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Mound Fire 2007 Annual Report- , ~, ~~~~ ~° ; 1~-~ ~t ~~ c~ ~- ~~~~"~ aoo~ Annual Repot 2415 ~iishire Boulevard Mound, MN 55364 Main: 952.472.3555 Fax: 952.472.3775 www.moundfire.com Mission Statement: To minimize loss and property in the City of Mound and Contract Cities from fires, natural disasters, life threatening situations and to assist other emergency agencies. Vision Statement: It's our vision to be known as an innovative and progressive fire department. We are dedicated to the delivery of effective fire suppression, rescue services and quality fire safety education to the public. We strive to offer the best available education and training to our members. We are committed to providing an environment which fosters teamwork among members. We desire to have an atmosphere of open communication which promotes the health and welfare of individual members. Risk Management Philosophy: • We will risk ourselves within a structured Incident Command System to save a savable life. • We will risk ourselves a little within a structured Incident Command System to save savable property. • We will not risk ourselves at all for life and property already lost! 2007 Annual Report Index Section I Overview chi Highlights Pages 1 - 4 Section II Organization and Staff Information Pages S - 9 Section III Apparatus c~ Equipment Pages 10 - 14 Section IV Facilities Pages -None Section V Finances c4i Budget Pages 1 S - 17 Section VI Department Activity Pages 18 - 28 And Performance Measurement Section VII Strategic Plan Initiatives Pages 29 - 44 Section VIII General Information and Pages 45 - SS Fire Service Issues 2iiC1:' .~~nr~~i~.~l. IZc~?z,tt 1VIound Fire Department 2007 Annual Report Overview and Highlights This summary provides a general overview of the Mound Fire Department activities, accomplishments, and highlights for the past year. The detailed information provided within this 2007 Annual Report provides much more detailed information pertinent to the important issues that we face every day. Please contact me if you have any questions, comments, or would like to discuss. Introduction and Overview The year 2007 was another successful year for the Mound Fire Department. This year we continued to focus on firefighter recruiting and staffing as we successfully recruited six (6) new firefighters. The addition of the six new firefighter staff replaced the two firefighters that left the department, plus added a net of four to our staff. Historically, we have had substantial success in recruiting and retaining our critically important firefighter staff. We continue that trend as our staff is, and remains our most important asset. In 2007 our calls for service for both Fire and Rescue call activity was up slightly from the 20061evels. Our fire department emergency call outs in 2007 were 559 vs. 2006 call outs of 553. Our firefighter response hours for the year were up about 7% with a total firefighter emergency response hours at 12,040 hours. More detail relative to the department activity is provided later in this report. The commitment by the firefighter's and the department many activities sustain the ongoing accomplishments of the Mound Fire Department. Once again in 2007, we have made significant progress on our department Strategic Plan and Initiatives with respect to staffing, operations, and apparatus. This annual report will focus primarily on what I consider the key critical components necessary to meet the ever changing needs of the fire service, including: organization, staff and resources, apparatus and equipment, facilities, strategic planning, challenges, and budgets (financial support). Organization, Staff Information, Performance Measurement The Mound Fire department continues to maintain a very high level of active volunteer (paid-on-call) firefighter membership. We currently have a staff of 43 volunteer firefighters. I will likely allow this number of staff to decrease back to 40 as attrition occurs due to retirement. We continue to have a substantial waiting list of firefighter applicants. (Refer to our waiting list included in this report). As in the past years, our organization, membership, staffing, dedication and training continue to be strong! The following points about organizational resources are supported by the documentation and graphs included in the pages that follow (please refer to the lists, graphs, and charts). • Our fire officers and firefighters are well trained and experienced. • We added six new firefighter trainees to our staff in 2007, and lost two firefighters. One due to retirement, and one due to his poor job performance that did not meet our standards. Our company and staff information is attached. • Fire and Rescue calls for service were at a relatively high level in 2007 and the activity level was demanding with a total of 12,040 personnel hours spent at fires and other emergency calls (refer to 2007 activity report summary page). • Our fire department response generates an average of 20-22 firefighters per emergency call. This is an extremely good response, as compared to many other volunteer or paid fire departments. • MFD firefighters worked a significant amount of hours on apparatus, equipment, and station maintenance in 2007 for a total of 1,138 hours. • Our fire department membership is better trained and more diversified than ever before. All of our members are 100% certified as Firefighter I and EMS First Responder. In 2007, our in house firefighter training hours was very high with a total of 2,519 hours. Our firefighters, through hard work and dedication continue to put in lots of volunteer hours, with a conservative estimate of all work by firefighters in 2007 at 17,105 hours. Apparatus and Equipment In 2007, we made some changes in our apparatus fleet and added some important safety equipment as well. These changes were as follows: • The City of Minnetrista purchased a new 300 gallon Tanker Pumper Truck with a 750 gallon per minute pump. This truck is a very nice and needed addition to our apparatus fleet, especially important to Minnetrista rural area fire responses. The cost of this truck was $167,255. • We added a 1998 Chevrolet Tahoe for as a fire chief vehicle and disposed of a 1999 Chevrolet Blazer which was used for the same purpose. The net cost of this exchange was approximately $3,500. • We sold a 1954 Dodge Grass Rig, which we no longer wanted or needed. • In 2007 we made one very significant improvement to our firefighter safety program by replacing all of our Self Contained Breathing Apparatus (air packs) with new units. This program is a five year lease purchase program that costs $16,156 per year. We replaced 20 complete units and added 20 spare bottles. Important note: Our apparatus and equipment replacement plan requires that we increase our annual fund contribution (savings) to meet our needs. The Fire Commission group has agreed that we should increase the Apparatus Replacement Fund contribution by $10,000 annually. The apparatus replacement program that we fund annually in our budget is critical and necessary to support our future fire apparatus purchases. Also it is very important to note, our apparatus repair and maintenance costs have skyrocketed over the past couple of years (refer to detail in financial section). I am working on a proposal that would consider other financial options for replacing our older fire apparatus sooner, thus reducing our repair and maintenance costs annually. Facilities The Public Safety Facility is ideal for our daily administration, staff activities, apparatus housing, equipment storage, training, and emergency response operations. There are no significant facility issues at Mound Fire Department at this time. Our neighbors in Minnetrista are still very interested in pursuing additional fire stations in their growing community. The fire station projects will definitely be a public safety necessity for Minnetrista in the future, especially as the City of Minnetrista develops. The city officials in Minnetrista are currently working on a large scale facilities study and comprehensive plan, and Mound Fire will be a participant in the fire protection plan. I have completed and prepared a fire station study for Minnetrista. I gave a report and made a recommendation to the Minnetrista City Council. We are ready and prepared for more discussions and decisions on fire stations in 2008, and beyond. Finances and Budget Federal and Local grants continue to be important and significant options which can aid and enhance our MFD budget. As in the past, we will continue to work toward gaining additional grant funding to save dollars for our tax paying customers. In general, the Mound Fire Department operating expenses for 2007 were slightly over budget on the operations side, although we did not exceed our overall budget or revenue. Please refer to the budget summary page in this report for the 2007 financial details. • The fire reserve fund balance at the beginning of 2007 was $82,816 with an ending reserve balance of $103,240 at the end of 2007, an increase of $20,000. • The fire department apparatus is always a challenge to maintain and keep in top working condition. Repair occurrences and costs continue to rise as our fleet of apparatus gets older. In 2007 we spent a substantial amount of dollars on apparatus repair and maintenance with a total of $ 32,264 vs. a budget of $18,000. • In 2007, I submitted a $126,310 Assistance to Firefighters Grant (AFG) request for safety equipment. Unfortunately this request was not approved or funded this year. I will apply for additional funds through the AFG process in 2008. • Significant progress was made in 2005 and 2006 on the Western Area Fire Training Academy (WAFTA) site investigation and cleanup as we were able to secure a Federal Grant in the amount of $250,000. The federal funds have been spent as the site investigation is completed. As President of the WAFTA Executive Board, I am seeking an additional $5 Million in Federal Aide to complete the site clean up and mitigation. The request for $5 million did not get approval in 2007, so I will continue to pursue grant funds in 2008. Challenges for the Future The following items are very important challenges for the future. This list of challenges will remain consistent for the paid-on-call (volunteer) fire service, as these challenges are not unique to the Mound Fire Department. The following critically important items are to be addressed as part of the Mound Fire Department Strategic Plan. All of these challenges have been clearly communicated to the MFD Fire Commission group who meets quarterly each year to discuss these topics. • Managing budgets, cost controls, and overall financial management • Funding apparatus replacement adequately to support ISO PPC audit in 2008. • Recruiting, training and retaining volunteer firefighters. • Studying and evaluating the existing MFD Pension Plan, funding and possibly updating the pension program plan. • Expansion of Mound Fire department operations to support additional fire stations • Maintaining the current "service area" customer base (i.e. the 5 cities we serve) • Meeting all the requests for fire code and fire inspection services Strategic Plan and Initiatives In March 2004, I presented a Strategic Plan Initiative with a focus on four key areas including: Personnel, Budget and Financial Management, Equipment and Supplies, and Facilities. Many of the plan initiatives have been completed and/or are ongoing. Significant progress has been made on these initiatives, with more work to be done. Implementation of this strategic plan is essential to the successful fire operations of the Mound Fire Department in the future. The strategic plan has now been expanded to include the Minnetrista fire station project which I am confident will happen sometime in the near future. My MFD strategic plan and initiatives has both short and long term goals. A complete summary of the Strategic Plan and department accomplishments for the year 2007 is included in this report (refer to attachment). Summary The year 2007 was a very successful one for the fire department in many ways. We were able to extend our fire contracts with our neighboring city partners with a new Fire Service Protection Contract through 2009. Our staff of firefighters and office personnel, apparatus, and equipment has continued to be maintained as our key strong elements. We have an upgraded fire station facility. In the future we anticipate improving our department operations further by partnering with Minnetrista as part of their fire service protection plan needs in the future. I believe the Minnetrista partnership will be beneficial financially to all of our other fire service partners (cities) as well. We are positioned, ready, willing, and able to expand our operations if need be. We thank our city officials, staff, and citizens for their continued cooperation and support of the Mound Fire Department. Respectfully submitted, Gregory S. Pederson, Mound Fire Chief 03/24/08 4 ~Vt ound !/olun teen Fire ®epart~nen t 2415 Wilshire Blvd. Mound, Minnesota 55364 2008 Fire Officers and Companies Fire Chief: Greg Pederson Assistant Chief: Jeff Andersen District Chief 11: Rick Williams District Chief 21: Greg Palm Training Officer: Matt Jakubik Medical Director: Kevin Sipprell Fire Investigator/Inspector: Tony Myers Engine Co. 1 Engine Co. 2 Capt. 11 Kevin Sipprell Lt. 15 Rich Rogers Kevin Grady Paul Henry Dan Grady Bob Crawford Jim Casey Mike McCarvi I le Ed Vanecek Chris Pounder Rescue Co. 1 Capt. 12 Tim Palm Lt. 11 Matt Jakubik Jason Maas Darren Poikonen Brian Berent Steve Henkels Josh Clemons Paul Jolicoeur Derak Anding Andy Drilling 1/07/08 Capt. 14 Matt Hentges Lt. 14 Kevin Flaig Paul Babb Roger Kryck Rod Stevens Mike Foley Bruce Gustafson Jerry Ricke Jason Rice Mark Lee Truck Co. 1 Capt. 15 Dennis Woytcke Lt. 12 John Larson Ben Foster Ben Gottschalk Matt Morris Jeremy Spader Matt Svihel Matt Kvam Tony Bolden Bryan Gorman .`~ Mouno' Fire Departhaent 2415 Wilshire Blvd. Mound, Minnesota 55364 2008 Chain Of Command and Officer Rnnk Term Expires Chief 1 Greg Pederson Not Applicable Chief 2 Jeff Andersen 12-31-09 District Chief 11 Rick Williams 12-31-08 District Chief 21 Greg Palm 12-31-08 Captain 11 Kevin Sipprell 12-31-09 Captain 12 Tim Palm 12-31-OS Captain 14 Matt Hentges 12-31-09 Captain 15 Dennis Woytcke 12-31-08 Lieutenant 11 Matt Jakubik 12-31-09 Lieutenant 12 John Larson 12-31-08 Lieutenant 14 Kevin Flaig 12-31-09 Lieutenant 15 Rich Rogers 12-31-08 Fire Investigator/Inspector Tony Myers 12-31-09 Most Senior Firefighter Fire Marshall Greg Pederson Not Applicable Safety Officer Fire Marshal or as Designated by I.C. 1/07/08 MOUND FIRE DEPARTMENT Seniority List NAME START DATE EQUIP. # Chief 1 1 GREG PEDERSON 2/3/1975 18 Chief 2 2 JEFF ANDERSEN 9122!1980 31 Dist. Chief 3 RICK WILLIAMS 11/7/1983 22 Dist. Chief 4 GREG PALM 2/6/1984 15 5 KEVIN GRADY 6/6/1988 10 6 PAUL HENRY 5/1/1989 38 Captain 12 7 TIM PALM 511/1989 17 Captain 11 8 KEVIN SIPPRELL 3/5/1990 20 9 DAN GRADY 12/3/1990 9 1o EDDIE VANECEK 11/4/1991 34 Captain 15 11 DENNIS WOYTCKE 3!2/1992 24 12 PAUL BARB 9/13/1993 28 13 CHRIS POUNDER 9!13/1993 36 14 BOB CRAWFORD 3/21/1994 6 15 JASON MARS 5/2/1994 32 Lieut. 12 16 JOHN CARSON 3/6/1995 5 Lieut. 15 17 RICH ROGERS 10/1611995 19 18 ROGER KRYCK 12/4/1995 27 19 BRUCE GUSTAFSON 2/511996 11 Captain 14 20 MATT HENTGES 5/6/1996 14 Lieut. 11 21 MATT JAKUBIK 11/17/1997 37 Fire Inspector 22 TONY MYERS 5/4/1998 33 23 DARREN POIKONEN 12!19/1998 30 Lieut. 14 24 KEVIN FLAIL 4/19/1999 7 25 BRIAN BERENT 4/24/2000 1 26 ROD STEVENS 10/14/2000 8 27 STEVEN HENKELS 9/10/2001 2 28 JIM CASEY 11 /4/2002 4 29 MIKE MCCARVILLE 1/6/2003 35 30 JOSH CLEMONS 5/10/2004 23 31 MIKE FOLEY 5/10/2004 16 32 PAUL JOLICOEUR 5/10/2004 39 33 MARK LEE 5/10/2004 40 35 DERAK ANDING 7/26/2004 3 36 JASON RICE 7/26/2004 42 37 ANDY DRILLING 5120/2006 25 38 BEN FOSTER 5/20/2006 29 39 BEN GOTTSCHALK 5/20/2006 26 40 TONY BOLDON 11/5/2007 12 41 BRYAN GORMAN 11/5/2007 21 42 MATT KVAM 11/5/2007 43 43 MATT MORRIS 1115/2007 44 44 JEREMY SPADER 11/5/2007 45 45 MATT SVI H EL 11 /5/2007 46 Over 20 years 15 - 20 years 10 - 15 years 5-10 years Under 5 years Seniority List 112707.x1s Mound Fire Department Firefighter Participation and Response Summary January -December 2007 Firefighter Name Job Class Fire-Rescue Response % Dept. Rank Andersen, Jeff Chief 2 438/559 78.35% 1 Spader, Jeremy Probationary 69/98 70.41 % 2 Pederson, Greg Chief 1 390/559 69.77% 3 Gustafson, Bruce Firefighter 382/559 68.34% 4 Berent, Brian Firefighter 376/559 67.26% 5 Foley, Mike Firefighter 350/559 62.61 % 6 Rogers, Rich Firefighter 345/559 61.71 % 7 Boldon, Tony Probationary 59/98 60.20% 8 Morris, Matt Probationary 58/98 59.18% 9 Drilling, Andy Firefighter 312/559 55.81 % 10 McCarville, Mike Firefighter 309/559 55.28% 11 Gorman, Bryan Probationary 51/98 52.04% 12 Palm, Tim Captain 12 279/559 49.91 % 13 Casey, Jim Firefighter 278/559 49.73% 14 Larson, John Lieutenant 12 273/559 48.84% 15 Rice, Jason Firefighter 273/559 48.84% 15 Gottschalk, Ben Firefighter 269/559 48.12% 17 Palm, Greg Dist. Chief 21 267/559 47.76% 18 Jolicoeur, Paul Firefighter 261/559 46.69% 19 Hentges, Matt Captain 15 250/559 44.72% 20 M~~prs, Tony Fire Inspector 247/559 44.19% 21 F. :els, Steve Firefighter 245/559 43.83% 22 Henry, Paul Firefighter 236/559 42.22% 23 Flaig, Kevin Lieutenant 15 235/559 42.04% 24 Foster, Ben Firefighter 235/559 42.04% 24 Lee, Mark Firefighter 232/559 41.50% 26 Crawford, Bob Firefighter 228/559 40.79% 27 Anding, Derak Firefighter 225/559 40.25% 28 Maas, Jason Firefighter 221/559 39.53% 29 Williams, Rick Dist. Chief 11 221/559 39.53% 29 Sipprell, Kevin Captain 11 219/559 39.18% 31 Woytcke, Dennis Captain 14 216/559 38.64% 32 Grady, Dan Firefighter 214/559 38.28% 33 Stevens, Rod Firefighter 213/559 38.10% 34 Kryck, Roger Firefighter 195/517 37.72% 35 Babb, Paul Firefighter 200/559 35.78% 36 Clemons, Josh Firefighter 194/559 34.70% 37 Pounder, Chris Firefighter 185/559 33.09% 38 Kvam, Matt Probationary 32/98 32.65% 39 Poikonen, Darren Firefighter 178/559 31.84% 40 Svihel, Matt Probationary Vanecek, Ed Firefighter Grady, Kevin Firefighter Jakubik, Matt Lieut. 11/T.O. 3/10/2008 Participation & Response Summary -Response Time 29/98 29.59% 41 163/559 29.16% 42 154/559 27.55% 43 143/559 25.58% 44 Average 46.21 Z ~ U Z ~ W J _ ~ ~ a N Q D (=7 U W p w Y. ~ ~' LL ~ X W Z ~ c~ ~ U G W W LL - - :~ = - ' ; ' ~ a~ ~ m ~ a~ ~ ~ a~ ~ m ~ m ~ m D m D = ~ ~a m m c~ a~ o a~ D m D m ~ a~ o a~ ~ a~ D a~ D = v ~ m D m D m a~ = = m ~ m ~ = a~ o m D ~ m ~ a~ ~ m u~ o m m O m m m m ~ i/~ m O a~ O a~ O ~ a~ m a~ O ~ m a°~i i/~ ~ ~ m a~ O a~ O ~ a~ Q~ a~ ~ o O m O a~ O L m m m m ~ m a~ O L a~ m a~ O ~ O .~ m ,~ m a~ m m O ;g m a~ ~ a~ ~A v, m m L o O ~ m ~ O O m tn c~ c~ v~ tn c~ c~ ~a c~ cn p v~ ~ m c~ cn O ~ cn cn m c~ cn a? cn u~ p c~ a; c~ c~ m ~ O C~ c~ p _ c~ :? m m m W R • ~ ~/ - L a~ L a~ L m _ ~ ~ L a~ L m L a~ O ~ L m - ~ O m ~ ~ O ~ ~ l ~/~ - L m L a~ m a~ L a~ ~' ^l vJ i - a~ L a~ - ~ ,~ L a~ - - a~ Q~ m L m - ~ ~ ~- m - - a~ - '' ^1 V! - O a~ O a~ - m - L m - O a~ = ._ ~ ~ L m w - - - ~ ;C ~ a C v C v C W ~v ~ v C ~ C m ~ -o G -o C ~ W m ~ ~ -p G -p C m (n -a C -p C c •p -o C o C v L a C ~ C ~ o C m L ~- v C o C ~ ~ ~ p ~ o ~ ~ ~ ~ W a C m .L 1 tC ~ 3 ~ 0 0 0 N 0 0 0 (n O O F' ~ N (n p a 0 0 Z O O m ~ O O LL 0 0 I- ~ O y LL 0 N 0 y ~ a- I- ~ F- ~ O U O U F- ~ ~ N L O O LL W 7 n- ~ n- ~ j tp m R' rq m ~' N m ~ O .C y N ~' N N ~' N N Q' N ~ N N 2' U N Q' W ,Q? .C - ~ j W m ~' W N ~ ~ ~ N N 2 t~ N ~ tL6 W N ~' fq m 2' ~ lA N 2' O N 2' W m ~ ~ m 2' m ~' j W W m ~' m ~' W W 4? ~ N ~ t6 p ~ O.. j j ~ Q N (4 ~ ~ ~ N e- li- N y r ~ <- N ~ L ~ r N ~- N L N ~ ~ ~ ~ Q N ~ ~ y r L ,~ U .- N ~- ~ N fA ~ (n r O ~ ~ ~ y ~ N L ~ !A ~ O ~ lA ~ y r Q N N L O , N L m ~ g N r- N N LL Q.. w N VI ~ .O N U N Q N Q N N N N LL N N N N N N LL. 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C p O O ' m y C O "a O C m L ~ = (6 ~ ~ (6 ~ 'D 'O O to `a(}-{ ~ N Y y p 1 s L O N 1 U ~ C O N N fa ~ 'S N ~ U L m E ~ O ~ W ~ O N ~ N U y L N - m L m •Q ~ N C m L Y U y ~ U L m N -a II C Q ~ (B m N ~p a o co a~ c~ p N L~ W O L o U` U U ~ ~ .i3 ~ ~ ~ S ~ = m ~ m O _ Y (Q Y U m J O f0 ~ (B U U L ~ ~ ~ ~ N ~ ~ o ~ 0 C o ~ •- (n v~ > a; (n ~ ~ - > O ~ ,,,, t = Q Y 7 C CO () V U ' ~ 'S m ~ LL C G o ~ C ~~ U N 7 = , ~ .,r O ? L p .« C ` ~ = O ~ "' ~ ~ ~ d ~ O p ' ~ ~ N ~ W ' m m ~ ~ a~ N a_ cu m c o E ~ .c o o a Q Y ~ m ~ ~ ~ S Y ~ ~? a .,, ~ ca ~° as ~ ~ ~ ~ ~ ~ ~ m ~ i°- C~ ~ ~ ~ ~ L •~ ~ ~ ~ v~/ S ~ ~ ~ N ~ W ~ c ~ ~ ~ i ~ m m a i m tn ~ ~- ~ C~ O U LL 3~ ~ ~ i.~ m ~ W N ~ o~ N M ~ ~ N d a Mound Fire Department January 2008 Annual Apparatus Costs to Compile, Evaluate, and Consider Project Description: Compile financial data for all of the fire truck apparatus related expenses for the existing MFD overall fleet costs per year. Then evaluate the accumulated cost data for each individual piece of apparatus and/or equipment to better understand the cost vs. utilization vs. value added of each piece of apparatus. Goals of Project: Determine the best possible direction and plan for fire apparatus replacement including; the most cost effective and efficient plan for owning and operating fire apparatus and equipment. Costs to be considered: • Apparatus Replacement Fund savings contribution made each year • The cost of money (leasing, borrowing, interest) • Apparatus and other equipment repair expenditures (account #409) • Down time expenses and transportation costs to the repair facilities • Insurance costs for each apparatus • Fuel costs for each apparatus • Annual inspection, service and maintenance costs for each rig • Annual pump test costs for all engines/pumpers • Annual ladder testing costs (for those with ladders) • Equipment and supply costs for stocking each apparatus • Tires, oil, and other maintenance costs (supplies) • General clean up, maintenance time and associated costs Expected or possible outcomes: Reduce our annual operating and maintenance costs. Increase our replacement budget and costs related to new apparatus purchases, but combine, consolidate, and utilize apparatus more frequently. Ultimately, have better fire apparatus and better equipment to serve all of our customers. The end result might be to have a few less pieces of apparatus that are more versatile at a reduced overall cost, or at a minimum similar cost. GSP 012508 0 0 O ~ ~ U ~ C } (0 ` ~ O ~ d 0 t~ N M ~ O ` ct M ~ ~- ~ ~ O r M ~ d ER O CO f~ 00 O d' O O O I~ ~- N O O V CO O N C (CS ~ ~ ~ r O r L \~ ~ ~ O GO I~ 00 O ~ O O O ~ ~ O ~ O 00 N ~„~ ~ ~ N M ~ U ~ Q V V a ~ O O O o ~+ ~L O O O O ~ Q d op O ~ N ~ ~ ~ O L LL. ~ -p Q ~ m Q ~ L_ ~ ~~.. W O O O O = L ~ O O O O ~ ~ Q' ~ ~' G 0 T Q 0 a W ~ ~ A Z 0 t~ ~ 0 w z 0 A U 0 ~ a a Q ~ o 0 ~ ~ o o ~ ` `== •~ N ~ a ~ '' ~ w o E ~ O ~ o y T :xts:'• O ~ E o~ o 0 •: 3 i ~ ~ i.'~~.`,~'•:: z is >, O N O C ~~' '~ rn rn w ':~ -o ~ ~ rn a~ .S C~~ ° O zs ~ ~ a~ o M a~ o v -~ o c -° ~ o sz ~ ~ ~ o ~ ~? '~ c ~ a m 0:~: - ~' ~ = N ~ p t6 Z ~. z ~ Z .. _, O O N ~'~~ U t ~ y ~4~ ~ O (U O U ;•:-`- N ~~•'• to ~ O ~ t ~ O <~~~: ~ ~ a '~ o y o Q- ~ ~ m ~ Q a~ v ~ a~ ~ O O O O O O ~ O O rn tL') O O O O O O O O O O ~. 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T T ~' T ~ ~ y' T ?~ ~' T O t ~ C7 CO ~ N N ~ th ~ N N N ~ ~ O M pp ~ N ~ ~ ~ ` ~ a "a ~ ~ ~ N ~ ~ ~ ~ N ~ ~ ~° ~ ~ ~° ~ T ~ ~ ~ x z z ~ ~ x z ~ ~ w ? w ~ ~ O ~ ~ ~ N ~ U U C3) ~ U N ~_ F- ~ C (U t ~ -p H N to W C N = ~ ~ N W C N N ` ~ C 11. ~ ~? ~ LL S~ N "- ~ ~ W ~ ~ W m ~ ~ y O a N ~ _ ~ ~ fl. ~ ~ ~ o ii ai ~ ~ ~ z ~ o ? ° ~' U o y ~ o o a~ ~ ai .~. m ~ ~ a m N ~ o O CpL6 ` ~ ~ ~ O ~ ~ ~ .O-+ ~ ~ ~ ~ ~ ~ ~ N ~ ~ o ~ a ~ y ~ m j N ~ ~ ~ ~ ~ ~ ~ ~ ~ O O 'O fD ~ > (U CV '~ N N N N Ch ~ U -~ 'Z3 N T C fZ O E N 7 ~ ~- ~+ ~ ~ ~ ~ _O O Q Q Q ~ ~ 7 O ~ ~ m ~ .~ ~ ~ ~ X ~ ~ 3 ~ m ~ ~ .~ u ~ w ~ m ~ ~ ~ ~" ~ O ~ N CU E E- •- CAE ~ F- N O ~ L N Ct j l00 ~ ~ (} .~ y t6 t~ ` O L O ~ C`6 ~ O ~ ~ Q' ZT C4 m ` ~ Y C6 O C9 3 a°i ai ~ u°> tT ~ is •~ O •~ ~ _~ ~ ~ I- -v o O ~ _ ~ °o U C' >o ~On ~ ° u~ ~ ~ y a "~ -OO ~ N N ~ N 'O ~ ` T ~ ~ ~ 'WQ ~ O ~ Q O • ~ J "O O O ~ V u- E ~ .Q O U ~ LOL 'C ~ ~ O V f= O ~ W O) ~ ~ ~ ~ ~ ~ rn U ~ •N ~ ~ N 6~i ~ ~ U O 'N Ch O ~ (6 ~ O ~ O ~ W m ~ ~ OWj f70 ~ LL ~ ~ _ Ch _ ~ r0 ~ U ~ W CO O O O ~ -o 60i N N N N O eo ~ U o 0 m ~ v ~ m r "''" ~ o ~i:<Gf: I~ W O N d' to CO ~: d0 O O :'C?k'i M C ~ O Qj Q N ;:;C%:;: ~ ~ ~ N N N N :;3?f•' N N M .~4~(: P7 CO M P7 ~ ~~ Z u- a _.,... ,. ...... x ~ ~ MOUND FIRE DEPARTMENT Apparatus and Equipment Alias & Unit# Radio ID Description of Apparatus Special Equipment #17 Ladder #11 1981 Sutphen Aerial 1500 GPM* pump Ladder 100', Hale single 300 gal. H2o tank stage pump 100 ft Ladder #18 Engine #13 1984 Ford Pumper 1250 GPM* pump Waterous 2 stage pump 1000 gal. H2o tank #19 Rescue #12 1987 Chevrolet Rescue Automatic External 4 Wheel drive Defibrilator, Basic EMS Extrication Tools #22 Utility #11 1990 E-One Utility & Heavy Equipment Command vehicle #24 Engine #12 1996 Freightliner Pumper Waterous single stage pump w/ Class A foam #25 Tanker#11 1973 Mack Tanker Waterous single stage pump # 26 Utility #12 # 28 Boat #11 Gpm =gallons per minute 1999 Ford F 250 Crew Rescue Cab 2001 19' Silver Wolf Fire Rescue Boat w/ 150 H.P. Mercury Outboard Cascade Air System 20 KW Harrison generator,scene lighting system 1250 GPM* pump 750 gal. H2o tank 30 gal. foam tank 250 GPM* pump 2000 gal. H2o tank 2500 gal. drop tank First Aid Basic EMS 300 GPM* floating portable pump side dive rescue door Boat #12 Zodiac Rescue boat 15 HP motor Life vests, floating stokes # 29 Engine #11 2003 Salisbury Pumper Hale single stage pump w/ Class A foam 1500 GPM* pump 765 gal. H2o tank 5 KW Honda EM- 5000S generator #30 Utility #13 2003 Pace American Gas and air monitoring 8'x16' enclosed HazMat Detection Equipment Trailer w/ spill response A,B,C protection suits booms and equipment #33 Grass #11 #34 Rescue #11 #35 Tanker #12 # 36 Utility # 14 Updated 3/18/08 Gpm =gallons per minute 1986 Chevrolet Grass Rig 1 Ton Mini Pumper 1998 Ford F-Super Duty Holmatro Extrication Tools, Generator 2007 Freightliner Tanker/ Pumper 1998 Chevrolet Tahoe 3000 Gal. H2O Tank 750 GPM Pump 3000 Gal. Drop Tank No special equipment I ~ :'::::::: ::::::::; _ 0 ~ o ca ~ c ao ° o o ~:~? c ~ m ~ CO a ~ x • -x:~ : : ~ ?~!'~ ::sue:: 'k!`.;:? r ~ w•;; •::•;: ~ ~ #f V ~ C~ i ' ~:~it# i d' O t6 01 ct IyYi d' i .~+ = ~ ':;:•`•: w »>:; ~' `'''~"` G1 t ` ~ W = c 3 M ~ O O ~F4:~: O •5::: O :~7F3:==: T f LS 07 cfl c0 O O M i.?Y; :;iii: d' M ::'~': :?#!"z? ~ ~ ~ r, ao t~ a> ai ~' Sri :~a: ~sS K rj, , 1 p O N CO N ~ ~: N ~:~::: , W W ` 0 Z N Q ~ W a _ = W o m '' w ~ Z ~ v W z J W ~- F. ~ w °' w -- ~ ~ <~ ~ c m > w a .,.~ o 0 0 0 ~~ o ~+ Y o +~ rn ~ ~ O 00 : ~ " :~?; ? ai; O O Q m ~ i o r rn rn ~: tt) ~ . • : ~ t >!1~ h = rn ~ ~ ~ ~ c w V ~ G h p d' N :~? ~ :;fit:; ??,~ tL h ~ O N Ef} Ef3 f!3 ffT `•'': ~ ~:#i.S;~ ~ ~ O N :~: `~~: ::3 '~~i N N ~ g:: .. c ~ O > ~ ~ V ~ N ~j,~ L- fC C ~ -+:+~: ~ :$:;:; ~ O "~ ~ N ~ C ~ LL ~ ~:~:?:fit • ~ ~ ~ m ~ 3 .m o ' O o ~ a~ ' ''~ ~ C ~ ::'' i :; ~ `~'~ i::i r. 00 0 V ~ ~ ~ ~ ~ ~ ? ~ O N ~ N ~ ~ N :~ ~:;'~~ ~ O N p ~ O U m LL ~ , E~A:i ~- V ....... ~ ....... r ~ ~ "J ~~ Mound Fire Department November 2007 Understanding and Analyzing the 2008 Budget and Expenses Category/Description *Budget Tota12008 • Operating Expenses • Pension Contribution -Relief Assn. 2008 Budget $ Amount Percent $1,007,773.00 100% $ 587, 333.00 58.3% $129,600.00 12.9% • Building Rental, Lease, Debt Service *Operating Expenses (from above) • Salaries for all Staff (all inclusive) • Operations and Supplies • Capital Outlay Salaries for Staff Information: $ 290,840.00 28.8% $ 587,333.00 58.3% $ 316,803.00 31.4% $ 195,050.00 19.4% $ 75,480.00 7.5% • Firefighter response hours 10,000 -12,000 per year @ $8 per hour = $92,000.00 • Firefighter in-house training hours 2800 -3200 per year @ $4 per hour = $12,600.00 • Firefighter station maintenance hours 1480 per year @ $10 per hour = $14,800 • Firefighter meetings, PR events, other hours 1600 per year @ $0 per hours = $0 • Fire Officer Pay (refer to list for details) _ $14,700 11/27/07 Mound Fire ®epartment 2007 Activity Report EMERGENCY CALLS FIRE/RESCUE CALLS 2007 IN OUR PRIMARY SERVICE AREA MUTUAL AID CALLS 2007 OUT OF OUR SERVICE AREA TOTAL OF ALL FIRE/RESCUE CALLS IN 2007 INCLUDING MUTUAL AID FIREFIGHTER EMERGENCY HOURS FIRE/RESCUE PERSONNEL HOURS 2007 IN OUR PRIMARY SERVICE AREA MUTUAL AID FIRE/RESCUE PERSONNEL HOURS 2007 FIRE/RESCUE PERSONNEL HOURS 2007 INCLUDING MUTUAL AID FIREFIGHTER HOURS BREAKDOWN FIRE/RESCUE PERSONNEL HOURS IN 2007 INCLUDING MUTUAL AID MAINTENANCE HOURS IN 2007 TRAINING (IN HOUSE) HOURS IN 2007 TRAINING (OUTSIDE) HOURS IN 2007 MEETING HOURS IN 2007 PUBLIC RELATIONS /FIRE PREVENTION TOTAL VOLUNTEER HOURS FOR 2007 549 10 559 11,581 459 12,040 12,040 1,138 2, 519 ~~ 1,136 272 17,105 0 MONO o O Cfl N r '~ r O r OI N N O ~ O ~ r l1~ N O N N M M N~ ~ ti N ~ ~ ~- ~ r ~ ~--' o ~ 0 0 0 ~ ~ ° ° 0 O (~ ,1 r ~~~ o ~ ~ ~' m ~ N M ~ N ~ ~ ~ ~ O ~ ~ ~ ~ M o ~ ~ r ~ ~ ~ ~ m L i _ ~ ~ ~ = O 00 d' ° \ O _ ~ O ~ ~ O N O ~ OI N N ~ ~ ~ N ~ O L LL O~~r'Cfl to ~ r ~ ~ d:, 00 L U tB m c~ ~ ~ ~ .«~ a o o° H ~ a~ ~ m ~ c .~ c ~~c~~u~ (Cf +-+ OI O ~ N ~ ~ OI r' N N ~ O O O ~ ~ N N ~ L tQ O U = QQ ~ ~ ~~ ~B Rt +• ~ '~ o ~ _= c ~ ~ °°\~ o O G N~ m m a p O ON ~ ~ ~ ~ L L N 4 ~ +.+ -~% Q. c LL J J ~ ~ ~ L L ti ~ dN-~~NO M O N ~ 11~~~~M ~, O O N~MNd' ., ~ ~ -o0 N O ~ O i f`N~tf~~ e- ~ O i ~ ~ G! 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O W Z ~ J Q Z ~ ~ Ln W U ~ - ~ O W Q J F - ~ Q O LL 2 z 0 O d N H ~_ F V Q W S C9 W LL C O D s C O ~ "D ~ ~ ~ o ~ ~ ~ '~ ~ ~ m U ~ c ~ c ~ c~•~ ~ ~ ~ ~ COO CO O 0 ~ M ~ ~ ~ ~ O `- N M N rat„ ~ ~ ~ o C00 ~ r ~ 0 ~ rn ~ ~ CO to ~ N ~ ~ O M ~ 00 M N `- O ~- O N ~ ~ ~ ~ ~ ~ O ~ ~ O ~ O ~ }~ Z j W iZ j 0 W Z W W U J Z d ~ W ~ ~ ~ Q U a ~ W J Q U` ~ Z W ~ ~ Z ~ ~ W ~ ~ ~ ~ ~ ~ F W ~ Q ~ w O ~ p O O N O O N ~~ ~_ Q ~_ U ~~ ~ ~ ~ ~ ~U Q t0 ~ F~- G? ~ i ~ LL cvn 'a °' ~ ~ ~ ~ O ~ ti 0 0 N 0 0 3 m 0 c~ c ~ o ~ a~ ~ ~m U U cv .~ a~ c ~ I a ~L Q VJ G ~2 O lf~ O ~ O L() O ~ ~ ~t M M N N ~ ~ `90 O~, ~O O~, ~O O~, O~ O~, 8s bL' O ~.+ N 2 cC U a~ v a~ as L 0 ._ 9~ ~6' L ~s ~ o~, ~~ ~~ ~~ ~~ o~ ~~ ~~ O .~~~ ~ O0~ ~ ~ d OeY O Q O S~E~~ ~4'~ .Ia~L1.lEl~ ~~ W 'A ~ v, L _~ C~ Q G Q~ L_ ~ ~, I j ~ i ~ i I I ~°I i i I I ~° i I I \Y i i i i ° o a~i ~ ~ ° o ~II~~ ti 0 0 N 0 0 N O O N d- L. ~ ~ 0 Q N N O O N O O N (~ Q (~ cI L Ca L ~•It I ~.~° ~_ Q ~U ~/~ ~ ~V ~ A,~ W 0 A' W L ~ ~. ^~^,, L O Q O N 0 0 a~ L O '`~^ VJ o ~ a~ ~ ~ m c ~ L V o 1 L ~L Q. vJ cv ~L ~-+ G O G 6~ O O O O O O O O O O O O O O O O O op Imo- CO ~ d' M N ~- SJ11d~ _ ~ ~ ~ Q. ~ 0 •~ ~ ~ s ~ a ~ ~ O ~ ~ LL ti 0 0 N O O N to O O N O s. O ~ N ~ 0 0 N N O O N O O N N U C ca C C t6 d'1 p O O O O O O O O G O ~ Cfl ~i" ON O ~ CSC d0" N r r r- c- c- ~.~~~~ _ •Z .}~+ •Li L L Q .a ~ S ~ Q y' i ~- u ~ a _ ~) G s ~ ~ ~~ ti o ~ o 0 0 N O O N O L O ~ N ~ M O O N N O O N r O O N C~ Z_ _Z 0 o v ~ © ~ o 0 °c> °o ° c> ~ ~ ~~ ri c~i c~i ~i ~= ~.ICt~~ N ~ ~ ~' ~ V O -_ M L Q ~ "~ Q ~ U N ~ ~ ~ i .g U ._ ~ LL "- O d ~ ~ ~ N ~ ~ Q O ~~ ~ ~ Q OC r '-- ___.- ---- - - - -- '---- r~ C~9 r~ ti 0 0 N O O N i ' 0 0 N o ~ o r~ II i ' ' ', ~~ ! ', ~ I M O O N ---------_-.. _._ _- - ~ -- __. _. ---I -'_---------_- '__ _-- -I I ~ i N O O i N ~ II ~ _ _ _ _ . _ . _ _._ _ __ ---~ 0o a~ a~ t` e~ u7 ~-r cis N ~-- r~- w t~ ti ~ ~ rte: ~~: ~.: t.: ~: cfl ~~~~~~ c Mound Fire Department February 2007 Goals Initiatives and Priorities Never changing, ongoing and continuous: 1. Provide a high level of service, quality, value, and continuous improvement 2. Focus on very well thought out strategic goals and initiatives 3. Create short term and long term business plans and then work the plan 4. Budget and spend wisely resulting in cost effective and efficient operations 5. Maintain or expand existing customer base 6. Have insight, vision and contingency plans for the future Short Term Goals, Initiatives, and Priorities: 1. Initiate, schedule, and then prepare for Insurance Services Office PPC audit 2007 2. Focus on the specific public safety needs of all Mound Fire service area cities; primarily focus on improving Minnetrista fire response in 2007 by purchasing a Tanker/Pumper truck. 3. Proceed with a "Lease Purchase" Plan to replace all Self Contained Breathing Apparatus (SCBA) for firefighter safety purposes. 4. Achieve consistency in policies, codes, and fees for all service cities (i.e. adoption of Minnesota State Fire Code, Medical Auto Starts, etc.). 5. Initiate a Mound Fire Relief Association "Pension Plan Study" for the purpose of evaluating the existing Pension Plan, then recommend changes to the plan if and as necessary. 6. Somehow capitalize on the abundant MFD firefighter application waiting list by adding more firefighters (trainees) to the staff for future department benefits. Long Term Goals and Priorities: 1. Maintain our existing fire service customer base 2. Expand the Mound Fire department customer base by adding and operating strategically placed fire stations in Minnetrista. 3. Improve overall public safety quality of service in all areas including, EMS, fire suppression, fire prevention, and fire inspection by adding staff where needed. 4. Reach agreements on longer term fire service contracts for fire service partners. GSP 02/28/07 '~~{ Mound Fire Department February 2007 Goals and Strategic Plan Initiatives (for Fire Chief Greg Pederson) I. Personnel !People a. Increase firefighter staff to 40 members b. Complete comprehensive and diversified training of firefighters c. Implementation of "Duty Officers" d. Research feasibility of "Duty Crew" e. Maintain volunteer firefighter commitment f. Reorganize department officers structure 11. Budget and Financial Management a. Develop a long term financial plan for existing station #1 b. Complete a cost analysis & budget for Minnetrista fire station c. Develop aoperations/financial plan for a two fire station operation d. Evaluate existing Fire Contract Formula and change as needed e Restructure and implement New Fire Contract formula for all ~~ ursue other funding options i.e. grant money g. Establish hourly rates for firefighter staff and apparatus III. Equipment and Supplies Status Completed in 2004/05 -ongoing Completed in 2005 -ongoing Implemented part-time 2005 Incomplete but in the budget 2007 Completed, but ongoing Completed in 2004/05 Completed for Station #1 in 2005 Completed proposa12006 Completed for Station #1 & 2 in 2006 Completed in 2006 Completed in 2006 Ongoing work in progress (grant list) Completed in 2006 a. Rethink, plan and budget apparatus replacement program Revised plan in 2006 - WIP b. Implement apparatus replacement plan cost saving initiatives Implemented in 2006 with $$ savings b. Continue to do annual replacement of essential safety equipment Ongoing c. Implement purchasing and cost control plan Implemented in 2005 -delegated some respansibilties IV. Facility a. Maintain existing facility b. Consider other facility needs i.e. Minnetrista c. Work on final closeout of Mound P.S. Facility project V. Fire Prevention and Inspection a. Implement comprehensive fire inspection program b. Focus on Fire Code Services and Enforcement `egic Plan Initiative -Fire Commission uNuated 02/28/07 Ongoing Project Plan/Budget complete 2006 Project complete -slightly under budget -closeout pending Started in 2005, continues and ongoing Ongoing suucessful project `~ Mound Fire Department 2007 Fire Department and Fire Chief Pederson Accomplishments Personal Accomplishments 1. Successfully completed my Associate in Applied Science degree in Major: Fire Science Technology (officially awarded 12/22/07) 2. Successfully completed both the State and National requirements for the Emergency Medical Technician Basic course. 3. Completed NIMS numerous Training courses in 2007. Fire Department Staff 1. Maintained a very well trained staff of fire officers and firefighters. 2. Complete a major comprehensive training plan for (3) new firefighters in 2007 and successfully completed probationary period making them well qualified as skilled firefighters. 3. Added (6) new firefighter recruits to the department in 2007, increasing the total paid-on-call fire department staff to 44 firefighters. Apparatus and Equipment 1. Worked with the City of Minnetrista Staff and City Council members to get approval of, purchase, and place in service a new 2007 Tanker Pumper Truck. 2. Leased all New Self Contained Breathing Apparatus (SCBA) Units in 2007 3. Upgraded our SCBA high pressure bottle fill station. 4. Purchased anew/used Chiefs response vehicle. • Other/ Miscellaneous 1. Worked with the Mound City Manager, MFD Fire Commission, and five city councils to agree upon and implement a new Fire Service Contract and Formula in 2007. Received approved and signed fire service contracts will all service area cities for 2007 -2009. 2. Completed the WAFTA Site Investigation and Cleanup effort by hiring a environmental consultant to test the WAFTA Site. Facilitated the WAFTA Grant of $250,000. 3. Personally handled most of the Public Safety Facility ongoing maintenance, code compliance, and repair issues. 01/21/08 October 10, 2007 Insurance Services Office, Inc. Public Protection Classification Department 111 North Canal Street, Suite 950 Chicago, IL 60606 Dear Sir/Madam, The purpose of this letter is to request that your office schedule and perform a Fire Suppression Public Protection Classification audit for the City of Minnetrista at your earliest convenience. The most recent PPC audit performed by ISO for the City of Minnetrista and the Mound Fire Department was completed in 1995/96. There are several reasons why we feel it is timely and important to perform this Public Protection Classification audit at this time. The reasons are as follows: ^ Mr. Mike Funk is now working in Minnetrista and has everything in order. ^ Mound Fire Chief Greg Pederson is a super duper fire chief. ^ Minnetrista has mad significant improvements in the city water supply system. ^ Minnetrista recently purchased a new 3000 gallon Tanker Pumper Fire Apparatus for hauling water to non- fire hydrant areas of the city. ^ The Mound Fire Department has greatly improved its fire department operations, staff, and facilities over the past 10 years. The contact at Mound Fire and the City of Minnetrista to set up this PPC audit will be Sincerely, Mike Funk Greg Pederson Minnetrista City Administrator Mound Fire Chief ISO Public Protection Classification Audit Process Contact information: Tom Geibel 1-800-930-1677 ext. 6208 Or Derrick @ ext. 6209 Notes: ^ Policy on PPD audit process has changed and the ISO now classifies each jurisdiction (city) on its own. Not by the fire department or fire department coverage area. ^ The process requires that each city/jurisdiction must send a letter from the Mayor or City Administrator requesting the PPC audit. All letters that pertain to one fire department or one city can be mailed together in one envelope. ^ Instruct the ISO who to contact as follow up and to arrange for the PPC audit (in this case the fire chief) in each city. ^ The ISO letter requesting the PPC audit must be on city letterhead (for each city) and must state the reasons why the audit is being requested and list the items that should justify an improved audit score i.e. We think we need a new up to date PPC audit because: 1. Water system improvements in the city 2. FD upgrades (equipment, staff, apparatus) 3. Water shuttle capabilities (tankers) 4. Other justifications Other detail: Note the fact that Mound Fire and St. Bonifacious Fire both cover parts of Minnetrista Target timeline for audit completion is 75 days from letter receipt. Fees to fire department and each city = $0 The ISO PPC letter should be addressed to: Insurance Services Office, Inc. Public Protection Classification Dept. 111 North Canal Street, Suite 950 Chicago, I160606 GSP 090707 Mound Fire Department ISO Public Protection Classification 2008 Audit Plan For All Mound Fire Protection Area Cities Schedule May 1, 2008 Survey the Mound Fire Department May 2, 2008 Locate all needed fire flows May 3, 2008 Tank Shuttle Evaluation May 5, 2008 Mound Water Department & Flow Test May 6, 2008 Minnetrista Water Department & Flow Test May 7, 2008 Spring Park Water Department & Flow Test (AM) May 7, 2008 Minnetonka Beach Water Department & Flow Test (PM) Audit Activities and Events • Tank Shuttle Procedures • 5 Contact Information Sheets (I for each city) • Pre-Survey for Dispatch • Pre-Survey for Fire Department • 4Pre-Surveys for Water Department (Mound, Spring Park, Minnetonka Beach & Minnetrista) Assignment Categories 1. Administration -Documentation & Records 2. Operations -Apparatus & Equipment 3. Operations -Pumping & Water Supply MOUND FIRE DEPARTMENT ISO Public Protection Classification Ratings Fire Coyera~e Area With Hydrants Without Hydrants Mound 4 N/A Minnetonka Beach 7 N/A Shorewood 6 9 Spring Park 6 6 Minnetrista 8 9 PPC rating effective date September 1, 1996 NOTES: 1. Residential property insurance rates only improve up to an I.S.O. Rating of 7; anything above a rating of 7 generally does change/reduce insurance premiums for residential properties. 2. The city and residents that has the most to gain from an ISO Public Protection Classification audit is Minnetrista. 3. The most recent Insurance Services Office (ISO) Public Protection Classification audit for the Mound Fire Dept. and our service area cities was performed in 1996. 4. Our next planned ISO Public Protection Classification audit is planned for fa112006 or spring 2007. This depends upon ISO scheduling. The Mound Fire Chief has contacted ISO about this audit. 5. ISO audits are typically done approximately every 10 years. `~ ADVERTISEMENT FOR BIDS PROVIDE ONE (1) 3000-GALLON TANKER/PUMPER With 750 GPM Pump CITY OF MINNETRISTA, MINNESOTA The City of Minnetrista, Minnesota, will receive bids at City Hall until 11:00 a.m. on Monday, March 19, 2007, for one (1) 3000-gallon tanker/pumper with a 750 GPM pump, according to specifications. All bids shall be made on the proposal form provided by the city and shall be accompanied by a bidder's bond for not less than ten percent (10%) of the total bid amount. This bid bond shall be forfeited to the city in the event that the bidder fails to enter into a contract. Successful bidder must provide a 100% performance bond at time of contract. Bond must be provided by manufacturer and not sales representative. Bids shall be securely sealed and endorsed on the outside envelope with "Bid on Fire Equipment". Copies of the specifications and proposal form will be furnished upon request to any prospective bidder, by the City of Minnetrista. Sealed bids will be opened at 11:00 a.m. on Monday, March 19, 2007 at the Minnetrista City Hall, 7701 County Road 110 W, Minnetrista, MN 55364. The City Council reserves the right to reject any and all bids, to waive irregularities and informalities therein and further reserves the right to award the contract in the best interests of the City. Deviations from the specifications will be considered if proposed deviations are equivalent or exceed specifications, and are noted on the proposal form or attached sheet(s). O V O ~I ~~ .~ .~ ~I C~ i.i E-~ .~ o c ° 0 U 0 o v, y cYi ~ ~ ~ ~ ~I O U ~I a .~ A V H N U ~ ~ N ,--~ cd ~', ,O v ~ ~ .~ ~ +; o v a U cd ~ ~ ~ ~ O U ~ "'~ 'Cf Q " O ~ N ~--~ CO ,1-i ~""~ R3 ~~-~- ~ ~ U ~ ~ ~+ ~ ~ O ~ s.y c ~ O ~ ~ a3 .p ~ ~ a ~. O ti a cn a ~ w ~ ~ .~ N ~., bq ~, O F-~ ~ ~ 0 ~ ~ ~ o o ~ °o M i N O ~~ O N ~ ~ .~ ~ CS' ~ ~ ~ ~ E-' GA ~ . ~ ~-, ~ '~ ~ ~ ~ ~ O O ~" O U ~ ~ ~ ~ ~ ~ ~ ~ _~ ~ ~ ~ y ~]y L ;.y ~ cn p r-+ ~ i-~ ~ ~ ~ ~ ~ .~ ~ ~ N .~ ~ ~ ~ ~ ~ O O ~ cOH y ~Q o ~ ~ ~ ~ ~ o U ~ , w N P~ ~-. N ~" ¢'' H 0 0.i ~ ~ ~o o ~ o i ~ O O N ~ ea t,+ e~ e~ aaie ~a '~a e°°4 Gs 6> ~a ~' .~ U .~ U 4-~ O N .~ N .~ U bA U rd ~ 0 ,~ ~ N O ~ O ~" N Q) ~ ~' ~ •~ ~ U ~ ,..~ s-+ `~ O ~' ~ O ~ ~ ° ~ ~ ~ ~ O U ~ O U ~ N N . ~ ~~ y ~ 69 '~ ~ ~ ~ O y ~ .~ 'C3 ~ ~ ~.~ ~ ¢, o ~ ~~ ~ Q N cn v~ H 0 0 N N ti MSA Telephone: (412) 967-3000 Pax No. (412)967-3087 Mine Safety Appliances Company • PO. Box 426 • Pittsburgh, PA 15230 March 7, 2007 Kevin Flaig Mound Fire Department 2415 Wilshire Blvd Mound, MN 55364 Writers Direct Dial No. (412)967-3003 Dear Kevin: Enclosed ou will find lease documents between Mound -Fire Department and Mine Y Safety Appliances Company that- need to be executed. Please sign the document(s) where indicated and return to Tax Exemption envelope. You will also need to include a copy of you Certificate (if applicable). Failure to return your tax of the s~i ned elasetdocuments in MSA charging you sales tax on each invoice. A copy o 9 w'ili.be returned to you for your files. Attached is a preliminary amortization schedule uoe ~o I be ma ed~to youoalong with an received the material, a final amortlzation sched invoice in the amount of $11,700.00, which will refllect the correct st rt date foh~thease agreement. This final amortization schedule wlll ref lease lease agreement based on receipt of material. When you receive the invoice, p return your check along with a copy of the invoice. You will receive future invoices from MSA according to the amorti thel month d rior to the invoices are generated automatically in our system on the 15 of P due date. If I can be of further assistance to you, please let me know. It has been a pleasure to be of service to. Sincerely, , ;, ~~-~.J Tammy Skinner. Lease Coordinator tas enclosures F-7508 REV. 8/87 LOCATION: RIDC Industrial Park •121 Gamma Drive • Pittsburgh, PA 15238 ~~~ ~ +, • ~ .-. ~+ _ ~ ~ ~ ~ ~ U ~ ~ cC U ~ ~ U ~ 'd 4~. O O O .~ ¢~ Cam. ~. ~ ~ t~..,~ ~' cd v~ '" ~ ~ ~ ~ ~ ,~ ~ ~ •~ ~ O N ~ O O O ~ '~ ~ ~ ~ ~ N O ~ ~ ~ ~ •~ y 4-~ ~ O U cd iC ~ O O ~ ~ ~ ~ ~~, U O ~ • D ~ '~." ~ tom, •~ U .~ ~ O ~ ~ O ~ O ~ ~ O ~ •~ ~ U ~ ~ ~+ ~ Mil ~ ice'' b4 N S~ O O bq N sO. . ~ . ~ ~ ~ ~ O . ~ ~ ~i '~ ~ ~ ~.," ~," ~ cd rn '~ cH cc3 c~ O ~ ~ cC .~ cd G~ ~ ~ O cd c~ cC3 ,.d N ~ 4. ~ ~ .~-~ ~ t-. ,~ ~ ~ "~ ~UUU U~aOW WSW C7aW W 0 0 ~ ~ N V1 ~ N M ~' r-. N M d' ~ ~ ~ oo .-. N m ~ ~ ~ ~~ .~ c~ Q ~ ~ ~ ~, ~ w ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ •~ ~ . ~ t~., N ~ ~ O b~4 • ~-' O p cc3 '~ ~ O ~ '~ .~ G~ ~~ ~ .y i-i _N ~ cd N N ~ N ~ N .-~ y~ ,~ ~' ~ ;d , 4? ~' in S". vii vOi ~ O ~i O ~-+ ~ O ~ pp N 4-i 4. ~ N 4: ~ ,~ O ~' ~ ~ O ~ ~ 64 N v, ~ O N ~ 3~i ~ L~ ~ ~ 4-i i-. •" ~," O 'd rte' ~ ~ N O ~ ~ ~ N N ~ • S~ O ~'" ~ ~ ~ ~ ~ ~ ~ .~ N ~ t}, p `n ~ ~ O • cad ~ •~ . `1. 64 ~ O W ~Zwa~ ~ZZ~Z~Zvs ~OWv~ ~ .~ w ,-. a~ •~ b ~ ~ ~ .-. • ~ Li ~ ~ ~ y ~ A" ~' ~ ~ ~ O N w O i~a i.~ G~ rte'".., O ~ ~ •'~-' 4~-+ 0 a, N O a Mound Fire Department Relief Association ~'ension Study Overview-DRAFT Background: The Mound Fire Department Relief Association and its Pension Plan have historically been well funded and very successful. The conception date of this pension fund, the substantial financial contributions, and the well managed investments have all contributed to the success of the plan. All of these factors have contributed to making the Mound Fire Relief Pension Plan one of the better funded fire department pension plans in the State of Minnesota. I believe this successful pension plan and its financial benefits for its retiring (fully vested) members are a major contributing factor to the ongoing Mound Fire Department recruiting and retention success. Proposal: As the Fire Chief and a member of the Mound Fire Relief Board of Directors, I believe it would be in the best interest of all parties involved to support a study of the current pension plan vs. the other available and viable options for improving the plan and improving benefits to the retirees in the future. The study must also compare the future costs of funding the existing pension plan as is vs. the cost of an improved plan; this assumes of coarse that there is an improved pension plan. The current pension benefit retirees, active firefighters, and all the cities that fund the plan should all be interested parties in this study. Current Pension Plan strengths: • The pension plan has always been very well funded • Funds have been well managed and investments have been quite successful. • The fund balance is over 3 million dollars. • The pension plan been consistent, is well understood, and been in place since inception • The existing plan provides increasing (raises in paid out benefits) and ongoing financial benefits to all retired benefit recipients as investment gains allow. • The current firefighters and the retirees are familiar with the current plan and have accepted the plan as it is. Current Pension Plan weaknesses or issues: • The MFD current "monthly benefit plan" vs. a lump sum benefit plan is rare among Minnesota Fire Relief Associations. Only about 1-2% of the fire department pension plans in Minnesota use the monthly payment benefit plan format that we use today. • The firefighters can only be vested after 20 consecutive years of service, nothing less than 20 years. This is also quite uncommon in pension plans today. • The firefighters that serve the department more than 20 years do not receive equitable pension benefits for time worked beyond 20 years. This is a disincentive for firefighters to stay beyond 20 years. • The current pension plan forces a fully vested firefighter to retire at age 50 years, or lose his/her pension financial compensation benefits. This age limit is no longer appropriate for the times. • All of current retirees drawing a pension continue to get the same pension increases. This seems inequitable for the current firefighters and recent retirees that have made a much higher time commitment. • I have concerns about the pension fund balance and its financial ability or wherewithal to support the existing plan and benefit format in the future. Goals of the Study: • Continue to improve the MFD Relief Association Pension Plan and provide consistency and improved benefits provided to all its members. • Insure fair and equitable benefits are provided now and in the future for both the current retirees and active firefighters (future retirees). • Consider retirement benefit options that make the pension plan more appropriate for today's environment and based upon firefighter years of service issues. • Evaluate and compare the existing pension plan to other plans or several other available options, to see if changes need to be made. • Update the pension plan only if it is determined to be beneficial to all parties involved and as appropriate for now and the future. Priorities and Options to Consider: 1. Maintain a fair and equitable benefit package for current retirees, with pension benefit fiscal increases that are reasonable and appropriate. 2. Create a pension benefit transition plan for active firefighters that allows for, and provides options (choices) for a fair and equitable pension benefit. Maybe a five year transition plan that allows for either monthly or lump sum benefits. 3. Establish a new and improved MFD relief pension benefit plan for the firefighter members that will retire further down the road and into the future. A plan that is more appropriate for the time of retirement and level of commitment required. 4. Consider both of these vesting items: a). shorten the vesting requirements in terms of years of service to possibly 10 years with reduced pension benefits b). also provide more financial benefits to those who serve the department more that 20 years. 5. Increase the mandatory retirement age to something above the present 50 years of age, to something higher like 55 or 60 years of age. 6. Consider allowing members a break in consecutive years of service, with credit for previous service time upon return to active duty. Establish clear cut rules for this. Pension Plan Study to possibly include the following parameters: Regular (possibly annual) benefit increases or cost of living benefit increases for all retirees on the existing monthly pension benefit plan. Analyze and forecast what the realistic outlook is for continued benefit $$ increases in monthly benefits based upon the current fund balance, anticipated fund investment performance, and the beneficiaries. • Transition to a financial pension benefits system that allows members to make a one time choice of either a). a monthly pension benefit plan or b). a lump sum benefit plan. • Consider shortening the vesting requirements to ten (10) years, with reduced pension benefits prorated for members with less than the fully vested time of 20 years. • Consider improving the pension benefits for members that serve more than 20 years, by providing equal financial benefits for each year served beyond the fully vested 20 years. • Consider increasing the mandatory retirement age to 55 - 60 years of age. • Factor into the study the costs associated with the concept of having more than one fire station (multiple fire stations in Minnetrista), and the possibility of staffing and operating 2, 3, or more fire stations. • Evaluate the pension plan "financial impact" and funding requirements of increasing the Mound Fire Department staff to 45-48 firefighters. What is the long term financial effect and impact, all thing considered. Cost to Fund aStudy -Estimate $3,000 - $5,000 GSP 112906 DRAFT Mound Fire Department Hires Six New Firefighters Press Release Mound Volunteer Fire Department Announcement Mound, MN - 11/08/2007 -Mound Fire Department has added five volunteer firefighters to its staff effective November 5, 2007. The Mound Fire Department recently increased the volunteer firefighter staff after interviewing numerous excellent firefighter candidates. The newly hired firefighter trainees were selected from an application pool that includes a firefighter applicant waiting list. The newly hired firefighter recruits are all Mound or Spring Park residents. The six new firefighters are: Matt Morris, Bryan Gorman, Matt Svihel, Tony Boldon, Matt Kvam, and Jeremy Spader. The Mound Fire Department was established in 1923 and has had a long and successful history of recruiting and retaining volunteer firefighters. The hiring of the six new firefighters, coupled with the recent retirement of two firefighters creates a staff of 46. This staff includes 44 volunteers, a full time fire chief, and an administrative assistant. This increased volunteer staff is critical to maintaining the department's excellent service quality and performance. This increased staff of firefighters will allow Mound Fire to provide the best possible service to the five service area cities and their residents. Greg Pederson, Fire Chief Mound Fire Department Firefighter Application -Waiting List Application Residence Count Name Date Location Status 1 Kath Weist 5/24/2001 Orono Hold -Interested Jameson Grad 10/1/2002 Hold -Interested Robert Bradle 10/2/2003 S rin Park Hold -Interested 2-10-04 2 Kevin Kautzer 11/8/2005 Mound Active -Interested 3 Kenneth Bencker 1/18/2006 Mound Active -Interested 4 Karl Ricker 2/27/2006 Mound Active -Interested 5 Matthew Erickson 3/8/2006 Mound Hold -Interested 8-15-07 6 Jerem Nordstrom 3/30/2006 Mound Active -Interested 7 Michael Ferrell 8/29/2006 S rin Park Active -Interested 8 Rob Just 9/11/2006 Mound Active -Interested 9 Jonathan Larson 1/1512006 S rin Park Active -Interested 10 Tim Bozikowski 6/11/2007 Mound Active -Interested 11 Shawn Ha es 10/8/2007 Minnetrista Active -Interested 12 Travis Senefelder 10/31/2007 Mound Active -Interested 13 Heidi Sava e 11/19/2007 Mound Active -Interested 11/19/2007 T~d" November 20, 2007 Briefing Paper/Report on Volunteer Workforce Issues Facing the Fire/EMS Delivery System in Minnesota and Our Proposed Legislative Initiatives to Address and Improve Minnesota State Fire Chiefs Association (MSFCA) Minnesota State Fire Department Association (MSFDA) Minnesota Area Relief Association Coalition (MARAC) Fire Marshal's Association of Minnesota (FMAM) Mn Chapter of International Association of Arson Investigators (IAAI Problem Statement: Over the past decade (and probably longer), Minnesota has ranked 42nd to 49th in fire protection costs (Minnesota Taxpayers Association) despite ranking 21St in population. A primary reason for this is the preponderance of fire delivery via the volunteer's firefighter delivery system. Departments such as Bloomington (88,000 population) and Spring Lake Park-Blaine-Mounds View (78,000) still operate as volunteer/combination departments. Compare this to Wisconsin where cities with population of 20,000 and more routinely have career or predominate career departments. Unfortunately, the combination of demographics and societal changes has led to a decline in the volunteer fire/ems population as evidenced by: • More and more departments transitioning to combination or the hiring of full time staff or duty crews to cover shifts. Atypical cost of a career firefighter including benefits is $50,000. The problem is exacerbated by the fact you need a minimum of 3 to 5 responders 24/7/365 for most emergencies and 20 to 25 responder for a working structure fire. • Office of the State Auditor Annual Compilation Report on Volunteer Fire Reliefs that details a decline in active plan members over the past decade despite the population growth in the state. The professional associations believe that the addition of modest incentives to entice individuals to join (tax credits) and once in, an improved pension plan to retain will ensure Minnesota residents continue to receive emergency services in a cost efficient manner. Proposed Initiatives: • Voluntary State Wide Volunteer Pension Plan • Income Tax Deductions (credits) for Volunteer Responders and Employers who allow responders to leave or arrive late to work as a function of emergency response `t- Voluntary State Wide Pension Plan Current System Facts: • 792 fire departments of which there are 14 all career so no volunteer plan would exist • 693 volunteer plans, thus, about 85 departments have not formed a plan. These are very small rural departments • 89 plans provide a lump sum distribution via a defined contribution plan • 14 plans provide a monthly benefit distribution • 590 plans provide a lump sum distribution via a defined benefit plan • Benefits range, (using 20 years of service for comparison) from $8,000 to $250,000 • The majority of the plans, about 500, pay less than $60,000 in a one time lump sum payment: or, $3,000 per year of service for the 20 years • The volunteer pension is typically the only remuneration the volunteer receives (metro departments typically offer a modest hourly pay) • 17,000 active members as reported to the Office of the State Auditor who conducts oversight of the plans and certifies compliance to Revenue for disbursement of fire aid. • Volunteer Fire Reliefs rank dead last on investment return at 4.8% vs. 8% for SBI (1997 to 2004) • Volunteer Fire Reliefs (VFR) must administer to same level as large plans in the state, due to decentralized system, VFR's experience the highest plan administrative costs as a percentage of plan assets • Volunteer Reliefs in aggregate hold about 1% ($380 million) of all public pension plan assets in the state. Volunteer Reliefs account for 98% of all public pension plans. Legislative Auditor Study: • Conducted in 2006 • Presented to Legislature in 2007 • Occurred at the urging/request of the professional associations • Purpose was to determine interest in option to current system • Chart on page 46 indicates 11% of respondents either agreed or strongly agreed state should take over all aspects of plan operation. (Thus 70 to 80 plans want to get out of the business totally. One could conclude that they are not doing a stellar job of investing and administering if this is their frame of mind) • 51 % indicated the desire for an option to the current system; however, 49% either disagreed or strongly disagreed with this. Thus, the plan must be voluntary so those who want to join can. The incentive to join will be twofold; benefit increase and shedding of the administrative and investing burden. Current Status: • Working group formed with members from the three professional associations to work on crafting/drafting a bill • Draft bill completed late September • Final revisions sent to Commission Staff on November 20, 2007 Draft Bill Major Provisions: • Creates a 7 member gubernatorial appointed board of directors consisting of active responders, city, township and public members. • Assets managed by SBI • Plan administration by MSRS • Seven benefit levels: $20,000 minimum, $10,000 increments up to $80,000 • Benefit level determined by formula of Fire State Aid multiplied by three year call volume as reported to State Fire Marshal • Mandatory annual municipal contribution of 1 % of benefit level per member (example; $20,000 benefit level requires $200 per member municipal contribution per year) • Plans on cusp of benefit level can migrate one level up with accompanying municipal contribution • 5 year vesting for plan members • 5 year minimum plan participation prior to receiving increased benefit • Plans in deficit can join and given 10 years to make payments GoalsBenefits of Plan: Provide option for those who want to get back to business of being firefighters and not pension plan administrators, this will reduce burnout and resulting turnover Provide benefit increase to facilitate retention rates thus allowing continuation of present cost efficient system. Next Steps and Needs: Finalize draft bill and distribute via professional association web pages by early December Passage of bill in 2008 session allowing formation of board and plan Funding need of $100,000 for administrative/actuarial work as part of 2008 passage. MSRS to provide staff Funding need of $10 to $15 million (estimated and difficult to do without knowing who joins). The more money and the earlier it is provided gives the investment return greater potential. ~~ Tax Deductions/Credits/Incentives Background: The issue of recruitment has been one of great discussion for the past 10 years and despite various efforts, membership continues to decline to the point of being characterized as a crisis in some areas. The 2006 Minnesota Legislature passed legislation directing Commissioner of Public Safety to coordinate the formation of a task force. Participants included Mn State Fire Chiefs Association League of Mn Cities, Mn Association of Townships, Mn State Fire Dept Association Minnesota Professional Firefighters Association and the Minnesota Ambulance Association The final report was issued to the Commissioner on December 15, 2006. Rationale: The ability to recruit volunteer fire and ems responders with the enticement of a pension is difficult at best. The pension system has proven to be an effective tool in retention and can become more effective with the proposed changes. However, the delay in receiving the benefit results in minimal effectiveness in use as a recruitment tool. Additionally, the pension benefit in the vast majority of the state is modest in comparison to the sacrifices required. The addition of a front end is believed to have a more immediate and regular benefit will have a greater impact on recruiting efforts. Proposal: Provide a Minnesota Income Tax credit, on an annual basis for those members who qualify by providing at least nine or more months of active service, $1,500. The Department of Revenue Fiscal Note placed the annual cost of this program at $24 million estimated 12,700 members would qualify on an annual basis. Additional recommendations from the Study included: Providing a similar tax credit to employers who allowed responders to leave work or amve late due to an emergency call Provide low cost or no cost access to Health Care (MnCare) No fiscal notes have been prepared for these two items. Prepared by: Nyle Zikmund MSFCA Legislative Chair MnFAC Chair November 20, 2007 nzikmund(~ sbmfire. com 612-860-7442 Area cities that rely on volunteer firefighters are having to adapt so people are available to respond. By Chao Xione, Star Tribune Last update: November 25, 2007 - 9:59 PM Garrett Grniet was on a movie date with his wife when his pager went off. Yet again,. Grniet had to choose between responding to the call for medical help or continuing with his plans while hoping that other volunteer firefighters would answer the page. "The wife looked at me and said, 'Go ahead,"' Grniet said. "And then she realized I took her to a horror flick." A volunteer firefighter for Hopkins and St. Louis Park, Grniet left the theater. But enough others responded that his services weren't required and he made it back before the movie started. The balancing act between personal and work commitments is becoming more of an issue for suburbs that rely on volunteers to respond to everything from fires to rescuing ducklings from a sewer. Some local departments are moving toward different models of operation, including creative incentives to attract and retain volunteers. According to the National Volunteer Fire Council, 72 percent of all firefighters in the country are volunteers. That's dropped 8 percent over 20 years, said council spokeswoman Kimberly Ettinger. Chiefs in the metro area have noted slipping interest. Minnetonka's chief, Joe Wallin, said he sees a couple of dozen applicants per year instead of the 35 to 40 that used to show interest. The applicant pool in Hopkins has shrunk in half over the years. ~~ Brandon Foxworth used an ax as members of tlae Roseville Fire Department practiced vertical ventilation techniques. Roseville has used around-the-clock duty crews, with part-timers on nights and weekends supplementing full-timers working during the day. "This calling them out constantly is a bigger issue for the next generation," Wallin said. "They want a little more stability." Reasons to get involved Minnetonka and Brooklyn Park are joining the suburbs that are implementing "duty crews," which staff a station with volunteers for set hours every day. In Eagan, three volunteers in their early 20s will be allowed to live at the fire station starting in January - - getting free room and board in return for their availability. "Just trying to think outside the box," said Eagan Fire Chief Mike Scott. Minnetonka, which has 74 volunteers and seven full-time firefighters, will spend about $250,000 to install beds and improve kitchen facilities for its duty crews. The title "volunteer firefighters" isn't quite accurate because the volunteers have traditionally been paid for each call they answer. Serving on a duty crew pays an hourly wage for time spent at the fire station answering calls. In Hopkins, for example, it's $12 an hour. But volunteers said that while the changes are nice, they get involved more for the camaraderie, civic pride and ongoing training that comes with the work. Training involves everything from search-and- rescue drills conducted in a darkened room to find a 180-pound dummy to hazardous waste clean-up exercises. "It's something new every day," said Hopkins volunteer firefighter and single father Charles Lander, 36. "It's a lot of fun." Hopkins has used duty crews since June 2006, keeping two full-time firefighters at the station to respond to calls, maintain equipment and conduct outreach, such as visiting schools for fire safety and prevention talks. Chief Dale Specken said he hopes to one day staff his Hopkins duty crews with four people at a time to ease the uncertainty of how many volunteers are able or willing to leave work or personal affairs to answer daytime calls. "During the day, it's pretty hit and miss," he said. "The big thing with volunteer fire departments is that they are constantly looking for daytime personnel," said Tim Vadnais, White Bear Lake's fire chief. Married and with a 2-year-old daughter, Grniet works on the Hopkins crew about four days a week. He worked at a bank when he began volunteering four years ago, answering as many calls as he could on weekends, evenings and lunch breaks. Grniet, 37, no longer works another job, but he continues to juggle firefighting with family life and classes at Hennepin Technical College. "Sometimes it is challenging," he said. "That's why these duty crews are important." Roseville has seven full-time and 48 "part-time" firefighters. The department has used the part-timers on duty crews at night and on weekends for several years, said shift commander David Brosnahan, 25. About two years ago, Roseville began staffing its station 24 hours a day with duty crews, supplementing them last year with three full-time firefighters in daytime shifts. "It was consistency we were looking for," Brosnahan said. Response times have dropped from about six to three minutes, he said. Firefighters also said it gives them peace of mind because their time commitment is clearer and more stable. ,~~ "It's good time management," said Roseville firefighter Andrew Winegarden, 23. "It lets people go home to their families." Strains of the commitment Time demands at work and home with children's extracurricular activities strain volunteers and potential volunteers, said local fire chiefs who began their volunteer firefighting careers decades ago, when stay- at-home moms were common and sports usually entailed neighborhood kids gathering in a park or back yard. Residents are also working farther from their homes. Many departments require volunteers to live or work within a certain distance from a fire station, going as far as to drive the distance with a prospective volunteer with stopwatch in hand to record the time. Brosnahan said Roseville is about to drop its requirement that firefighters live no more than 10 minutes from one of its three fire stations and is working on providing full health care benefits for the part-timers in an effort to recruit and retain more people. "It can tend to be a revolving door," Brosnahan said. Another thing working against volunteer recruitment is the fact that dual-income families don't have the benefit of a stay-at-home parent to free up the other parent to answer calls. Vadnais, the White Bear Lake chief, has been gathering information for a year about implementing duty crews. For now, however, the city employs an unusual tool to ensure that volunteers are readily available: It rents out three houses near fire stations to volunteers at a reduced rate. The city of White Bear Lake owns two of the houses, and White Bear Township owns the other. Two of the houses are occupied by a number of firefighters, and one is occupied by a firefighter and his family. Also, one fire station has dormitory-style housing rented out at $50 a month. "It's been a very popular program," Vadnais said of the incentives, which have been in place for about 15 years. Scott, Eagan's chief, is trying to tap another source: professionals who work out of their homes. He said the idea came to him when an attorney applied last year. He now counts some stay-at-home mortgage specialists among the ranks. "That's a huge, untapped resource," Scott said. While big cities throughout the Midwest, including Minneapolis and St. Paul, rely exclusively on full- time firefighters, suburban officials say that volunteer departments are here to stay because they are too cost-effective to banish. "I don't particularly think [volunteer departments are] outdated," said Terry Ford, vice president of the Illinois Firefighters Association. "It's in our heritage." Chao Xiong • 612-673-4391 Chao Xiong • cxiong~a,startribune.com ~~ d- o 0 N Ch O O N N O O N O O N O O ~ O N O d7 O O d' O O N ', rn M - ~ ~ r ~ L ^ ,, W C O L d ~N Q '. L O d -'- ~ .Q ' _ '. '. ' ~ ~ Z ~ i ~ '' ~ N d- M _ CO 1-- O ~ - O ~ O ~ O ~ O ~ O _-_-_ O _.-_ ~ O ~ O ~ ___. O - _ O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O CO CO d' N O o0 Cfl d' N O O ~ W O ~ ~ ti ~ ti ti ti tD O O N r N Gi ~, 'C v t1i Q G? L_ LL L 0 v 0 h 0 0 0 N O O N d' O O N M O O N N O O N O O N O O O N M rn c`a rn ~ rn M rn N r 0 ~~ °o °o °o °o °o °o ° 0 0 0 0 0 0 °o °o °o °o °o °o O ~ O ~ O ~ M N N ~ ~ ': `~` ~, INTERNATIONAL ASSOCIATION OF EIRE CHIEFS "'~~ ~~~' LEGISLATIVE HOT SHEET . ~,.--~` oN ' A Guide for Talking with Members of Congress ~: November 2007 FIRE/SAFER Act Grant Programs ^ The Problem: Many fire departments across the country cannot afford the equipment, training, and staffing necessary to meet a baseline level of readiness. This situation puts firefighters and their communities in danger. Of the nearly $3.1 billion requested from the FIRE and SAFER Act grant programs to fulfill basic fire department necessities in 2007, only $662 million has been funded. ^ The Solution: The FIRE and SAFER Act grant programs augment local funding and provide much-needed assistance to meet these needs. To date, the programs are working well to improve response capability, but much more needs to be done. ^ The Explanation: If you have ~°eceived a grant under the FIRE or SAFER Act grant programs, explain how you used the money and how it has improved your ability to serve the community. If you have not received a g~°ant under these programs, explain how you could use that grant money. Give a specific example of how a FIRE or SAFER Act grant has helped or could help you serve your community. ^ The "Ask:" Vote to provide the FIRE and SAFER Act funding levels passed by the House of Representatives, $570 million and $235 million, respectively. FundinL for the U.S. Fire Administration (USFA) and National Fire Academy (NFA) ^ The Problem: Many fire service leaders have been concerned about the level of funding that the USFA and NFA receive, and if they will be able to fulfill their missions. ^ The Solution: Because America's fire service is critically important to national preparedness and response, the fire service needs to have a strong voice within the U.S. Department of Homeland Security (DHS), and fire programs need a consistent and high level of funding. ^ The Explanation: Explain the importance of receiving training through the NFA. If you have taken NFA courses on campus or online, explain what you learned and how it has helped you to do your job better. Discuss your local fire department's role in enhancing homeland security and how this increased burden affects your department. ^ The "Ask:" Vote to provide the $43.3 million for the USFA and the additional $1 million passed by the U.S. Senate to modernize the National Fire Incident Reporting System (NFIRS). Implementation of the Hometown Heroes Survivors Benefits Act of 2003 (P.L. 108-182) ^ The Problem: The IAFC is concerned about the U.S Department of Justice (DOJ)'s implementation of the Hometown Heroes Survivors Benefits Act, which grants survivor assistance under the Public Safety Officers' Benefits (PSOB) program to families of firefighters and police officers who die of a heart attack or stroke within 24 hours of aline-of--duty activity or training event. At issue is how the DOJ is interpreting the presumption of a line- of-duty death and the definition of "non-routine stressful or strenuous" physical activity. As of November 14, 2007, 66 claims have been denied, 39 awarded, and 178 remain unresolved. Currently, 29 denied claims are under appeal. ^ The Solution: The Department of Justice should award the PSOB program's benefits mandated by law to the families of public safety officers that died of heart attacks or strokes within 24 hours of aline-of--duty activity or training event. ^ The Explanation: The presumption of death is clearly defined in the law, the accompanying floor statements, and other legislative history. The legislation was motivated by the fact that police, firefighters, and other public safety officers put themselves at risk every day, including the risk that their stressful and strenuous activity will result in heart attacks or strokes. This is confirmed by the results of a Harvard study published in the March 22, 2007 New England Journal of Medicine, which shows that heart attacks and strokes caused 45% of the deaths that occurred among firefighters. ^ The "Ask": Ask your Members of Congress to contact President Bush and the Department of Justice about the families of fallen public safety officers that have not received the PSOB benefits they deserve and push for Congressional hearings to examine the implementation of this program. Vote to provide the House-passed increase of $1.7 million to double the claims review staff of the PSOB office as part of the FY 2008 Commerce, Justice, Science, and Related Agencies Appropriations Act (H.R. 3093). a~ Job Protection for Volunteer Firefishters and EMS ^ The Problem: Volunteer firefighters can be deployed to the scene of a national emergency, but their employers are not required to retain their employment status. ^ The Solution: Employers should be required to protect the jobs of volunteer firefighters and EMS personnel, who are deployed to emergencies or major disasters. ^ The Explanation: Describe recent mutual aid deployments to Hurricane Katrina and other major disasters. Give concrete examples of how volunteer firefighters can be deployed away from their homes to respond to national disasters, and why these volunteer firefighters should not have their livelihood jeopardized. ^ The "Ask:" Cosponsor the Volunteer Firefighter and EMS Personnel Job Protection Act (H.R. 1643 and S. 2240), which will prevent employers from firing or demoting volunteer firefighters formally deployed for a maximum of 14 days to Stafford Act-defined emergencies or major disasters. Additionally, encourage Senators to take up and. pass H.R. 1684, the Fiscal Year 2008 Department of Homeland Security Authorization Act, which has already passed the House and includes the volunteer job protection bill as Section 513. The House accepted this language by unanimous vote as an amendment on the House floor. Federal Taxation of Volunteer Incentives ^ The Problem: In many states, the Internal Revenue Service (IRS) has started to tax, as income, property tax rebates and. other benefits provided to volunteer firefighters and emergency medical responders, which are commonly utilized to assist departments with recruitment and retention. ^ The Solution: Amend the Internal Revenue Code to exclude from income and employment taxes any property tax rebates or other benefits provided to volunteers for service. ^ The Explanation: Explain that taxing such incentives makes them ineffective, and may hinder recruitment and retention of volunteer emergency responders. Further, point out that the number of volunteer firefighters has dropped from a high of 880,000 in 1984 to 823,950 in 2007 according to the National Fire Protection Association (NFPA). Incentives are important for recruiting and retaining volunteers who must struggle to balance their career and family obligations. ^ The "Ask:" Cosponsor the Volunteer Responder Incentive Protection Act (H.R. 943 and S. 1466). Additionally, encourage your Senators to pass the Heroes Earnings Assistance and Relief Tax Act of 2007 (H.R. 3997), which contains a modified version of H.R. 943 as Section 103 of the overall bill. HR. 3997 passed the House on November 6, 2007. Tax Incentives for Retrofit of Fire Sprinkler Systems ^ The Problem: Buildings without sprinklers are a life hazard. ^ The Solution: Retrofitting existing buildings with sprinklers would improve public safety and reduce fire deaths. Improving a federal tax incentive would encourage building owners to retrofit by reducing the depreciation period for investments in sprinkler systems. ^ The Explanation: Use an example from your community about why a particular fire would not have been as devastating if the building had had a sprinkler system, or how a sprinkler system improved your ability to contain a fire. The NFPA has no record of a fire killing more than two people in a completely sprinklered public assembly or educational, institutional or residential building where the system was working properly. ^ The "Ask:" Cosponsor the Fire Sprinkler Incentive Act of 2007 (H.R. 1742 and S. 582), which will provide economic incentives to building owners to retrofit their buildings with fire sprinklers. ~~