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022024 Work Session Meeting Packet      CITY COUNCIL  WORK SESSION MEETING    New Hope City Hall, 4401 Xylon Avenue North  Northwood Conference Room    Tuesday, February 20, 2024  5:30 p.m. ‐ dinner  6:00 p.m. – work session    Mayor Kathi Hemken  Council Member John Elder  Council Member Andy Hoffe  Council Member Michael Isenberg  Council Member Jonathan London      1. CALL TO ORDER – February 20, 2024    2. ROLL CALL    11. UNFINISHED & ORGANIZATIONAL BUSINESS     11.1 Resolution calling for a closed meeting of the New Hope City Council authorized  by Minn. Stat §13D.05, Subd. 3(b) to discuss and consider litigation defense and  settlement strategies   11.2 Update on plans to close Hennepin Energy Recovery Center   11.3 Update by West Metro Fire‐Rescue District   11.4 Discussion regarding city manager’s goals for 2024    12. OTHER BUSINESS    13. ADJOURNMENT  https://newhopemn.sharepoint.com/sites/Files/All User Access/RFA/City Manager/2024/Closed Mtg/ws 02.20.24/11.1 RFA Closed Mtg litigation.docx    Request for Action  February 20, 2024    Approved by: Reece Bertholf, City Manager  Originating Department: City Manager  By: Valerie Leone, City Clerk‐Treasurer    Agenda Title  Resolution calling for a closed meeting of the New Hope City Council authorized by Minn. Stat §13D.05,  Subd. 3(b) to discuss and consider litigation defense and settlement strategies  Requested Action  Staff requests the opportunity to discuss with the Council litigation strategy.     Policy/Past Practice  Per MS §13D.05, subd. 3(b) meetings between the governing body and its attorney to discuss active,  threatened, or pending litigation may be closed when balancing of the purposes served by the attorney‐client  privilege against those served by the open meeting law dictates the need for absolute confidentiality. The  need for absolute confidentiality should relate to litigation strategy and will usually arise only after a  substantive decision on the underlying matter has been made.    Background  The closed meeting will be held prior to conducting the regular work session agenda items.    Before closing the meeting, Council must state on the record the specific grounds permitting the meeting to  be closed and describe the subject to be discussed:  Sheikh Dukuly; Sekou AM Dukuly; Ashton Homes LLC; and Berkeley Heights Homes LLC lawsuit  served upon the city on January 11, 2024, regarding rental registration permit revocations of  properties at 3840 Boone Ave. N. and 3957 Wisconsin Ave N.    Ms. Jessica Schwie with Kennedy & Graven will be in attendance. She is the attorney appointed by the  League of Minnesota Cities Insurance Trust who is handling the lawsuit on behalf of the city.   Attachment   Resolution    Agenda Section Work Session Item Number  11.1  1 RESOLUTION NO. 24-__ RESOLUTION CALLING FOR A CLOSED MEETING OF THE NEW HOPE CITY COUNCIL AUTHORIZED BY MINN. STAT. §13D.05, SUBD. 3(b) TO DISCUSS AND CONSIDER LITIGATION DEFENSE AND SETTLEMENT STRATEGIES WHEREAS, the New Hope City Council (“Council”) is considering litigation defense and potential settlement strategies relating to the ongoing litigation in United States District Court, District of Minnesota, Case No.: 23-CV-03351 (ECT/ECW) titled Dr. Sheikh K. Dukuly I, Sekou AM Dukuly, Ashton Homes LLC, and Berkeley Heights Homes, LLC v. City of New Hope, (“Lawsuit”) regarding rental registration permit revocations of properties at 3840 Boone Ave. N. and 3957 Wisconsin Ave N., New Hope, Minnesota; WHEREAS, the specific grounds permitting the meeting to be closed are the Council’s discussion and consideration of litigation defense and settlement strategies in the Lawsuit with the City Attorney and the attorneys retained to represent the City in defense of said Lawsuit, Jessica Schwie and Josh Devaney of the law firm Kennedy & Graven, Chartered (“Special Counsel”); WHEREAS, the Council is considering litigation methods and strategy including potential settlement strategies and requires the legal advice of the City Attorney and the Special Counsel regarding the same; WHEREAS, the Council’s discussion and consideration of litigation methods and strategy including potential settlement strategies in the Lawsuit with City Attorney and Special Counsel is covered by the attorney-client privilege pursuant to Minn.Stat.§13D.05, Subd. 3(b); WHEREAS, the balancing of the purposes of the attorney-client privilege against the purposes of the open meeting law demonstrates the need for absolute confidentiality and requires a closed meeting; WHEREAS, Minn. Stat. §13D.05 Subd. 3(b) authorizes and permits the Council, by a majority vote taken in a public meeting, to hold a closed meeting to discuss and consider litigation methods and strategy including potential settlement strategies with the City Attorney and Special Counsel pursuant to attorney-client privilege; and WHEREAS, a closed meeting is necessary in that public disclosure of the information to be discussed at the closed meeting could possibly damage the City Council’s position in defending itself against this Lawsuit. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of New Hope as follows: 2 1. That a closed meeting of the City Council shall be held on 20th day of February, 2024 at 6:00 p.m. immediately preceding the regularly scheduled work session meeting of the New Hope City Council in the Northwood Conference Room at the New Hope City Hall. 2. That the purpose of the meeting shall be the discussion of the litigation methods and litigation strategy in the Lawsuit with the City Attorney and the Special Counsel. 3. That said meeting shall not be open to the public. 4. That the New Hope City Clerk shall not be directed to electronically record the meeting because it is a closed meeting under the attorney-client privilege. 5. That the New Hope City Clerk shall prepare a written roll of the City Councilmembers and all other persons present at the closed meeting and make said roll available for public inspection upon adjournment of the closed meeting. Adopted by the City Council of the City of New Hope, Hennepin County, Minnesota, this 20th day of February, 2024. ____________________________________ Kathi Hemken, Mayor Attest: _______________________ Valerie Leone, City Clerk P:\Attorney\SAS\1 Client Files\2 City of New Hope\99-53088 Ashton Homes, Berkeley Heights, Dukuly lawsuit\Resolution - closed meeting - 2- 20-24.docx https://newhopemn.sharepoint.com/sites/Files/All User Access/RFA/COMM DEV/2024/Work Session/HERC/HERC Closure 02‐20‐24.docx   Request for Action  February 20, 2024    Approved by: Reece Bertholf, City Manager  Originating Department: Community Development  By: Jeff Alger, Community Development Specialist;  Reece Bertholf, City Manager  Agenda Title  Update on plans to close Hennepin Energy Recovery Center  Requested Action  Staff requests to provide an update to the City Council on Hennepin County’s plans to close the Hennepin  Energy Recovery Center. Representatives of Hennepin County, including Commissioner Jeff Lunde will be in  attendance at the work session. Hennepin Recycling Group Administrator Tim Pratt will also be in attendance.  Policy/Past Practice  The city operates with an open garbage collection system, in which individual customers select their hauler.  City ordinance requires that every household and business in New Hope have garbage collection services at  least once per week. Garbage haulers must be licensed with the city. Haulers that service cities in Hennepin  County with organized collection systems must dispose a percentage of the garbage they collect at the  Hennepin Energy Recovery Center to satisfy contractual requirements. There are no disposal requirements for  garbage collected in New Hope; it can be disposed of at the Hennepin Energy Recovery Center, Brooklyn Park  Transfer Station, or in a landfill.  Background  The Hennepin Energy Recovery Center (HERC) is a waste‐to energy facility located in downtown Minneapolis.  The facility incinerates garbage and recovers energy and metal from trash. The HERC is a part of the county’s  integrated solid waste system. Although it is above landfill disposal in the state’s hierarchy of waste  management, it falls below all other options including waste reduction, recycling, and composting.    Hennepin County has drafted a Zero Waste Plan to advance greenhouse gas emission reduction strategies. As  stated in the plan, “Throughout the community and industry stakeholder engagement process, the HERC was  identified by some as a barrier to the formation of a fully equitable zero‐waste system. The point‐source  pollution, noise, and truck traffic associated with the facility were specifically identified as concerns. In  Hennepin County, residents and businesses put over 800,000 tons of stuff in the trash per year, with  approximately 45% being sent to the HERC. Until the county can achieve zero waste, the need for an end‐of‐ life destination for non‐recovered items, whether it is an out‐of‐county landfill, incinerator, or some other  option, remains. As the county approaches zero waste, the need for disposal will be reduced but will not  disappear entirely.”    In October of 2023 the Hennepin County Board of Commissioners approved a resolution directing the County  Administrator to develop a plan for the closure of the HERC facility between 2028 and 2040. Only cities in  Hennepin County with organized garbage collection were listed in the resolution. Their contracts designate  that their garbage go to the HERC. In New Hope, it is up to the individual hauler to decide where garbage  goes. Hennepin County requires that a percentage of the material collected in the county go to the HERC (or  Brooklyn Park Transfer Station). The remainder can go to landfills. An individual hauler may meet its  obligation to the county by only dropping off garbage from certain cities at the HERC. As a result, any garbage  Agenda Section Work Session Item Number  11.2    Request for Action, Page 2    from New Hope could go to a landfill. Haulers’ practices are not tracked at a level detailed enough to  differentiate between which city garbage is collected from at the time of disposal.    There are many steps that need to be taken by federal, state, county, and city governments before the HERC  can be closed. The attached memo from the County Administrator encourages the county board to prioritize  zero waste efforts in its legislative priorities and advance zero waste policies focused on the Zero Waste Plan  priorities. Recommended efforts related to cities include:   Transitioning to organized waste collection countywide, which cities would oversee and implement.   Mandating participation in recycling and composting programs, which cities would oversee and  implement.   Requiring cities to add multi‐family waste service to single‐family residential service.    Closing of the HERC would require that garbage previously going there be disposed of elsewhere. All garbage  generated in Hennepin County would be disposed of in landfills. Landfill space is limited so closing the HERC  may increase garbage disposal costs. As stated in “The Hennepin Energy Recovery Center and its role in the  solid waste system” staff report prepared by Hennepin County, “If HERC is no longer available as a disposal  option, there will be direct financial impacts on Hennepin County businesses, municipalities, and residents.  The county cannot foresee the exact severity of the price hikes, but in a completely privatized solid waste  market, it is certain that the county will have no influence on the tipping fees the private sector transfer stations  and landfills charge. Businesses, cities, and residents located closer to a landfill than to HERC may see a price  increase to what they are currently paying for disposal services at HERC. Those located closer to HERC, where  the distance to a landfill is greater, are likely to see larger price increases related to the need to transfer and  transport trash further distances. The costs associated with transferring and transporting trash would be passed  on from the haulers to residential and commercial customers.” Haulers would need to find alternate disposal  options, such as taking garbage directly to landfills in Burnsville, Elk River, or Inver Grove Heights, and would  pass additional costs onto their customers.  Recommendation  Staff recommends that the City Council receive an update on Hennepin County’s plans to close the Hennepin  Energy Recovery Center. Representatives of Hennepin County, including Commissioner Jeff Lunde will be in  attendance at the meeting. Hennepin Recycling Group Administrator Tim Pratt will also be in attendance.  Attachments   Hennepin County memorandum from David Hough and Lisa Cerney (September 20, 2023)   Hennepin County Resolution  Report Links   Hennepin County Climate Action Plan  https://www.hennepin.us/climate‐action/‐/media/climate‐action/hennepin‐county‐climate‐action‐plan‐final.pdf   Hennepin County Zero Waste Plan  https://www.hennepin.us/climate‐action/‐/media/hennepinus/your‐government/projects‐initiatives/solid‐waste‐planning/zero‐waste‐plan.pdf   “The Hennepin Energy Recovery Center and its role in the solid waste system”  https://www.hennepin.us/‐/media/hennepinus/your‐government/projects‐initiatives/solid‐waste‐planning/herc‐report‐board‐briefing‐september212023.pdf    Hennepin County Memo To: Hennepin County Board of Commissioners From: David Hough, County Administrator Lisa Cerney, Assistant County Administrator Public Works Date: September 20, 2023 Re: Hennepin County Climate Action Plan/Zero Waste Plan and HERC - Recommendations You received a report on the Hennepin Energy Recovery Center (HERC) and its role in the solid waste system on September 16, 2023. This memo provides County Administration’s recommendation that is aligned with the county’s Climate Action Plan, Zero Waste Plan and state and federal statutes. Included is a summary of the staff report and a consideration of actions and recommendations that will be presented in the briefing on Thursday, September 21, 2023. Recommendation: Establishing a target closure date for HERC with the necessary conditions to meet the goal The county is committed to meeting our climate action goals and achieving zero waste, as well as being compliant with state and federal law. Based upon our goals and existing laws we are recommending an anticipated year range closure for HERC of 2040 to 2050. To achieve this year range there are many conditions which need to be met. They include: • Compliance with all applicable state and federal laws, rules and regulations • Achieving the county board approved Climate Action Plan goals • Achieving the metrics identified in the county’s Zero Waste Plan • The State of Minnesota is at or near its 100% renewable electricity goal • Recycling rate of at least 85% • Food waste, paper, and other biogenic materials make up less than 10% of trash needing disposal • Alternative funding sources are secured for county natural resources, forestry, zero waste, and climate work • Alternative energy sources are found to heat, cool, and electrify homes and businesses Hennepin is a national leader in waste reduction and recycling. In order to maintain this status, we recommend focusing on HERC to highlight Hennepin County’s trash problem and pushing for robust goals and building a zero-waste future that reduces our reliance on incineration and landfilling. This strategy will ensure Hennepin County remains in compliance with state waste management laws. To 2 achieve zero waste, the state, Hennepin County, and cities will need to deliberatively commit to new policies and programs. Setting a date for HERC’s closure will require the county attaining all previously mentioned conditions. By not meeting these conditions a premature closing of HERC will create a significant number of collateral consequences that impact the environment and our residents. Required State Legislative Action As stated in the report, “If HERC’s shutdown is contingent on getting to zero waste, the state legislature needs to prioritize these policy actions to advance zero waste and protect the environment”. • Adopt policies on par with national zero waste leaders - including but not limited to packaging, organized collection, hauler licensing and material bans at landfills. • Invest in recycling infrastructure, advancing circularity and waste reduction and reuse – including but not limited to increasing SCORE recycling grants, funding of a pre-processing facility in Hennepin to recover reusable and recyclable materials from trash, fully funding the anerobic digestion facility, increasing state taxes/fees on landfills to fund county zero waste programs and other investments. • Reduce disproportionate impacts from the solid waste system – including but not limited to direct funding to areas of environmental justice concern, phased in emissions requirements for waste trucks and updating landfills to achieve greater environmental outcomes. • Amend existing policies to remove disincentives – including but not limited to adopting a food waste composting requirement in MnDOT specs, reducing barriers for businesses to use refillable containers, revising building codes and zoning ordinances that inhibit recycling and revising the current system to cover collection of all electronic waste. Required Federal Action The county board needs to recommend and support policy changes and initiatives that lead to greater standardization and coordination across the country to improve consistency among all stakeholders. Areas where standardization and coordination are most needed include product labeling to indicate recyclability, ability to compost and perishability, producer responsibility legislation, sustainable product design standards, mandating single use plastics reduction and pollution prevention. In addition, seeking increased federal funding for recycling market development, zero waste infrastructure and Justice40 initiatives. Required County Efforts As previously mentioned, the county board will need to prioritize zero waste efforts in its legislative priorities. In addition, the board will need to advance zero waste policies focused on the following Zero Waste Plan priorities: • Revise Recycling Ordinance 13 to provide clarity in existing language and expand requirements • Require the use of food waste compost in county construction and landscape projects • Bolster the county’s sustainable purchasing policy using MPCA guidance • Transition to organized waste collection countywide, which cities would oversee and implement • Mandate participation in recycling and composting programs, which cities would oversee and implement • Require cities to add multi-family waste service to single-family residential service • Adopt a single use ban and zero waste packaging requirement for food service • Establish food waste reduction targets and timeline • Fully implement a county plan to eliminate food waste 3 • Evaluate needed collaboration in providing zero waste infrastructure o Expand recycling drop-off options o Establish brick-and-mortar reuse and repair centers o Support innovation hubs, districts, and resource recovery parks o Study options for recovering recyclables from the trash Required City Efforts With forty-five cities in Hennepin County there is a significant need for city leadership. Minneapolis is the largest city in the state and the biggest generator of waste in the county. Minneapolis will play a crucial role in achieving climate action and zero waste goals. The city has achieved many notable successes on residential recycling, but the county will not meet its goals if Minneapolis does not adopt policies similar to other zero waste leaders across the country. Required policy changes are as follows: • Establish organized commercial collection, including multi-family • Require mandatory large generator waste reduction and diversion plans • Increase hauler accountability by requiring reporting and service standards • Implementing multi-family recycling programs with adequate staffing • Improve options for managing large items and specialty recyclables in the multi-family sector • Adopt specifications to increase the use of food-derived compost in city projects • Develop a construction and demolition waste diversion ordinances requiring recycling on construction and demolition projects • Enhance enforcement of existing city ordinances These policy changes at the federal, state, county and city levels are needed to move Hennepin County toward zero-waste, make meaningful progress toward climate emissions reduction, and mitigate the impacts of the potential closure of HERC. As demonstrated by the 2023 legislative session, modest recycling polices and funding are progressing, but the transformative policies and funding resources that match the scope of the waste problem we face are not yet moving forward. Policy questions and discussion: As discussed in the report and in this memo, the closure of HERC requires certain conditions being satisfied. Many of those conditions are outside or beyond our control. The intent of our report and this recommendation was to provide an objective analysis based upon available facts and data. As a data informed organization, it is critical that we provide you with all relevant details to inform your decision. During the briefing, after a short presentation, it is our intent to ask the board specific policy questions in order to inform the discussion and assist the board in future board actions. In preparation for the briefing, we are providing some of the questions you will be presented with. Those questions are as follows: • Is there support to pursue a targeted closure date range for HERC of 2040-2050 if all the conditions mentioned in the report and this memo are achieved (e.g., federal, state and county required actions and climate action/zero waste goals attained)? • If the targeted closure date conditions are not all met, is there understanding that the closure date may be delayed? 4 You have received much information about the impacts and consequences of a premature (before 2040) shutdown of HERC. Pages 21 through 44 of the report outline the many consequences of a premature closure. If the county board directs staff to shut HERC down prior to 2040 there are a series of questions that the board will have to answer specific to the consequences. Those questions include but are not limited to the following: • How will the county address noncompliance with state and federal law? • How will the county modify its Climate Action Plan and Zero Waste Plan? • Will Hennepin county completely divest itself from managing waste streams in the county (e.g., trash, hazardous waste, recycling, composting, organics, etc.)? • Without the enterprise revenue how will the county support its environmental and climate efforts and programs? • Where should trash generated in Hennepin County be disposed of while we are advancing a zero- waste future? We look forward to presenting this information and getting your direction on the policy questions. cc: Rosemary Lavin – Director, Environment and Energy Diana Chaman Salas – Director, Climate and Resiliency 300 South Sixth Street Minneapolis, MN 55487-0240 RESOLUTION Board of Hennepin County Commissioners RESOLUTION: 23-0384 R1 At a meeting of the Board of Hennepin County Commissioners, a motion was made by Commissioner Lunde and seconded by Commissioner Goettel, that the Resolution be adopted. The motion passed. WHEREAS, population and density near the Hennepin Energy Recovery Center (HERC) facility has grown dramatically since its opening 34 years ago in 1989; and WHEREAS, about 75% of the trash delivered to the HERC facility comes from Minneapolis and the remaining 25% is primarily from Bloomington, Champlin, Deephaven, Excelsior, Hopkins, Loretto, Maple Plain, Medina, Minnetonka Beach, Osseo, Robbinsdale, Richfield, St. Bonifacius, St. Louis Park, Tonka Bay, and Wayzata; and WHEREAS, HERC’s operation has enabled the county to manage its waste in compliance with current state statute which requires implementation of the Minnesota Pollution Control Agency’s (MPCA) Metropolitan Solid Waste Management Policy Plan(s) (Minn. Stat. §§ 473.149; 473.803), and adherence to the Restriction on Disposal (Minn. Stat. sec. 473.848) and the waste hierarchy (Minn. Stat. § 115A.02), as well as United States Environmental Protection Agency regulations and federal laws; and WHEREAS, the county currently lacks sufficient infrastructure, and the state legislature has not advanced policies or resources, to meaningfully remove biogenic and recyclable material from waste and to reduce overall waste generation; and WHEREAS, in September 2023, the County Administrator provided a staff report to the Hennepin County Board on the HERC and its role in the solid waste system, including considerations and recommendations related to closure; and WHEREAS, on September 21, 2023, as part of a public board briefing regarding the HERC, the County Administrator and staff recommended establishing a closure date for the HERC in the estimated timeframe of 2040 - 2050; and WHEREAS, the County Board seeks a comprehensive strategy for the closure of the HERC, consistent with its previous adoption of the Climate Action Plan in 2022 and the finalization of the Zero Waste Plan in 2023, and its declaration of Racism as a Public Health Crisis in 2020; and WHEREAS, the County Board seeks to identify and understand the necessary conditions, prerequisites, and ramifications for closure of the HERC on a more expedited timeline, between 2028 and 2040. Resolution: BE IT RESOLVED, that the Hennepin County Board of Commissioners directs the County Administrator to develop a plan for the closure of the HERC facility between 2028 and 2040 (the Page 1 Printed on 10/26/23 Hennepin County, Minnesota File Number: 23-0384 R1 “Plan”), and to submit such plan to the County Board no later than February 1, 2024, and directs staff to prepare contingency plans in the event a sooner closure date is established by the Legislature or Board; and BE IT FURTHER RESOLVED, that the Plan must address statutory compliance, the County’s Climate Action Plan goals, the County’s Zero Waste Plan metrics, and the County Board’s declaration of racism as a public health crisis, including efforts to reduce or mitigate environmental racism; and BE IT FURTHER RESOLVED, that the Plan should include: (1) an estimated timeline, (2) estimated financial requirements, and (3) foreseeable environmental consequences related to the following: a.prioritization of the county’s Zero Waste Plan action items that would accelerate the achievement of zero waste in Hennepin County; b.decommissioning of the HERC facility; c.transitioning the labor force currently working at the HERC and other labor connected to HERC; d.land disposition after HERC is decommissioned; e.paying HERC’s existing debt service; f.future of Brooklyn Park Transfer Station; g.alternative waste disposal methods for the waste generated across the county; h.ongoing natural resources and climate action programming; i.timeline mapping out future legislative agenda items and priorities to fund natural resources and climate action programming, closure of the HERC and payment of related debt service; and BE IT FURTHER RESOLVED, that the Hennepin County Board of Commissioners further directs the County Administrator to consult with County Intergovernmental Relations (IGR) and other county staff to propose legislative priorities as well as legislative platform items no later than December 1, 2023, relating to closure of the HERC facility and in anticipation of the 2024 Legislative Session, and such legislative proposals should specifically address: 1.legislative actions including but not limited to actions that would facilitate the County’s ability to significantly reduce waste levels and remove the biogenic and recyclable material from the waste stream before 2040 in a manner consistent with the County’s Zero Waste Plan; 2.legislative actions that would clarify the County’s ongoing waste management responsibilities if and when the County elects to divest from waste infrastructure; 3.legislative actions to provide adequate funding for the closure and decommissioning of HERC; 4.legislative actions to provide adequate funding to replace revenue currently derived from tipping fees, and electrical and commodity sales, in order to maintain current funding levels for the County’s waste reduction efforts, and natural resources and climate action programming; and BE IT FURTHER RESOLVED, that the County Administrator be authorized to engage in a Request for Proposals (RFP) to retain a consultant that can ascertain the viability of the County investing in renewable energy sources, like solar, hydro, geothermal/geo-exchange technologies, with the goal of engaging a consultant no later than February 1, 2024; and BE IT FURTHER RESOLVED, that the Clerk of the County Board is directed to send the materials from the September 21, 2023 public board briefing to city council members and mayors of cities Page 2 Printed on 10/26/23 Hennepin County, Minnesota File Number: 23-0384 R1 that use the HERC and invite individual cities to provide feedback or input regarding proposed legislative priorities or platform issues relating to closure of the HERC to the County Administrator no later than January 15, 2024. RESOLUTION ADOPTED ON 10/24/2023 The question was on the adoption of the resolution with the votes as follows : Aye:6 Commissioner Fernando, Commissioner Greene, Commissioner Lunde, Commissioner Conley, Commissioner Goettel, and Commissioner Anderson Attest by Maria Rose Page 3 Printed on 10/26/23 Hennepin County, Minnesota https://newhopemn.sharepoint.com/sites/Files/All User Access/RFA/City Manager/2024/WMFRD/WS 022024/11.3 Q ‐ West Metro Fire‐Rescue District Update 02.20.24.docx   Request for Action  February 20, 2024    Approved by: Reece Bertholf, City Manager  Originating Department: City Manager  By: Valerie Leone, City Clerk‐Treas.    Agenda Title  Update from West Metro Fire‐Rescue District  Requested Action  Staff requests the City Council receive an update from Chief Larson on West Metro Fire‐Rescue District  operations. Council Member Elder serves as the New Hope council representative on the board, and Marc  Berris serves as the New Hope citizen representative on the board. The city manager also serves on the board.  Policy/Past Practice  West Metro Fire‐Rescue District was formed in 1998 as a joint powers agreement between the cities of New  Hope and Crystal. The agreement was updated and approved by both city councils in 2011 and updated in  2017 and 2019. One of the items in the board’s work plan and in the chief’s goals is for the chief to provide  periodic updates to the city councils to keep the lines of communication open between the fire district and the  two cities. The last update was provided at the October work session.     Background  Chief Larson will be discussing routine items with the City Council including:     Calls for Service Report    Public events   Staffing   Training   Vehicles   Fire Prevention programs   Investigations    Attachment:   New Hope Council Update    Agenda Section Work Session Item Number  11.3  1 West Metro Fire-Rescue District February 20, 2024 New Hope Council Quarterly Update ADMINISTRATION/OPERATIONS REPORT Calls for Service Report January 1 – December 31, 2023 Total Calls for Service 2148 Estimated fire loss $ 2,174,929 Crystal 896 New Hope 1167 Mutual Aid 85 January 1 – December 31, 2022 Total Calls for Service 2128 with 2 severe weather Crystal 959 Estimated fire loss $1,501,240 New Hope 1099 Mutual Aid 68 January 1 – December 31, 2021 Total Calls for Service 2124 Estimated fire loss $1,703,242 Crystal 890 New Hope 1,169 Mutual Aid 65 January 1 – December 31, 2020 Total Calls for Service 1828 Estimated fire loss $1,313,433 Crystal 781 New Hope 983 Mutual Aid 64 Not responded to per COVID-19 Protocols 178 Fires EMS/Rescue Hazardous Condition Service Call Good Intent Fire Alarm Severe Weather Total Mutual/Auto Aid 50 29%5 1 0 30 25%1 0 85 4% New Hope 68 39%699 55%107 54%35 56%54 45%204 61%0 1167 54% Crystal 55 32%561 44%89 45%27 44%35 29%129 39%0 896 42% Total 173 9%1265 57%197 10%62 4%119 5%334 15%2148 100% 0 500 1000 1500 2000 2500 2023 Calls for Service Jan 1 -Dec 31 2 January 1 – December 31, 2019 Total Calls for Service 2018 Estimated fire loss $2,276,913 January 1 – December 31, 2018 Total Calls for Service 1856 Estimated fire loss $632,167 January 1 – December 31, 2017 Total Calls for Service 1922 Estimated fire loss $588,517 January 1 – December 31, 2016 Total Calls for Service 1573 Estimated fire loss $1,637,094 January 1 – December 31, 2015 Total Calls for Service 1514 Estimated fire loss $657,914 January 1 – December 31, 2014 Total Calls for Service 1663 Estimated fire loss $1,861,162 January 1 – December 31, 2013 Total Calls for Service 1448 Estimated fire loss $357,182 January 1 – December 31, 2012 Total Calls for Service 1349 Estimated fire loss $169,900 January 1 – December 31, 2011 Total Calls for Service 1638 Estimated fire loss $318,749 Police/Fire Command Staff Meeting The command staff from the police and fire departments meet quarterly. We held last quarters meeting on December 5 and discussed the active threat training that was held in October, a couple of addresses that had numerous calls for service, North Ridge calls for service, and topics for 2024 emergency management training. 2023 Audit MMKR will conduct the 2023 audit field work the week of March 4, 2024. ISO Survey An ISO Field Representative will be on-site on March 5, 2024 to complete a Public Protection Classification (PPC) survey. This ISO program provides information about municipal fire protection services in each community they survey to assist insurance companies make informed decisions about risk. Their staff collects information about the quality of public fire protection in more than 39,000 fire protection areas across the United States. In each of those protection areas, they analyze the relevant data and assign a Public Protection Classification — a grading from 1 to 10. Class 1 generally represents superior property fire protection, and Class 10 indicates that the area’s fire suppression program does not meet their minimum criteria. Most U.S. insurers of home and business properties use PPC in calculating premiums. In general, the price of insurance in a community with a good PPC is lower than in a community with a poor PPC, assuming all other factors are equal. A community’s PPC depends on: • emergency communications systems, including facilities for the public to report fires, staffing, training, certification of telecommunicators, and facilities for dispatching fire departments • the fire department, including equipment, staffing, training, and geographic deployment of fire companies • the water supply system, including the inspection and flow testing of hydrants and a careful evaluation of the amount of available water compared with the amount needed to suppress fires • community efforts to reduce the risk of fire, including fire prevention codes and enf orcement, public fire safety education, and fire investigation programs Our last survey was in 2017 and we were given an ISO classification of 3. 3 Civil Rights Evaluation As a recipient of a Federal grant we are prohibited from discriminating in our programs and activities on the basis of race, color, national origin, sex, age, disability and religion and may be the subject of a civil rights compliance review in accordance with DHS regulation. We were sent a civil rights evaluation tool to fill out and have one year to develop the following: • a policy that prohibits discrimination in our external-facing programs and services • identify the responsibilities of the designated staff person responsible for compliance with civil rights laws • a complaints process covering complaints alleging discrimination in the our external-facing programs, activities, and services (non-employment) • a procedure for accepting and responding to requests for reasonable accommodations from program beneficiaries • a policy on providing access for persons with limited English proficiency 2023 Public Events and Community Outreach - We held our 12 th annual “Firefighters Fighting Hunger” Food & Cash Drive on 3 -18. It was a success with $5,404 & 1,291 pounds of food collect ed at 5 local grocery stores. This year we were at Crystal Cub, Aldi & Almsted’s; New Hope HyVee & Plymouth Cub (we also spent a short time at Crystal Target in the lot near Taco bell but left due to the cold and wind) - Station Tours for Cub Scouts on Apri l 25 th - The 2023 Bike Rodeo was held on May 4 th, we had Sparky there with our Tower and several firefighters and explorers - We had an Engine on display at the Forest Elementary Family Carnival on May 12 th - We had our Tower and new Engine 1 on display at the Crystal PD Open House on May 13 th - We had an Engine on display at the Robbinsdale Early Learning Center on June 1 st - We had an Engine on display at the Sonnesyn Elementary Family Carnival on June 2 nd - The 2023 Young Mudder was held on June 10 th, we had our Tower there with several firefighters - We had an Engine on display at the YMCA Community Event on June 15th - We had our Tower on display at the Chester Bird American Legion in Golden Valley on June 17th for their annual Street Dance - We had our Tower and new Engine 1 on display at the Crystal Airport Open House on June 18 th - We had our Tower on display at the BLR Holiday Station on June 22nd for the Relief Assn. Fundraiser - 25 Year Anniversary & Open House, July 6 th - Engine 1 in the Whiz Bang Parade, July 9 th - YMCA Tour of Station 3, July 28 th - Crystal Frolics, July 27 -30 - National Night Out / Night 2 Unite, August 1 st - Wet & Wild Water Day, August 4 th - St. Raphael’s Church Festival, August 5 th - New Hope Lions Corn Feed, August 9 th - Tower 1 to the Holy Nativity Childcare Center, August 11 th 4 - Engine 1 to the HyVee Family Event, August 12 -13 - New Hope Safety Camp, August 15 -17 - La Petite Daycare, End of Summer Party, September 1 st - Armstrong Girls Tennis Team held a Car Wash at Station 3, September 10 th - Vehicle Fair, September 16 th - WM Honor Guard to the Fallen Firefighter Memorial Ceremony, September 24 th - Fire Safety Demo at Evergreen Montessori - New Hope Trick or Trot, October 7 th - West Metro Truck or Treat, October 31 st - North Memorial Car Seat Clinic at Station 3, November 8 th - FF Wallace drove Santa to and from an Event at the Crystal Community Center in a Fire Engine - The West Metro Auxiliary Annual Craft Fair & Vendor Show at Station 3, December 9 th - The Tri-City Santa Parade through Robbinsdale, Cry stal & New Hope, December 9 th - Salvation Army Bell Ringing at New Hope HyVee (9 th) & Crystal Cub (16 th) - Station tours - Home Safety Surveys The highlight of our public events was the July 6 25 th Anniversary of the District open house. We had a fabulous turnout from the communities. We had food trucks, a DJ and lots of demos . Be a Santa to a Senior We held our annual event that collects gifts for the residents of Good Samaritan and North Ridge. This year we did not collect for The Terrace of Crystal (formerly Crystal Care Center) because we partnered with LDI and they are collecting for the Terrace. We delivered the gifts to the nursing homes on December 14. Along with firefighters and family me mbers, Walker MacBeath (from the City of New Hope) joined us this year for the delivery. SAFER Grant Positions The 3 new SAFER LTs (Eric Enselein, Jesus Soto & Andy Nichols) will start with us full -time on February 26, 2024. The integration of three new full-time positions, facilitated by the SAFER Grant, will allow us to staff two stations during the weekdays. This necessitated the reconfiguration of Station One's sleeping quarters to accommodate two shared offices. Station Two is being reconfigured to house any overnight crews. Furniture, equipment, and necessary infrastructure adjustments are being organized to align with the operational needs of these positions. Staffing We are currently at 8 full-time, 58 paid, on-call, firefighters of which 8 are on a leave of absence (LOA). We are authorized for up to 66 paid, on-call firefighters and will be hiring in 2024. Class of 2021 On December 13 we held a pinning ceremony promoting the class of 2021 apprentice firefighters to the rank of firefighter. 5 T RAINING/EMERGENCY MANAGEMENT Live Fire On Saturday, October 7 WMFRD completed live fire training at a home in New Hope. Mass Casualty/Active Threat New Hope Police, Crystal Police, and the WMFRD conducted active threat training at New Hope Church on October 17. Emergency Management Emergency management training was held for staff from both cities on November 29. The final class in a four - part series for senior officials was presented by MN Homeland Security and Emergency Management (HSEM). I closed out our 2021 Public Safety Grants in February. Captain Wheeler is coordinating IS 300 and 400 training for staff from both cities. This will be p resented by a MN Homeland Security and Emergency Management (HSEM) approved trainer. 6 LOGISTICS New Engines In 2023 WMFRD took delivery and put into service for new engines. Three of the old engines sold for $225,000 and one sold for $200,000. Facilities Logistics has been working with North Memorial Ambulance to create a shared space with the medics posted out of station 3 and firefighters at station 3. This includes demolition of a wall, replacing the carpet, repairing drywall, repainting, and new furniture. North Memorial Ambulance is purchasing the carpet and the furniture and the District made the repairs and painted. This shared space will benefit both parties and build more comradery between the medics and firefighters. 7 PREVENTION Inspections/Plan Reviews From January 1 through December 31, 2023, we conducted 1074 inspections/plan reviews/meetings, of which 468 required a re-inspection. We have completed 397 re-inspections. We have been working on implementing Brycer Compliance Engine a cloud based third party inspection reporting tool that helps the authority having jurisdiction (AHJ) and inspection companies work more efficiently. All properties with fire protection systems in the District will be notified by the compliance engine when they have a system due for testing, past due for testing, or deficiencies on the system in need of repair. Properties are notified by email, mail, and phone. They use our approved letterhead and verbiage to distribute mailings and make follow-up calls. This will help ensure that all fire protection systems in the District have been inspected/tested annually. We will be going live with this program on February 15, 2024. Home Fire Safety Survey Program In 2023 we conducted 14 home safety surveys. So far in 2024, we have conducted 2 home safety surveys, a 3rd survey is scheduled in February. One of the focuses of the new community outreach person will be promoting and executing this program. Our goal is to complete 30 Home Safety Surveys in 2024. Adopt a Hydrant Program: So far this winter we have not had enough snow to implement this program. In the late fall, 17 additional residents signed up to adopt their hydrants. Fire Investigations: 2023 fire investigations: 1/27/2023 46XX Quebec Avenue North - Small commercial fire in an oven 2/10/2023 52XX 35th Avenue North - Small fire on an exterior wall of a residential home 2/18/2023 27XX Winnetka Avenue North - Dumpster fire 3/25/2023 52XX Louisiana Avenue North - Detached garage fire with exposure fires 3/28/2023 70XX 36th Avenue North - Basement Fire in home 3/31/2023 61XX Virginia Avenue North – Fire caused by lightning 4/4/6/2023 84XX 62nd Avenue North - Deck fire from improper disposal of smoking materials 4/8/2023 48XX Winnetka Avenue North -Deck Fire 4/15/2023 45XX Winnetka Avenue North - Apartment Fire from improper disposal of smoking materials 5/12/2023 51XX Idaho Avenue North - House and garage fires 5/23/2023 51XX Edgewood Avenue North - Cooking fire 6/3/2023 72XX and 72XX 32nd Avenue North -Townhome fire due to improper disposal of smoking materials 6/11/2023 77XX 36th Avenue North - small cooking fire in apartment kitchen 6/13/2023 56XX Boone Avenue North - Deck fire due to improper disposal of smoking materials 6/26/2023 33XX Douglas Drive (6 Unit Garage Fire) - improper storage of a grill and/or smoking 7/5/2023 60XX 56th Avenue North - Dumpster /Enclosure/Fence fire 7/14/2023 56XX West Broadway – Vehicle Fire 7/18/2023 46XX Quebec Avenue North - Paint Booth fire 7/31/2023 56XX West Broadway - Dumpster Fire 8/10/2023 30XX Flag Avenue North - Vehicle Fire 8/25/2023 55XX West Broadway - Vehicle Fire 8/25/2023 30XX Gettysburg Avenue North - Garage/House fire 8/27/2023 79XX 37th Avenue North - House/Garage/Deck fire 8 8/31/2023 27XX Douglas Drive - Food warmer appliance fire in a business 9/1/2023 60XX West Broadway - Fan fire in living room 9/2/2023 81 and Corvallis Avenue North - Vehicle fire 9/4/2023 52XX Scott Avenue North - Garage fire 9/5/2023 60XX 36th Avenue North – Grease Fire 9/8/2023 34XX Major Avenue North - Small Appliance fire 10/4/2023 28XX Flag Avenue North - Small ceiling fan fire in bathroom 10/4/2023 78XX 45th ½ Avenue North - Vehicle Fire 11/11/2023 29XX Douglas Drive - Small cooking fire on stove 12/1/2023 92XX 27th Avenue North - Small oven fire 12/1/2023 84XX Bass Lake Road - small stairwell fire out report due to improper disposal of smoking materials 12/2/2023 42XX Oregon Ave North - Small cooking fire on stove In 2023 we conducted 35 fire investigations. The following is breakdown of where the fires occurred and what caused the fire: 3 Dumpster fires 5 Vehicle fires 24 Residential fires (Here are the causes of our residential fires: cooking, lightning strike, electrical issues, improper disposal of batteries, and improper disposal of smoking materials). 3 Commercial Building fires In 2022 we had conducted 50 fire investigations. 2024 fire investigations: 1/4/2024 – 56XX Winnetka Avenue North (vehicle fire) 1/7/2024 – 92XX 27th Avenue North (dumpster fire) 1/11/2024 – 37th Avenue North and Douglas Drive (vehicle fire) 1/14/2024 – 53XX Georgia Avenue North (small appliance fire) 1/14/2024 – 56XX Quebec Avenue North Apt XXXX (cooking fire, spread to kitchen and dining area) 1/14/2024 – 64XX 27th Avenue North (small stove fire) 1/20/2024 – 56XX Perry Avenue North (detached garage fire w/exposure fires to vehicles and house) 1/29/2024 – 72XX 43rd Avenue North (small garbage can fire) 1/30/2024 – 56XXPerry Avenue North (small electrical fire) 2/2/2024 – 27XX Hillsboro Avenue North (smoke in an apartment from a cooking fire in a pan) 2/2/2024 – 70XX Fairview Avenue North (small basement fire) 2/10/2024 – 48XX Utah Avenue North (detached garage fire) https://newhopemn.sharepoint.com/sites/Files/All User Access/RFA/City Manager/2024/City Mgr Goals/11.4 RFA City Manager 2024 Goals.docx   Request for Action  February 20, 2024    Approved by: Reece Bertholf, City Manager  Originating Department: City Manager  By: Reece Bertholf, City Manager    Agenda Title  Discussion regarding city manager’s goals for 2024  Requested Action  The city manager is requesting the City Council review the city manager’s goals for 2024. The six goals are  presented with SMART (specific, measurable, achievable, realistic, and timely) objectives.  Policy/Past Practice  The past policy for setting the city manager’s goals has been to review the draft goals at a work session either  as part of the city manager’s evaluation or at a subsequent work session meeting to allow input from Council.  The goals are then updated and presented at a council meeting for approval.  Background  The goal setting process provides the opportunity for organizational synergy. Goals will also assist with  conducting the city manager’s annual performance evaluation which typically occurs in December.    The draft goals, outlined in the attached memorandum, focus on near term organizational initiatives, people  and the community, and long term whole community (team) initiatives.     After obtaining Council’s input the final goals will be placed on a future council meeting agenda for formal  approval.  Attachments   Suggested City Manager goals for 2024    Agenda Section Unfinished & Org  Business Item Number  11.4  Memorandum           To:     New Hope City Council     From:  City Manager Reece Bertholf   Date:  February 12, 2024   Subject:   2024 City Manager Goals   Mayor and Council:      Executive (City Manager) goals should see the entire context of the organization.  They should drive  long term value, value relationships, contemplate the infinite number of forces at play and provide a  roadmap for success for all stakeholders.    Here you are presented with 6 goals, all presented in the Specific, Measurable, Achievable, Relevant,  and Time‐bound (SMART) format.  Three (1‐3) focus on near term organizational initiatives, one (4)  focuses on people and the community, and two (5 and 6) are long term whole community (team)  initiatives.    1. Objective: Successfully facilitate the retirement of the City of New Hopes Clerk/Treasurer of 35  years, Valerie  Leone, through the mentoring, training, and coaching of her replacement, Andrea  Phinney.  a. Specific:  Have a successfully completed 6‐month review for Andrea Phinney with input  from City Clerk Leone, CM Bertholf, and the rest of the management team by August   31st.  b. Measurable:  Satisfactory completion of probationary period with City Manager’s and  retiring clerk’s full support.  c. Achievable:  Success will come weekly coaching check ins, scheduled off site training  through the League of Minnesota Cities, and daily on the job training.  d. Relevant:  Valerie  Leone has announced her retirement and Andrea Phinney has been  selected as her replacement.  e. Time‐bound:  Valerie  Leone has indicated she would be pleased to enter phased  retirement (reduction in hours worked) in October of 2024.    2. Objective:  Conduct a sustainability analysis of the City of New Hope Capital Improvement and  Internal Service funds.  a. Specific:  By June 17th, determine if historic funding levels of Park Infrastructure, Street  Infrastructure, Central Garage and Information Technology will continue to serve the  needs of the city for the next decade.  Additionally set priorities for Fire, Aquatics  Center, and City Hall capital funds enacted in 2024.     2024 City Manager Goals Page 2  b. Measurable:  I meet weekly with Abdo on the financial health of the city and those  meetings are integral to ensuring the analysis is complete.  The measure of this object is  complete or not complete.  c. Achievable:  These funds are already in existence and utilized as a part of the annual  budget process.  d. Relevant:  In my initial analysis of the funds and through staff utilization of the funds,  there have been instances where costs have driven decisions to move project and  procurement timelines.   e. Time‐Bound:  This will be completed and ready for council discussion as a part of the  annual budget process.      3. Objective:  Full implementation of the BS&A enterprise resource planning solution. (This will be  one of the most impactful endeavors of 2024 for the organization)  a. Specific: We  have an initial implementation timeline of October through November for a  number of modules and full implementation is expected to be complete in first quarter  2025.  b. Measurable:  This project will be benchmarked by initial meetings, remote training, data  transfer, and go live dates with support follow‐ups.   c. Achievable:  Through selection of the vendor (BS&A and Andrews Technology) the  project is underway and will be implemented.  d. Relevant:  LOGIS put the city on notice that they were implementing a new ERP system.   Analysis by Staff identified the opportunity to engage a system that is more tailored to  the needs of New Hope.  The process for RFP’s, bid analysis, and deciding on a new  vendor is complete.  e. Time‐Bound:  BS&A and Andrews technology are both under contract to bring the city  online and LOGIS is actively moving other cities to their new ERP which by default  limits the legacy support available to New Hope.    4. Objective:  Strengthen and broaden my relationships with key stakeholders in the community  through interpersonal interactions.  a. Specific:  Host peer group (city managers), community leaders (faith, non‐profit,  business, government, etc.) and citizen communication sessions.  b. Measurable:  Have 2 offerings per group per annum.   c. Achievable:  With the assistance of the New Hope communication department and the  connections of our city stakeholders spreading the word about these get togethers will  be achievable.  d. Relevant:  Civil discourse is in a good place in New Hope, and I believe my efforts to  maintain open and honest channels of communication can go a long way to maintain  that.  e. Time‐Bound:  Annual expectation.     2024 City Manager Goals Page 3  5. Objective:  Community Redevelopment. Herein lies New Hope’s largest economic opportunity.   This will continue to be achieved through new business incubation (this most commonly occurs  through the city fostering a new enterprise in a vacant space), maintaining the optimum urban  mix of housing, business, and community infrastructure (schools, churches, parks, open spaces)  through application of zoning and development code, and identifying key redevelopment  opportunities and acting on them in the best interest of the community in both small and large  scale (scattered site housing redevelopment, commercial corridor opportunities.)  a. Specific:   i. Forge property owner relationships.  ii. Meet with contractors to re‐invigorate the bidding process for scattered site  redevelopment.  iii. Evaluate plans for commercial corridor redevelopment opportunities.  iv. Ensure community compliance with established codes and standards.  v. Continued investment in civic infrastructure to include urban forest.  b. Measurable:  Scattered site projects complete, business vacancies  filled, and dollars  invested in the community.  c. Achievable:  This is a systemic position of the City Manager’s office and is achievable.   d. Relevant:  The work of providing the municipal densities necessary to provide  municipal services is a cornerstone of the work of a City Manager.  It is one of the most,  if not the most, important pillar of a sustainable community.  e. Time‐Bound:  New relationships with property owners, contractors, and business  contacts are bound to December 31st, 2024, but this overall body of work is bound to the  lifespan of the city.     6. Objective:  Public Safety and Security, as it is provided through New Hope Public Works, New  Hope PD, New Hope Inspections in Community Development, and West  Metro Fire‐Rescue  District is paramount to the success of our community and remains a top priority for my  administration.  a. Specific:  Serve as the Council’s voice on the WMFD board and support the service  provision of PW, PD, and CD department heads through peer support, mentorship,  coaching and leadership.  b. Measurable:  Through all matrices (calls for service, response times, inspections  completed, street miles plowed etc.) report to the Council through the New Hope  Performance Measurement report the achievements of our departments in providing for  the health, safety, and welfare of our community.   c. Achievable: New Hope is on the precipice of many more remarkable decades to come  buoyed by the competent delivery of services of its governmental departments.    d. Relevant:  Community support for service delivery in New Hope is strong and like no  other time in recent history the success and stability of our community depends on those  services to be maintained.  e. Time‐Bound: Evaluation of my influence and relationship building within the public  safety sector is bound to December 31st, 2024 but this work will be systemic.