch).
Code enforcement seeks to enforce ordinance requirements throughout the city.
While code enforcement primarily maintains quality of life standards, they also play an
important role in the early identification of unsafe entry points, maintaining access for
emergencies, exterior hazards, public health hazard mitigation and ensuring compliance
with the fire code.
This division works closely with the city’s Inspections, Planning and Economic
Development divisions to help attract and retain businesses. The department employs
four code enforcement officials who work collaboratively to define solutions that meet
the needs of the customer and the overall safety of the community. The community is
currently classified as an ISO 2 city. BACKGROUND Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 8
Page 7
DIVISION PROFILE
Fire Suppression and Emergency Response
The fire department is relied upon for a variety of hazardous responses. The demand
for those services continues to grow along with the severity and complexity of the
events. The trends in societal change which include active shooters events, mass
casualty incidents and the abuse of prescription medications requires the department
to recognize these new hazards, train for response and ultimately provide safety
measures for staff that were not required just a few years ago.
In addition to the challenges of response comes the responsibility of designing and
budgeting for apparatus which is better matched to the response. While the
department went through a significant right sizing process in 2015-2017 this is an
ongoing process which requires collaboration with Finance, Operations the City
Manager and the City Council. The current apparatus were designed with future
needs in mind of staffing, light rail, lower fuel usage and overall vehicle weight. The
technology allows for safer lighter weight more efficient operations throughout the
city.
Changes in technology tied to response includes air packs, protective clothing, gas and
heat detection, communications, and training. Another growing challenge that
continues to impact our staff is the effects of response on the staff. Higher prevalence
of cancer due to the exposure to products of combustion, higher incidents of cardiac
arrest tied to fatigue, sleep deprivation and diet. The high incidence of PTSD and
other behavioral concerns due to the accumulative effect of response. Better support
of the staff and continued efforts legislatively to fund recovery should be our highest
priority.
Today we staff using a combination model of part time duty crew firefighters and full
time career firefighters. We have benefitted from the additional staff afforded by the
SAFER grant and the expansion of the duty crew. However the challenges with this
model and its sustainability require constant vigilance. Having enough staff to meet the
need of an all hazards response is complicated but necessary to ensure firefighter
safety. Staffing will continue to be a priority throughout this time period. BACKGROUND Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 9
Page 8
DIVISION PROFILE
Emergency Medical Services
The fire department serves as the primary first responders for all emergency medical
incidents within the city. Calls for service continue to grow on the average of six
percent a year. The aging population of the community and the density of senior care
facilities is a significant driver of demand. The department continues to explore ways
to create a more appropriate response within a system that is in need of redesign.
The fire department was the lead organization in the conception and implementation of
the Post Discharge program with Park Nicollet/Methodist hospital aimed at reducing
readmissions and creating a safer environment for healing. Since the inception it has
grown to five cities and created patient contacts for over 1400 patients. Reducing 911
calls and the unpredictability of emergency response is key to enhancing the overall
reliability of the fire department.
The continued efforts of the department to analyze the current and future demands on
our staff along with the rapidly changing industry of healthcare is an important role.
The expansion of mobile integrated healthcare including community paramedicine and
community EMT place the department at the forefront of this model including the
revenue streams that it offers to support resources.
The future of EMS in this community is most likely to be a combination of 911
advanced life support response, basic life support response, mobile integrated
healthcare and innovative programs directed at overall community health management.
Working to assist patients in the navigation of available resources and assisting with the
integration of the care plan will be necessary elements of a system designed to improve
access, lower the cost of overall healthcare, enhance the reliability of response and
improve outcomes. BACKGROUND Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 10
Page 9
DIVISION PROFILE
Emergency Management
The fire department models and supports an all hazards approach to emergency
response. The responsibilities of it’s role as the emergency management coordinator
include;
The overall accuracy and readiness of the emergency operations plan
Defines and update the hazard mitigation plan for the city
Trains personnel in the incident command system
Coordinates emergency management efforts with the Lakes Region and Hennepin
County Emergency Management
Community engagement in the emergency management process reinforces resiliency
and readiness. One effective method of reinforcing this engagement is by supporting a
CERT Team ( Community Emergency Response Team). This places highly motivated
individuals within the neighborhoods who become advocates and a resource in the
event of an incident. This program has been successful and is currently 27 members
strong. It needs to grow to around 45 members and become more involved in
neighborhood activities. CERT is a volunteer group managed by exceptional
volunteers and the fire department works closely with them to secure resources, assist
with training and to provide oversight. BACKGROUND Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 11
Page 10
MISSION STATEMENT
Over the centuries, the fire service has transitioned from bucket brigades to horse-
drawn carriages to modern-era, high-tech firefighting equipment. While firefighting is
still an essential function of most cities, the expectations of the fire service has
demanded growth into a full-service, all-hazards emergency services business.
Regardless of when or why 911 is called, the fire service must be prepared to respond.
Having a clear missions is important to any organization. Mission statements much like
the industry we work in need to be reviewed, validated and reaffirmed. Without this
intentional process the work of the organization can begin to expand beyond the
original intent.
The mission statement is designed to answer the following questions about the
organization:
Who are we?
Why do we exist?
What do we do?
Why do we do it?
Who do we do this for?
As we fulfill this strategic process we will need to explore the validity of the current
mission and either realign the goals and objectives or redefine the mission.
It is the mission of the St. Louis Park Fire Department to;
Protect, Educate and Serve with Courtesy
and Integrity THE FUTURE Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 12
Page 11
BUDGET
Ongoing support by the community of our operating budget is a critical component to
support the resources needed to fulfill objectives. The department’s operating budget
has stabilized following adjustments over the last three years to bring the budget in to
line with the service level expected by the community and gaps which had not been
remedied prior to 2013. As new initiatives are discussed it will be imperative to
explore funding sources which create the lowest exposure to the tax levy as possible.
Finding creative revenue streams or grant funding will be a component of the planning
process. By having a more complete understanding of the WHY we do things will
allow for more consistent approaches to the WHAT, HOW and WHO.
UNPREDICTABLE CHANGES IN HEALTHCARE
The number one challenge we face as a community is the fluid landscape of healthcare.
Looking at the overall health of the community and the access that community has to
healthcare services will become a significant part of future strategy. Instead of looking
through the lens of emergency response, which is reactive, we might consider the role
of the fire department as the lead organization in community health management,
which is proactive. Using alternative EMS/Fire staff to reduce the demands on fire
response staff for low acuity medical calls will improve the reliability of the department
for all response. By using EMS/Fire staff the right resource can be deployed for the
right problem at the right time. Partnering with agencies which navigate resources and
help create a more cohesive care team models will improve customer satisfaction,
patient security, and ultimately dramatically improve outcomes. The department has
proactively engaged in the area of healthcare reform, mobile integrated healthcare,
Community EMT, and discussions about Basic Life Support Transport.
SUSTAINABILITY OF STAFFING MODEL
The department currently operates as a combination Career/Part Time workforce.
This model has gained favor over time throughout the nation as a solution to managing
peak demand. Part firefighters are called in when call volume or the incident itself
exceeds on duty shift capacity. While this has proven to be an effective solution it
does have its limits. Work rules for part time staff limiting their available time,
retention of part time staff in todays workforce is a different challenge, cost per
employee have risen to incent retention which limits how many part time staff you can
support, and the need to support ongoing training, leadership development and
succession planning is impacting the availability of staff for response. So as demand
increases and reliability is impacted the solutions are likely a combination of staffing
types in order to control the financial impacts to the community. History is not
necessarily a good predictor of staffing. New initiatives will potentially require
different perspective to determine the staffing model BACKGROUND DRIVERS THAT IMPACT STRATEGY
Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 13
Page 12
COMMUNITY DEVELOPMENT
St Louis Park is a strong vibrant community, recognized as a great place to live and
work. The continued growth and development throughout this community is
testament to that. Along with this continued growth, also comes a continued demand
on the resources throughout the city including the fire department. The forecasted
growth of the community particularly our senior population will create the need for
additional response and appropriate staff to address the need. The impacts are
certainly specific to a given development, however statistically for every resident you
add in assisted or skilled nursing care you add one call per year per resident. That
requires a more intentional discussion as new development occurs, on how we
support the demand. Utilizing the cities' “Sprinkler System Assessment Program” will
improve safety and resilience of our older stock of commercial buildings and our ISO
Class 2 rating will incent residents and business owners to lower their costs by
upgrading protection.
CALL VOLUME
Call volume as a singular item should not be the sole barometer to determine
resources or future staffing needs. Instead a more quantifiable review of the response
data will help guide decisions about how to reduce certain call types, are the right
response and resource being used and is this an anomaly or a measurable trend. The
goal is to create an environment where the right resource is managing the demand
coupled with prevention and community education to eliminate or significantly reduce
the likelihood of it happening again. Call volume and call type represent one way of
understanding the gaps within the community and areas to focus on to improve
resiliency.
ITS ALL IN THE NAME
Throughout it’s 100 year history the St Louis Park Fire Department has had the words
fire or fire rescue in its name. This traditional approach to how we think about our
mission is not unusual throughout the fire service. The reality is that where we invest
the greatest amount of time is in the area of prevention and community risk reduction.
The name infers that we are fighting fires and rescuing people, when truly our mission
is to reduce rescues and eliminate fire loss. As we explore a different way to prioritize
our work within our mission it is fair to say that we might gain credibility and clarity if
our name more closely mirrored what we do. If we wish to be recognized as an
integral part of the healthcare system then it seems logical that we must first recognize
ourselves and call that out. The name is not the sole identifier, however it answers the
question when people ask “So what do you do”.
DRIVERS THAT IMPACT STRATEGY BACKGROUND Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 14
Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 15
Page 14
CORE VALUES
As an organization, the St. Louis Park Fire Department has a core set of values that
carry through to each member. As a philosophy, we believe that we are not just
employees, but members of an exceptional team. To be exceptional, we strive to
support and take care of each other. This is the brotherhood of our profession. To
that end, our core values are:
Trust
A firm belief in the reliability, truth, ability, or strength of someone or something. This
is a business of trust. We believe our moral principles and trustworthiness in our
personal life will carry through to the department and throughout the community. We
cannot build trust until we first prove our trustworthiness.
Professionalism
Professionalism is cliché and most times overstated. It is however one of the most
commented qualities that our customers recognize about us when we respond to their
problems. We hold our profession to the highest standards through committed
service to our community. We exemplify our professionalism in the way we conduct
ourselves through training and service.
Esprit de Corps
Esprit de Corps is the feeling of pride, fellowship, and common loyalty shared by
members of a group. We salute those past and present who have served and serve.
We honor the traditions of the fire service through our commitment, self-sacrifice and
pride in our coworkers our department and the community.
Unified
We treat everyone in a nonjudgmental, supportive, and caring manner. We are a
collective of many personalities, goals and ambitions however we perform best when
our motivations are for the good of the team and not any one individual.
Communicate
We respond to all tasks in a faithful and selfless manner. We respect the needs of
others to be included in our process. It is our culture to respect deadlines and to offer
a professional and respectful response whenever we share information about our
work. THE FUTURE Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 16
Page 15
ORGANIZATIONAL STRUCTURE
The cornerstone of a first-class fire department is a strong leadership and
organizational structure. Trained and prepared for often the most difficult and
dangerous tasks, whether it be the result of a man-made or natural occurrence,
firefighters are called to perform under the most adverse conditions. Professionalism,
teamwork, personal discipline, dedication and loyalty are the personal characteristics
that form the cultural foundation of the fire service.
As a safety-oriented organization, we have adopted a paramilitary style organizational
structure. Evidence of this is seen in the use of the National Incident Management
System (NIMS) and the utilization of the Incident Command System (ICS) at emergency
events. This type of structure provides for strategic and tactical level direction,
ensures accountability and maintains an appropriate span-of-control.
We are in the customer service business!
While the ICS is considered the backbone of any incident response, a strong
organizational structure is also important for day-to-day operations. In years past, the
department operated with this mindset in day to day operations as well. This approach
creates very little opportunity for individual or group development. It diminishes
succession planning and ultimately restricts the responsiveness of the organization. It
is our desire to have a more engaged workforce where individuals are allowed to
grow, advance their ideas and position themselves as future leaders within this
organization or another. The department benefits when people feel like they matter,
their ideas are listened to and managements role is to support not inhibit ingenuity.
Planning for the Future
An organization that supports this culture needs to be flexible and structured so that
each person knows who they are accountable to and where they get support.
Reinforcing a decision making model that is based on fair process builds confidence and
respect. The organizational structure needs to foster individual excellence while
reinforcing the connection the individual has to the department and the city as a whole.
This will create new opportunities for informal and formal positions of leadership. It is
imperative to understand not only the opportunity or challenge but also how we can
support it if we decide to address it. If we expand our service based on the needs of
the community then we will also determine the best way to manage and sustain that
service within the organizational structure including adding positions where necessary. THE FUTURE Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 17
Page 16
ORGANIZATIONAL STRUCTURE THE FUTURE Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 18
Page 17
STRENGTHS, WEAKNESSES, OPPORTUNITIES AND
CHALLENGES
Central to any strategic planning process is the
evaluation of an organization’s strengths,
weaknesses, opportunities and challenges/threats.
This is commonly referred to as a S.W.O.T. or
S.W.O.C. analysis. This is an ongoing process
within the department involving both internal and
external stakeholders. The process is transparent
and any stakeholder and all are welcome to
contribute ideas and feedback. Specific process
improvements for officer meetings, shift meetings
and staff meetings and opportunities for staff input
have improved the willingness to contribute and
the candor of those involved.
In 2015 the department created a plan that was directed at focusing on the next 5
years. While not a fully developed strategic plan it did identify specific needs that
required greater research and key priorities that would need to be met in order to
reach the specified targets for 2020. The goal was to build a more resilient St. Louis
Park. This strategic plan builds on the progress since 2015 and more clearly defines
where we were, where we are currently and where we are headed.
Initiatives for the Future
Taking into consideration the current state of the department, ongoing initiatives and
where we as an organization see our future path we believe there are 10 strategic
initiatives. These initiatives, along with their specific goals and objectives, will be the
foundation for the future.
“Setting goals is the first step in turning the invisible into
the visible”
–Tony RobbinsS.W.O.C. Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 19
Page 18
Organizational
Structure & Career
Development
INITIATIVE #1
The St Louis Park Fire Department provides
leadership, mentorship and accountability for
a dynamic organization that is flexible to
meet changing community needs, focused on
developing and preparing new leaders for
the future while maintaining accountability to
the organization and the community. INITIATIVES Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 20
Page 19
ORGANIZATIONAL STRUCTURE & CAREER DEVELOPMENT
1
GOAL 1
Develop St Louis Park Fire Department members to their fullest professional
potential.
Objectives
1.Support our Oz Principle engagement philosophy of “See it, Own it, Solve
it, Do it.”
2. Maintain high expectations for attitude, behavior and conduct for all to
ensure a quality, collaborative and responsive work environment.
3. Continue to support an organizational culture that recognizes our people
as our greatest asset.
4. Expand employee development and succession planning programs for all
employees.
5. Continue to support our new employee orientation/mentoring program.
6. Remove barriers that hinder development opportunity, on the job training
or limit experience and growth.INITIATIVES Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 21
Page 20
Emergency
Response Staffing
and Operations
The department will maintain sufficient
emergency response equipment, apparatus
and staffing levels to ensure protection levels
that meet community expectations, provide
for firefighter safety and wellbeing and plan
for changes in demand for service.
INITIATIVE #2 INITIATIVES Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 22
Page 21
EMERGENCY RESPONSE STAFFING AND OPERATIONS
2
GOAL 2A
Provide appropriate and efficient staffing for community engagement, emergency
responses and emerging mobile integrated health care interventions.
Objectives
1. Continue to collaborate with SLPPD, HCMC, auto-aid/mutual partners to
ensure safe, seamless and effective customer facing emergency response,
2. Continue to partner with administration to remove barriers that limit
leveraging the full capacity of part time staff.
3. Develop flexible staffing options responsive to evolving and dynamic MIH
and community risk reduction opportunities.
4. Maintain appropriate staffing and supervision across the organization
based on current and short term anticipated needs while planning for long
-term expected demands
GOAL 2B
Monitor ongoing equipment and apparatus needs to ensure a safe, efficient and
effective delivery of services..
Objectives
1. Maintain the long-term Capital Improvement Plan (CIP).
2. Develop a long-term station and resource distribution plan within the City
St Louis Park.
3. Collaborate with auto aid/mutual aid partners, PD, HCMC, MIH vendors
to minimize duplication of services, enhance overall operations and ensure
quality and responsiveness.
GOAL 2C
Continue to support local, regional, state and federal interagency cooperation though
investment and involvement on sponsored teams, regional resources and shared
services arrangements.
Objectives
1. Support staff participation on the regional teams: MN AHIMT/FEMA Type
III, MN FAST, Task Force I, MN CAT, SWAT, Hennepin Chiefs, South
West Chiefs, Metro Chiefs,
2. Continue to support the Hennepin County Fire Chiefs—Life Safety Unit
(LSU) resource along with the SLPPD, SLPFD, GVPD & GVFD Command
Van resource..INITIATIVES Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 23
Page 22
INITIATIVE #3
Race Equity
In the last two years the City of St Louis
Park has embarked on a journey to advance
race and equity within our community. The
St Louis Park Fire Department has been an
active participant as part of cohort teams,
department liaisons and awareness level
training of all employees. That process has
developed an overall racial equity strategic
plan that we are accountable for. We
understand the need for ongoing awareness
training and the continued use of racial
equity tools to ensure our consistency and
effectiveness in providing the best service in
the most equitable way. INITIATIVES Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 24
Page 23
RACE and EQUITY
3
GOAL 3A
Maintain our focus on ensuring equity for all we serve
Objectives
1. Use racial equity tool to evaluate process
2. Include neighborhoods and multi housing in our community outreach
3. Continue educate and update all staff on awareness and operational
training
4. Put racial equity TED talks on Target Solutions
5. Evaluate all policies, procedures and guidelines annually.
6.Consider women and minority owned businesses as potential suppliers
GOAL 3B
Continue to improve the overall diversity of the department
Objectives
1. Apply racial equity tool to application and hiring process
2. Work with other cities to access employee hiring pools which reflect
greater diversity.
3. Apply racial equity tool to training and development process.
GOAL 3C
Have CERT reflect the diversity of the community
Objectives
1. Have CERT members work closely with neighborhoods to educate and
promote the value of membership
2. Have CERT members attend racial equity awareness
3. Put racial equity TED talks on Target Solutions
4. Evaluate all policies, procedures and guidelines annually.INITIATIVES Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 25
Page 24
INITIATIVE #4
Training
The St. Louis Park Fire Department will
provide oversight and management for the
development, delivery, evaluation, and
improvement of all training and educational
programs. This will be done in a manner to
ensure that the department is meeting local,
state, and federal mandates as well as
ensuring that the department operates in a
safe, effective and efficient manner. The
department is committed to training and
developing future leaders. INITIATIVES Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 26
Page 25
TRAINING
4
GOAL 4A
Develop a comprehensive in-house fire and emergency medical services training
program.
Objectives
1. Develop and maintain a comprehensive training program that is based on
industry standards, best practices and meets applicable state and federal
laws to ensure that firefighters maintain an acceptable level of
performance.
2. Provide flexible and accessible training to encourage personal professional
development and increase opportunities for meeting department
standards.
3.Manage the increasing training requirements impacts on members’ time.
4. Design and implement individual task and company specific training
programs (i.e. shift drills and individual drills that supplement the
departmental drills).
5.Grow the use of different options for delivering training (i.e. flipped training,
online/blended learning, video-based training, etc.).
6. Provide training on new department policies, procedures and guidelines.
7. Expand the driver education training program.
8. Design and implement a new firefighter training and orientation program.
9. Upgrade and update the training documentation system and recording
process to create a comprehensive database for all training completed by
the department and individuals.
GOAL 4B
Develop current and future leaders.
Objectives
1.Provide management and leadership training for command staff.
2. Provide leadership coaching and mentoring for aspiring leaders
3. Provide opportunities for outside training and professional career
development.
4. Encourage and support department members at all levels to become
instructors in areas where they have an interest and a passion.
5. Provide regular scenario based training for officers: support Blue Card
incident command certification.INITIATIVES Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 27
Page 26
INITIATIVE #5
Community
Outreach and
Education
We exist to serve and protect our
community. Keeping our community safe
requires collaboration and cooperation at all
levels and the community as a whole. As
first responders, we are often the very first
interaction that a resident or business
owner has with local government,
sometimes in the most difficult and stressful
of situations. While we have a job to do, we
want our interaction with our customers to
be positive. INITIATIVES Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 28
Page 27
COMMUNITY OUTREACH AND EDUCATION
5
GOAL 5A
Enhance our public education program.
Objectives
1. Evaluate and assess historical incident trends, inspection history and at-
risk populations to ensure the department’s educational and enforcement
programs are reaching the right audience.
2. Define the gaps in education and training to be provided throughout the
community and how to best provide this education.
3. Explore partnerships with community and educational organizations to
enhance public education and outreach.
4. Explore the use of volunteers in providing education and outreach such as
CERT.
5. Enhance the use of online, social media, print and other media to educate
residents and businesses on fire prevention, code compliance, building
permits and inspections.
GOAL 5B
Consider high risk areas within the community where prevention education could
add value.
1. Reach out to diverse populations to promote areas of known risk such a
cooking safety.
2. Assess the need for language specific training material
3. Engage community leaders as trainers and mentors within their
neighborhoods.
4. Increase visibility and use of fire department lock box program
GOAL 5C
Ensure our interaction with customers is a positive one.
Objectives
1. Develop and implement customer satisfaction surveys for all divisions
within the department.
2. Develop and implement a post-incident support program to aid
homeowners and businesses.
3. Utilize the St Louis Park Public Safety Chaplains whenever possible.
GOAL 5D
Evaluate the demands of staffing and consider alternative staffing for this activity
1. Consider CERT as an option
2. Explore the need for additional intern positions to be budgeted.
3. Consider making the Community Outreach Coordinator a formal part
time position.INITIATIVES Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 29
Page 28
INITIATIVE #6
Community Health
Management
St. Louis Park Fire Department recognizes
the important role it plays in the overall
health of our community. The department
responds to emergency medical calls as a
first response medical unit. In addition to
emergency medical response the fire
department is piloting cost saving projects in
the rapidly growing field of mobile integrated
healthcare. The goals of improving access
to healthcare for all residents, lowering the
cost of healthcare by using the appropriate
care for the type of call, and the importance
of improving the reliability of the fire
department for all response are drivers for
how we evaluate all opportunities for future
improvement. As we consider
opportunities we must capitalize on the
abundance of healthcare resources within
our community. INITIATIVES Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 30
Page 29
COMMUNITY HEALTH MANAGEMENT
6
GOAL 6A
Determine the role that the fire department should play in overall community health
Objectives
1. Explore opportunities where service levels and customer expectations are
inadequate
2. Research similar community programs and collect outcome information
which could guide our decisions.
GOAL 6B
Determine the most appropriate response to the various demands associated with
healthcare.
Objectives
1. Determine the types of calls and response methods required
2. Partner with HCMC to manage low acuity type calls in a non emergent
manner.
3. Coordinate with organizations that specialize in resource navigation
GOAL 6C
Develop community metrics which measure outcome improvements and overall
satisfaction
Objectives
1. Establish an electronic customer satisfaction survey and measure outcome
2. Measure significant impacts to staffing such a s call volume, length of call,
staff per call etc.
3. Work with Medical Director to ensure highest quality of care is
maintained.
GOAL 6D
Build financial models which consider staffing, resources and revenue to determine
viability and sustainability of opportunities.
Objectives
1. Explore a variety of ways to offset costs with revenue which might include
government and private sector funding.
2. Consider alternative staffing types to lower costs and allow for more cost
effective healthcare.INITIATIVES Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 31
Page 30
INITIATIVE #7
Revenue
Enhancement
The St. Louis Park Fire Department is
committed to identifying and implementing
available sources of revenue in order to fund
operational and structural improvements,
and to lessen the burden of its operations
on the taxpayer. The department will seek
to capture additional revenues through the
expansion of contract services, enhanced
reimbursable services and development of
new value-added services for other public
and private sector entities. In all these
activities, the department will work closely
with its jurisdictional partners and other
stakeholders to ensure that the process is
both fair and productive. INITIATIVES Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 32
Page 31
REVENUE ENHANCEMENT
7
GOAL 7
Explore and establish alternative revenue sources to meet the current and future
needs of the department.
Objectives
1. Explore and identify emergency and EMS response cost recovery
opportunities.
2. Pursue grant funding opportunities within the private and public sector to
enhance operations, training, public education and capital improvements.
3. Continue to explore and expand new contract services in partnership
with neighboring jurisdictions, municipalities and private sector entities.
4. Explore and expand value-added service opportunities for residents and
businesses.
5. Identify cost savings in operational areas through better response
techniques, more efficient apparatus or through improved reliability of the
department.
6. Continue the work to expanding sprinkler upgrades to existing
commercial structures
7. Capitalize on federal government incentives which encourage fire
sprinklers being added to existing structures.INITIATIVES Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 33
Page 32
INITIATIVE #8
Technology
The St. Louis Park Fire Department must
continue to leverage technology in its plans
for the future. As technology has become a
fundamental component of the governmental
landscape, the strategic application of
technology must be balanced As technology
continues to evolve, it is important that the
fire department partners with the IR
Division to research, test and deploy state-of
-the-art technology that will help keep our
community and staff safe. INITIATIVES Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 34
Page 33
TECHNOLOGY
8
GOAL 8A
Enhance the department’s use of technology in the delivery of services.
Objectives
1. Evaluate current department IT infrastructure and hardware capabilities/
requirements.
2. Evaluate current records management systems (Firehouse, etc.) and
explore/evaluate products that offer more robust and integrated
solutions.
3. Provide residents and businesses with greater access to department
metrics and resources via the Internet.
4. Ensure that where there are challenges to access information due to
limited access to the internet that a solution is created to meet the need.
GOAL 8B
Enhance technology to provide for more efficient and timely operations for staff
Objectives
1. Provide a means for officers to complete electronic incident reports in the
field and/or at stations.
2. Consider methods to better communicate with staff through an internal
portal to enhance the dissemination of information.
3.Update station alerting to provide a more reliable method of notification
4. Assess the advancement of Zuercher towards a mobile product for
vehicles.
5. Updates to station monitors and information displays.
6. Continue to enhance the access to critical data in the field and allow for
greater mobility/access to complete reports, inspections and other
essential tasks.
7. Continue to invest in the most current EMS tracking and electronic
patient care record.INITIATIVES Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 35
Page 34
INITIATIVE #9
Labor Management
As a combination fire department, labor
consists of both our IAFF Local 993 career
firefighters and our part time staff. Over the
past few years, labor and management have
made tremendous strides towards the
quality and responsiveness of service
through collaboration, improved
communication and open transparent
discussions.
A productive labor management relationship
has been a key driver in the success of the St
Louis Park Fire Department. Our
relationship is based on a foundation of trust,
mutual respect and a recognition of our
common goals. We have learned that we
can accomplish so much more working
together. INITIATIVES Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 36
Page 35
Labor Management
9
GOAL 9A
Continue to support workforce engagement; where every employee feels
empowered to contribute to success of the organization.
Objectives
1.Deliver a fair and transparent process for selecting interested candidates
to serve on committees, projects, assignments, industry conferences and
special teams.
GOAL 9B
Ensure organizational continuity by developing a pool of internal candidates who are
ready and capable to take on key leadership roles in the future.
Objectives
1. Management and labor will commit to an employee development program
with enhanced on the job experiences, internal and external education,
career coaching and mentorship.
GOAL 9C
Continue to support the combination department staffing model in the delivery of
safe, efficient and effective service.
Objectives
1. Strive for a capable and ready workforce to meet the current and
emerging services demands.
2. Maintain a positive and supportive work environment where the
contribution of all staff is valued and recognized.
3. Remove barriers that hinder development opportunity, on the job training
or limit experience and growth.
GOAL 9D
Expand firefighter health & wellness programing to minimize the impact of the high
rates of Cardiac, Mental Health and Cancer in the fire service.
Objectives
1. Create a joint Labor Management sub committee focused on H&W.
2. Research fire service best practices in the area of health and wellness.
3. Conduct a gap analysis of current health & wellness programs.
4. Develop a plan that addresses the gap of current programming with a
focus on education, prevention and support.INITIATIVES Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 37
Page 36
INITIATIVE #10
Emergency
Management
The St. Louis Park Fire Department has
adopted an all-hazards approach to
emergency management and crisis response.
This enables a community to be prepared
for any variety of incidents and disasters.
While infrequent, such events require
appropriate planning and preparation and
the ability to provide a response when a
community is often at its weakest. We are
committed to promoting a culture of
resilience and to ensuring that we, as a
community, have done everything possible to
prevent, mitigate, and manage a catastrophic
event. INITIATIVES Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 38
Page 37
EMERGENCY MANAGEMENT
10
GOAL 10A
Enhance the city’s capability to respond and recover from natural and manmade
disasters and other large-scale incidents.
Objectives
1. Ensure an effective leadership structure to guide and sustain the city and
the department.
2.Update the city’s Emergency Operations Plan, Emergency Operations
Center manual and Resource manual.
3. Ensure both primary and back up EOC are in a state of readiness
4.Develop a continuity of operations plan.
5. Confirm outdoor refuge locations at parks and recreational facilities.
6. Create a culture of individual and family resilience
GOAL 10B
Improve citywide emergency early alert and notification and the ability to
communicate with local, state and federal agencies.
Objectives
1. Evaluate and improve emergency outdoor notification capabilities,
specifically at parks and recreational facilities.
2. Explore and implement solutions for resident and business notifications.
3.Promote the community reverse 911 system so that residents know how
to add information.
4. Stay active in local, county and state emergency management groups
GOAL 10C
Continually assess staffing needs to meet the needs of ongoing information updates
and revisions along with allowing for scalability during incidents.
Objectives
1. Consider using emergency management degree students as interns to do
ongoing projects.
2. Develop a plan to use CERT members to open the EOC at either location.
3. Prioritize and better define the importance of this area as a stand lone
division within the fire department.
GOAL 10C
Build a sustainable resilience
Objectives
1. Insure a state of readiness for all city critical infrastructure
2. Update community mitigation plan
3. Align planning and prevention with vulnerability assessment INITIATIVES Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 39
Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 40
Page 39
IMPLEMENTATION METHODOLOGY
This strategic plan will provide a
foundation on which to make future
decisions. Actual implementation of any
strategic initiatives, including goals and
objectives, will be prioritized based on
available resources, funding and current
departmental activity and workload.
The plan will be continually reviewed to
ensure that the department is
proceeding in a direction that is
consistent with its mission and core
values.
The fire department is committed, with the support of the community, to following through
with the initiatives, goals and objectives as outlined within. It is imperative that we plan for the
future and act on our plan. The department will use an inclusive process of gathering
information and building consensus. Those areas of emphasis which require immediate action
will be prioritized and the appropriate staff will develop solutions.
One of the most common complaints about a strategic plan and the process itself is the lack of
progress and accountability after the plan is complete and published.
To help support accountability about the department’s progress in meeting its goals and
objectives, the fire chief is committed to communicating regular status reports to stakeholders
as required. Any stakeholder either internal of external can offer ideas and input for
consideration. IMPLEMENTATION Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 41
“ Cultivate deep understanding of yourself– not only what your
strengths and weaknesses are but also how you learn, how you
work with others, what your values are, and where you can
make the greatest contribution. Because only when you oper-
ate from strengths can you achieve true excellence.”
Peter Drucker
St Louis Park Fire Department
3750 Wooddale Ave
St Louis Park MN 55416
952.924.2595
www.stlouispark.org/government/departments-divisions/fire
@slpfire
www.facebook.com/slpfire
Special Study Session Meeting of April 30, 2018 (Item No. 3)
Title: Fire Department Strategic Plan 42
Meeting: Special Study Session
Meeting Date: April 30, 2018
Written Report: 4
EXECUTIVE SUMMARY
TITLE: Yeshiva Boys High School Expansion
RECOMMENDED ACTION: No action at this time. The purpose of this report is to inform
the city council of the proposal to expand the Yeshiva located at 3115 Ottawa Ave S.
POLICY CONSIDERATION: Does the city council have any questions or specific concerns
about the proposed building expansion and increase in the amount of student housing?
SUMMARY: The Yeshiva is a Jewish High School for boys located at 3115 Ottawa Ave S. It
opened for the 2013-14 school year with a maximum of 50 students allowed to live on-site. The
zoning code was amended in 2013 to allow dormitories as an accessory use to educational
facilities with the following conditions:
1. No more than 50 students may live on-site.
2.An outdoor recreation area shall be provided that contains at least 40 square feet per student
living at the school.
3. The housing must be supervised 24 hours a day, seven days a week by an adult living on-site.
4. The students living on-site must be actively enrolled in the school as full-time students.
5. The student housing must be located on the same parcel as the school.
The proposed expansion includes the following improvements:
1.Additional dormitory rooms that will increase the total number of students living on-site
from 50 to 150.
2. 50 foot by 84 foot gymnasium.
3.Training and activity rooms.
4. 20 foot by 75 foot indoor swimming pool.
The proposal requires the following zoning approvals:
1. Rezoning from R-3 Two-Family Residence to R-4 Multiple-Family Residence.
2.Zoning text amendment to allow dormitories as an accessory use to Educational uses in the
R-4 district. This is proposed to be allowed in the same manner as currently allowed in the
R-3 district, except the maximum number of students allowed to live on-site is proposed to
be 150 students instead of 50 students.
3.Amendment to the existing conditional use permit to allow the use in the R-4 district and the
proposed expansion.
4.Setback variances to the north and east property lines.
5.Council approval to use manufactured stone as a class 1 material instead of a class 2 material.
6. Combination of two parcels.
FINANCIAL OR BUDGET CONSIDERATION: None.
VISION CONSIDERATION: Not applicable.
SUPPORTING DOCUMENTS: Discussion
Proposal Exhibits
Prepared by: Gary Morrison, Assistant Zoning Administrator
Reviewed by: Sean Walther, Planning and Zoning Supervisor
Karen Barton, Community Development Director
Approved by: Tom Harmening, City Manager
Special Study Session Meeting of April 30, 2018 (Item No. 4) Page 2
Title: Yeshiva Boys High School Expansion
DISCUSSION
BACKGROUND: The Yeshiva opened for the 2013-2014 school year. Since then it has
experienced steady growth. Looking forward, Yeshiva is planning to expand to accommodate a
maximum of 150 students and provide additional amenities to improve upon the educational and
residence experience.
Dormitories: There are currently 45 students living in the dormitories, and the zoning ordinance
allows up to 50. The Yeshiva expects to grow over the next few years, and plans a maximum
capacity of 150 students living on-site. To accommodate this, staff finds that rezoning to the R-4
zoning district which allows for residential densities is consistent with the proposal. Yeshiva
does not expect to grow beyond the 150 dormitories as the school student size is limited by the
size of the facility and property.
Building Expansion: The attached drawings illustrate the proposed expansion on the north and
east side of the property. This allows for the main building to remain visible from County Road
25, and it allows the 30 foot tall addition to be constructed into the hill along the north property
line. This results in half the building lying below grade leaving approximately 10-15 feet of
building height along the north property line which is consistent with the residential scale of the
single-family homes to the north and east.
Neighborhood Meeting: Yeshiva held a neighborhood meeting on April 11, 2018. Yeshiva sent
invitations to all property owners within 500 feet, and the city shared the notice through
NextDoor and the neighborhood leaders. Four residents attended and shared that:
1. The school is quiet.
2.It generates very little traffic and parking needs.
3. The students have not been a nuisance.
4.Overall they are happy with the school and proposed expansion.
The property owner to the north expressed some concerns about loss of views to County Road
25, but was pleased with the appearance of the building. It was noted by the Yeshiva that the
plans do not show the extent of landscaping planned and required by the city. They will plant
several trees and shrubs along the north property line.
NEXT STEPS: Due to the number of steps involved, and the lengthy construction process, the
Yeshiva intends to apply as quickly as possible. To that end, they are hopeful that the zoning
applications can proceed directly to the planning commission for a public hearing. The applicant
and staff would appreciate learning of any questions or concerns city council may have regarding
the proposal in order to better prepare and respond.
Special Study Session Meeting of April 30, 2018 (Item No. 4) Title: Yeshiva Boys High School Expansion3
Special Study Session Meeting of April 30, 2018 (Item No. 4) Title: Yeshiva Boys High School Expansion4
Special Study Session Meeting of April 30, 2018 (Item No. 4) Title: Yeshiva Boys High School Expansion5
Special Study Session Meeting of April 30, 2018 (Item No. 4) Title: Yeshiva Boys High School Expansion6
Special Study Session Meeting of April 30, 2018 (Item No. 4) Title: Yeshiva Boys High School Expansion7
Special Study Session Meeting of April 30, 2018 (Item No. 4) Title: Yeshiva Boys High School Expansion8
Special Study Session Meeting of April 30, 2018 (Item No. 4) Title: Yeshiva Boys High School Expansion9
Special Study Session Meeting of April 30, 2018 (Item No. 4) Title: Yeshiva Boys High School Expansion10
Special Study Session Meeting of April 30, 2018 (Item No. 4) Title: Yeshiva Boys High School Expansion11
Special Study Session Meeting of April 30, 2018 (Item No. 4) Title: Yeshiva Boys High School Expansion12
Special Study Session Meeting of April 30, 2018 (Item No. 4) Title: Yeshiva Boys High School Expansion13
Special Study Session Meeting of April 30, 2018 (Item No. 4) Title: Yeshiva Boys High School Expansion14
Special Study Session Meeting of April 30, 2018 (Item No. 4) Title: Yeshiva Boys High School Expansion15
Meeting: Special Study Session
Meeting Date: April 30, 2018
Written Report: 5
EXECUTIVE SUMMARY
TITLE: Off-Sale Intoxicating Liquor
RECOMMENDED ACTION: None at this time. At the May 7 council meeting staff will be
recommending the city council approve a six month extension on the current limit on off-sale
intoxicating liquor licenses in order to allow more time for city council discussion, city study, and
implementation of any proposed ordinance changes.
POLICY CONSIDERATION: Does the city council support extending the current limit on the
number of off-sale intoxicating liquor licenses by six months in order to complete discussions,
study, and implementation of any resulting policy direction?
SUMMARY: The city council adopted Resolution 17-096 that limited the number of off-sale
intoxicating liquor licenses to 15 licenses in December 2017. In February the council adopted
Resolution 18-026 reducing the limit to 13 licenses, and did not extend the sunset provision of the
original resolution. The limitation will expire on June 30, 2018. Council most recently discussed
this topic on February 20, 2018. Another city council study session regarding off-sale liquor
license regulations is scheduled for June 11, 2018.
There is not enough time to fully implement any proposed ordinance changes that result from that
discussion before the limit on the number of licenses is set to expire. Therefore, staff is
recommending the city council extend the time period another six months. This will avoid the
temporary limitations from expiring before the city completes its review of off-sale intoxicating
liquor license regulations.
City Code Section 3-72 allows the city council to restrict the number of any type of liquor license
by resolution. The City Attorney is comfortable with staff’s proposal to extend the limit on the
number of off-sale liquor licenses for another six months.
NEXT STEPS: Staff intends to place a resolution on the consent agenda on May 7, 2018 that
extends the duration of the current limitations on the number of licenses by six months to
December 31, 2018.
FINANCIAL OR BUDGET CONSIDERATION: Not applicable.
VISION CONSIDERATION: Not applicable.
SUPPORTING DOCUMENTS: None
Prepared by: Sean Walther, Planning and Zoning Supervisor
Reviewed by: Karen Barton, Community Development Director
Melissa Kennedy, City Clerk
Approved by: Tom Harmening, City Manager