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2023.05.16 Work Session Packet
4141 Douglas Drive North • Crystal, Minnesota 55422-1696 Tel: (763) 531-1000 • Fax: (763) 531-1188 • www.crystalmn.gov Posted: May 12, 2023 City Council Work Session Agenda Tuesday, May 16, 2023, at 6:15 p.m. Council Chambers/Zoom Pursuant to due call and notice given in the manner prescribed by Section 3.01 of the City Charter, the work session of the Crystal City Council was held on Tuesday, May 16, 2023, at ______ p.m. in the Council Chambers at City Hall, 4141 Douglas Dr. N., Crystal, MN and via Zoom. If the agenda items are not completed in time for the regular City Council meeting at 7 p.m., the work session will be continued and resumed immediately following the City Council meeting. The public may attend the meeting via Zoom by connecting to it through one of the methods identified on the City Council Meeting Schedule for Tuesday, May 16, 2023. I. Attendance Council members Staff ____ Eidbo ____ Bell ____ Sutter ____ Kamish ____ Gilchrist ____ Serres ____ Kiser ____ Therres ____ Onesirosan ____ Elholm ____ Adams ____ Larson ____ Budziszewski ____ Ray ____ Cummings ____ Revering II. Agenda The purpose of the work session is to discuss the following agenda items: 1. Compliance check overview. 2. Police Department quarterly update (Annual Report). 3. West Metro Fire-Rescue District (WMFRD) quarterly update. 4. 2024 WMFRD proposed budget. 5. 2024 budget preview.** 6. City Council liaison reports.* 7. Constituent issues.* 8. City manager monthly check-in. 9. New business.* 10. Announcements.* III. Adjournment The work session adjourned at ______ p.m. * Denotes no supporting information included in the packet. ** Denotes supporting information will be provided at the meeting Auxiliary aids are available upon request to individuals with disabilities by calling the city clerk at (763) 531-1145 at least 96 hours in advance. TTY users may call Minnesota Relay at 711 or 1-800-627-3529. Memorandum DATE: May 11, 2023 TO: Mayor and City Council FROM: City Manager Adam R. Bell City Clerk Chrissy Serres Police Chief Stephanie Revering SUBJECT: Alcohol and Tobacco Compliance Checks Overview ____________________________________________________________________ Staff thought it appropriate to provide an overview for the Council of the process involved in the city's alcohol and tobacco license compliance checks and the administrative penalties imposed for compliance violations. Pursuant to state statute and the city code, the city issues licenses for both alcohol and tobacco sales. The city also annually conducts compliance checks on the license holders to ensure that these businesses are verifying the age of purchasers and not selling these products to buyers under 21 years of age. Compliance Check Process: When the police department conducts compliance checks, the process is as follows: • A person under 21 is sent into a licensed establishment to purchase either tobacco or alcohol products. • The person is dressed in regular civilian clothing. • The timing of compliance checks are usually completed in the late afternoon or evening hours. • The person will use their own ID that clearly states they are underage for the purchase of either tobacco or alcohol. • Once the compliance check is complete, the establishment is notified immediately by the police officer conducting the compliance check whether they have passed or failed. A failed compliance check is then forwarded to the prosecuting attorney to go through the judicial process. Once that process is complete and the store representative has pled guilty, the violation comes before the city council for civil penalties. The city currently conducts two compliance checks per year for both alcohol and tobacco. Administrative Penalty Process: • The city clerk notifies the license holder that an employee of theirs was found to have failed the compliance check, and consequently, the business is subject to an administrative penalty as prescribed by law. The license holder is also notified that they have the right to a hearing and to present their case to the city council. • Staff presents the facts of the violation and makes a recommendation for a penalty based on the city code provisions. o The penalties may include a civil fine and license suspension for a period of time. • The council considers the administrative penalty and has discretion in what penalty to impose within the adopted parameters. o It should be noted that staff always recommends the maximum penalty provided by the code. o Again, the council has the discretion to impose any penalty within the minimum to maximum penalty range depending on what it perceives as mitigating or aggravating circumstances. o For each subsequent violation within a specific timeframe, the minimum penalty increases. • After the council votes on imposing a penalty, staff verifies that the license holder had complied with the penalty. CURRENT CRYSTAL ALCOHOL AND TOBACCO LICENSE VIOLATION PENALTY SCHEDULE SUMMARY 05/12/23 1st Violation 2nd Violation 3rd Violation 4th Violation ALCOHOL: Financial Penalty: Up to $750 $1,500 $2,000 ------ License Suspension: One day Three days 10 days Revocation Timing of Violation: ------- Within 24 months of the first violation Within 36 months of the second violation Within 36 months of the third violation TOBACCO: Financial Penalty: $300 - $750 Statutory minimum: $300 $600 - $1,500 Statutory minimum: $600 $1,000 - $2,000 Statutory minimum: $1,000 plus at least seven days suspension ------ Statutory minimum: none License Suspension: One day Five days At least seven days or revocation Revocation Timing of Violation: -------- Within 36 months of the first violation Within 36 months of the first violation Within 48 months of the first violation CCCRRRYYYSSSTTTAAALLL PPPOOOLLLIIICCCEEE DDDEEEPPPAAARRRTTTMMMEEENNNTTT “Service with Compassion, Integrity, & Professionalism” TO: Mayor and Council Members FROM: Stephanie K. Revering, Chief of Police CC: Adam R. Bell DATE: May 11, 2023 SUBJECT: WORK SESSION ITEM ___________________________________________________________________________ MMEEMMOORRAANNDDUUMM The police department would like to provide you with our quarterly update on Tuesday, May 16, 2023. We would like to present our 2022 Annual Report and a copy of it has been provided to you with this memo. As always, please let me know if you have any questions. Thanks. CRYSTAL P O L I C E D E P A R T M E N TPOLICE DEPARTMENT Ser©ice with compassion, integ¢it® and professionalism. 2 0 2 2 A N N U A L R E P O R T2022 ANNUAL REPORT Crystal Police Department Annual Report 3 2 While discussing the new police department building design, leadership began to consider a statue outside of the police department entrance representing the department’s commitment to the community. The statue properly named, “The Protectors” was designed by Chief Revering’s father, Retired Chief Andrew C. Revering of the Anoka Police Department after comments made by the City Council to include a police K9. We can’t thank the mayor and city council enough for their continuous support, along with the Crystal VFW, Crystal Lions, and the West Metro Fire District Relief Association for their donation of the statue. On the Cover TABLE OF CONTENTS Message from the Chief ...............................................................3 New Police Building .....................................................................4 AdministraƟ on Division/Offi cer Training ......................................5 Records Division ..........................................................................6 Patrol Division .............................................................................7 K9 Unit/Drone Unit ......................................................................8 Community Service Offi cers/Animal Control Offi cer .....................9 West Metro SWAT/West Command Mobile Field Force ............. 10 InvesƟ gaƟ ons Division ............................................................... 11 Northwest Metro Drug and Violent Crime Task Force ................. 11 Department StaƟ sƟ cs/Compliance Checks ................................ 12 Use of Force StaƟ sƟ cs ................................................................ 13 Community Engagement ....................................................14 – 15 Community Events .............................................................16 – 17 Public InformaƟ on Offi cer Social Media/Offi cer Wellness .......... 18 Department Awards .................................................................. 19 Acknowledgments ..................................................................... 20 Police Department Statue 3 3 Crystal Police Department Annual Report I continue to be in awe of our Crystal Police Department. The men and women of the department work tirelessly every day to serve our community with compassion, integrity and professionalism. That’s why I’m excited to present this 2022 annual report. It was an energizing year for our organization on many levels. The memory that sticks out the most is the completion of the new police department in September. If you were not able to join us for our open house, stay tuned, as you are welcome to join us in the future. Our open house will be an annual event. Also, we continue to collaborate with our local, county, state and federal partners to fi nd strategic, well-thought out approaches to combat crime while working to represent the best in innovative, engaging police work focused on keeping our communities safe. And we continue to lead from the front while remaining focused on policing all of our populations with respect and dignity. In this report, you will see many of the professionals who have chosen to make the Crystal Police Department their destination department, and have chosen Crystal as the community with which they wish to connect. We are proud of this team and hope this report will add to your pride in those that are here to serve you. I continue to be heartened by the unbelievable support our department receives from you, our residents, community and business leaders. We can’t thank you enough as we continue to strive for the best policing standards in this county, state and country. As your police chief, I am humbled to serve you, our offi cers, civilian staff and dedicated volunteers. I urge you to reach out to me directly with any questions you may have about this report, and please continue to follow us on social media. With much respect and gratitude, Stephanie K. Revering Chief of Police Crystal Police Department MESSAGE FROM THE CHIEF Crystal Police Building Ribbon Cutting and Open House Sept. 24, 2022 Crystal Police Department Annual Report 3 4 The original police department was built in 1965 and underwent a small remodel in 1993; and for the past 15 years, the need to build a larger police department has been discussed. Throughout these years, portions of the building developed signifi cant structural issues, space and equipment ineffi ciencies grew, technology upgrades were postponed and equipment storage and locker room space became inadequate. Thankfully, in 2017, our mayor and city council allowed the department to complete a space needs study and several discussions took place with a design team from Wold Architecture & Engineers. Fast-forward to today, the new 16-million-dollar building features an effi cient, safe work space, including a secure, centralized evidence storage area, secure indoor fl eet storage, a dedicated space for K9s, and an up to date detention space along with expanded locker rooms for our staff. Numerous energy effi ciencies were also included in the building’s design. The department was proud to unveil the city’s new police building during an open house on Sept. 24, 2022 to the community. The event included remarks from Chief Revering, Mayor Jim Adams, Rep. Lyndon Carlson, Sen. Ann Rest and Joel Dunning from Wold Architects and Engineers. The following week, staff moved into the beautiful space. The department thanks the mayor, council members and Crystal community for their continuous support and generosity to our police department. NEW POLICE BUILDING 3 5 Crystal Police Department Annual Report Sworn Offi cers Civilian Support Personnel Divisions 34 15 4 37,203 Calls for service ADMINISTRATION DIVISION The police chief and deputy chief provide overall leadership to the 34 sworn offi cers and 15 civilian support staff of the Police Department. The goal of this leadership is to model, motivate and equip staff to live out the department’s mission of serving all residents, businesses and visitors in Crystal with COMPASSION, INTEGRITY, AND PROFESSIONALISM. Police administration is also responsible for keeping the department in compliance with all state, federal and Constitutional laws and expectations of the community. In addition to guiding the work of the department staff, the chief and deputy chief are engaged, connected and continually interacting with those who live, work and visit the city to ensure that the department is doing its best in serving the community. Stephanie Revering Police Chief Brian Hubbard Deputy Police Chief Depar tment TrainingDepartment Training The department’s commitment to ensure that all offi cers receive continual, timely, relevant and diverse training in the wide array of topics that offi cers are expected to know is paramount to success and our ability to best serve the community. Training is conducted in-house by certifi ed instructors in areas such as defensive tactics, weapons use, de-escalation, and DWI detection. Offi cers also regularly attend trainings put on by outside organizations in many areas such as emergency vehicle operation, search and seizure laws, mental health and crisis intervention, court orders, legal issues and more. Most trainings attended by offi cers are approved by the MN POST Board and offi cers far exceed the minimum number of content and overall hours required of offi cers by the MN POST Board. Training Hours 4,800+ Hours Per Offi cer 150 Defensive Tactics and Weapons 50+ Stephanie Revering Police Chief Crystal Police Department Annual Report 3 6 RECORDS DIVISION The records division is the hub of the entire police department and keeps everything functioning and running smoothly. The division consists of a records manager, an evidence technician and three records staff. Some of the records division’s main functions include: • Being the contact for those who come to the police department’s front counter or call the general number. • Maintaining a variety of police records, arrest fi les and logs of criminal histories, warrants, citations, fi ngerprints and pertinent information relating to law enforcement data. • Completing specialized research to assist staff in locating information. • Transcribing statements taken from offi cers, victims, suspects and witnesses. • Providing reports for those that request them in compliance with Minnesota Data Practice Laws. • Processing Permit-to-Purchase Firearms applications for residents. Records Manager Sue SeƩ er The evidence technician is responsible for receiving all evidence and property taken in by the police department and maintaining the integrity of the chain of custody. The evidence technician also catalogs this evidence and ensures it is held the required amount of time and is properly returned or destroyed. The evidence technician is also responsible for processing requests for evidence or information from the city and county attorney and other requests. Property/Evidence Processed Requests Minutes of Body Camera Video Redactions 683 1,368 Evidence Items Entered Safe-kept Items Found Property 3,400 358 30 Items Booked for Destruction 74 Disposed Items 2,910 3 7 Crystal Police Department Annual Report PATROL DIVISION Patrol Lieutenant JusƟ n TourvillePatrol Lieutenant JusƟ n Tourville The patrol division is the largest segment of the Crystal Police Department. It is led by the patrol lieutenant and includes six sergeants, 16 police offi cers and one traffi c enforcement offi cer. Calls for Service 37,203 1,005 Arrests for... • Misdemeanors • Gross Misdemeanors • Felony Crimes • Warrants • Court Order Violations 3,724 Vehicle Contacts 1,667 Citations Issued The patrol division has an expansive range of duties, all based on providing great service and ensuring safety for everyone within the City of Crystal. Through all functions, the patrol division is focused on service with compassion, integrity and professionalism. This is our basis for forming a participative community partnership with safety and security as the primary goal. Crystal Police Department Annual Report 3 8 K9 Unit The Crystal Police Department has two offi cers certifi ed as K9 handlers: Offi cer Caleb Selin has K9 partner Leo and Offi cer Mike Callan has K9 partner Ace. These K9 partners assist in searching for missing persons, weapons and drugs, apprehending wanted criminals, and participating in community events and dog demonstrations for community groups. In 2022, offi cers Selin and Callan completed a combined 502 hours of training, had 76 deployments and apprehended 16 dangerous criminals. Offi cer Callan and Ace earned Rookie Dog of the Year during the 2022 Regional K9 trials. Crystal’s outstanding K9 teams operate thanks to the generosity of many community members who help to fund the purchase, training and care for these partners. The department is appreciative of the Crystal VFW, Crystal Lions and the West Metro Fire Relief Association for their signifi cant, and on-going support of our K9 program. K9 Training Hours 502 Drone Unit The Crystal Police Department Drone Unit consists of six offi cers certifi ed as Federal Aviation Administration (FAA) drone pilots. Offi cers underwent a training program to prepare for the FAA Remote Pilot Certifi cation exam. After passing the exam, Crystal drone pilots develop their skills with frequent training opportunities. The department uses the DJI Mavic 2 Enterprise Dual drone, featuring a high-defi nition camera and thermal imaging. During 2022, the drone deployed 31 times, include training, assisting SWAT operators with interior building and vehicle searches, searching for missing people, assisting K9 offi cers in locating suspects and searching for contraband or evidence. 3 9 Crystal Police Department Annual Report Community Service Offi cers Community Service Offi cers (CSOs) are civilian police department employees who provide essential support to police offi cers and the community. Their support functions include bookings, monitoring people in custody, handling after-hours animal complaints, and a variety of other requests for assistance by community members. They also conduct the majority of parking and code enforcement activities, as well as routine patrols. CSOs are often engaging with the community at many public events. Most of the department’s CSOs are college students working to become a licensed peace offi cer while getting law enforcement exposure and experience. Many CSOs go on to get a licensed police offi cer position with the City of Crystal. Full Time CSOs Part Time CSOs 2 3 Animal Control Offi cer The department shares one full-time animal control offi cer (ACO) with the New Hope Police Department. The ACO responds to animal complaints, dealing with sick or injured animals and conducting animal abuse investigations. The ACO also assists in training new community service and patrol offi cers in Crystal and New Hope by reviewing animal-related ordinances and oversees animal boarding for both cities. The ACO also assists with non-animal related calls for service. These included traffi c control at accidents and fi re calls; motorist assists; medical assists; utility checks; assists at warrant and crime scenes; and vehi- cle and residential lockouts. Calls for Service (318 TOTAL) Crystal Police Department Annual Report 3 10 West Metro SWAT/ Negotiations Team The Crystal Police Department partners with the cities of New Hope and Robbinsdale to provide critical incident response services to three jurisdictions encompassing 58,000 residents. The Crystal Police Department has six offi cers and three negotiators currently assigned to the West Metro SWAT Team. In 2022, SWAT team members underwent approximately 100 hours of specialized training and were involved in fi ve deployments. These deployments all involved the service of high-risk search warrants involving violent offenders. Mobile Field Force The Crystal Police Department Mobile Field Force team has three offi cers who attended more than 48 hours of initial operations training and 16 hours of fi eld deployment. The force operates through a consortium of Hennepin County police agencies that feature several hundred active members. The force operates in second platoon with the assistance of the police departments in New Hope, St. Louis Park, Robbinsdale, Golden Valley and Hopkins. Crystal’s offi cers train a minimum of 24 hours per year in riot control, crowd management and target protection. Mobile Force Team members are equipped with protective body armor, ballistic helmets, gas masks and wooden batons. The team has not deployed since April 2021. 3 11 Crystal Police Department Annual Report INVESTIGATIONS DIVISION InvesƟ gaƟ ons Lieutenant Pete Underthun The investigations division includes one lieutenant, four general investigators, one juvenile investigator, and a task force investigator assigned to the Northwest Metro Drug and Violent Crime Task Force. Investigators Cases Assigned 6 2,897 The Northwest Metro Drug and Violent Crime Task Force is a mulit-agency group of investigators who work to have a positive impact on drug and violent crime in the community. Investigators utilize advanced techniques to gather evidence on sophisticated criminal networks and present cases for prosecution. The team is available 24/7 to respond to member agency needs through increased investigative staffi ng and advanced investigative techniques during and after violent or drug related incidents. The Northwest Metro Drug and Violent Crime Task Force includes the Crystal, New Hope, Plymouth and Robbinsdale police departments. The division is responsible for investigating criminal cases that are not resolved by a responding patrol offi cer. Investigators work to resolve cases by processing evidence, search warrants, subpoenas, interviews, cellular and computer forensics and canvasing. When all evidence is gathered by an investigator, a summary report is prepared and presented to a prosecutor, who decides on criminal charges. Investigators often are required to testify in court. Northwest Metro Drug and Violent Crime Task Force Crystal Police Department Annual Report 3 12 Compliance Checks Alcohol and Tobacco Checks The Crystal Police Department conducts annual compliance checks for all businesses licensed to sell alcohol or tobacco in the city to ensure underage sales are not occurring. Compliance check reports are forwarded to the city council for any action for non-compliance. In addition, the department conducts occasional free training for servers and managers regarding how to properly regulate the sale of these products to minors. Predatory Offender Registrations The department conducts regular checks of all individuals required to register as Predatory Offenders by the State of Minnesota. In addition, the department is responsible for notifying the community when Level 2 or 3 offenders move into their proximity. Checks on Registered Predatory Offenders 5’10” 5’8” 5’6” 5’4” 6’ 63 Alcohol Tobacco Trained Servers 2217 20 2022 Compliance Checks CRIMES 2018 2019 2020 2021 2022 Arson 11414 Assault 128 130 135 163 148 Burglary 35 52 52 44 50 Criminal Sexual Conduct 10 16 25 26 31 Disorderly Conduct 25 18 67 58 53 DUI 134 118 211 147 216 Drug Violations 87 52 110 65 98 Family Offenses 3 13 27 20 5 Fraud 145 140 139 149 131 Homicide 11521 Kidnapping - - - 4 5 Liquor Violations 8 5 7 10 6 Pornography/Obscenity - - - 6 2 Property Damage 70 77 122 128 149 Robbery 11 19 20 25 17 Theft 429 505 543 380 440 Trespassing - - - 15 13 Vagrancy 00021 Vehicle Theft 47 45 67 79 70 Weapon Violations 8 18 39 34 70 Other Offenses 129 125 177 198 229 Service Calls Vehicle Contacts/ CitaƟ ons Department Statistics 5’11” 3 13 Crystal Police Department Annual Report Use of Force Statistics The Crystal Police Department completely revised its Use of Force Policy in 2021, and now requires a separate use-of-force report every time force greater than handcuffs are used. This includes crime suspects or people in crisis who may be a danger to themselves or others. Every use-of force report is reviewed by a supervisor, including review of body-worn camera footage. Each of these reports are then forwarded to the division lieutenant and the deputy chief for additional review. The process ensures all uses of force are reviewed by various supervisors to make sure they are proper, within policy, and conducted according to training and department expectations. The department is proud of this policy and is not aware of any other agency using such a thorough review process. In 2022, the Crystal Police Department responded to 37,203 calls for service. During this time, force beyond handcuffs was used on non-compliant individuals 62 times. This is far less than .5% of all contacts. This statistic speaks to the importance Crystal offi cers place on calmly dealing with situations and using de- escalation techniques that reduce the need for uses of force. Type of Force Used Type of Force Used (76)(76) * An incident may include more than one.* An incident may include more than one.= Only force used was fi rearm pointed = Only force used was fi rearm pointed following vehicle pursuit.following vehicle pursuit. Reason for Response Reason for Response (98)(98) * An incident may include more than one.* An incident may include more than one. Level of Resistance Level of Resistance (132)(132) * An incident may include more than one.* An incident may include more than one. (34) (1) (7) (4) (16) Use of Force by Race Use of Force by Race (62)(62) Crystal Police Department Annual Report 3 14 COMMUNITY ENGAGEMENT The Crystal Police Department has a proud tradition of reaching out to the community to build relationships, develop connections and cultivate partnerships. These relationships are key to the department’s success, ensuring positive interactions with law enforcement while making Crystal a great community to live, work and frequent. The department seeks out offi cers, staff and community partners who value and empower these connections. Juvenile Offi cer The juvenile offi cer position focuses on fi nding creative ways for offi cers to connect with youth in Crystal. The juvenile offi cer teaches the D.A.R.E. program, regularly interacts with schools and partners with community groups to help make Crystal a great place for youth. The juvenile offi cers also investigates juvenile offenses and issues. Community Engagement Sergeant Brandon Dorr The Joint Community Police Partnership (JCPP) is a partnership with Hennepin County to help create relationships and communicate with Crystal’s multi-cultural populations and faith communities. The Community Liaison is a Hennepin County employee embedded with the Crystal Police Department and is involved in many different community related events, as well as chairing our Multi-Cultural Advisory Committee (MAC). The MAC is a group of community members who advise the department on how to better serve the many cultures of people who live, work or visit the Crystal community. MAC members represent Crystal’s diverse cultural, professional and educational backgrounds. A Hennepin County Mental Health Social Worker is embedded with the department as a resource for people in crisis or struggling with mental health or chemical dependency issues. The social worker reviews all offi cer reports, seeking out those who need assistance and obtaining the necessary supports to get individuals beyond their short-term crisis or long-term situation. The goal is to provide and facilitate resources to gain stability and reduce the number of contacts between individuals and law enforcement. The Domestic Violence Advocate is a partnership with Cornerstone Advocacy Service, providing vital support services to victims of domestic violence in Crystal. A Cornerstone advocate is embedded with the department and contacts victims to address various needs, including safety planning, legal assistance, fi nancial assistance, housing assistance, and other resources. The advocate reviews offi cer reports and may even intervene before a domestic violence incident occurs. JCCP Community Liaison/ MAC CommiƩ ee Mental Health Social Worker DomesƟ c Violence Advocate 3 15 Crystal Police Department Annual Report Crystal Police Reserves The Crystal Police Reserves are volunteers who want to give back to their community. Some are pursuing a career in law enforcement, while others want to invest in the City of Crystal. They conduct city-wide patrols, provide assistance for many community events and hold monthly meetings that focus on training and work planning. The Crystal Crime Prevention Board (CCPB) is a group of community volunteers whose mission is to “promote community and law enforcement partnerships to reduce and prevent crime within the Crystal community through education, awareness, volunteerism and other community partnerships.” The CCPB sponsors many community programs and other police department endeavors. The CCPB is always looking for new members. The Neighborhood Outreach Offi ce (NOO) is a Crystal Shopping Center storefront used for various police department functions such as trainings, meetings, community events and more. The NOO is available free of charge for meetings and gatherings of community groups, charitable organizations, the Adult Academic Program, the NorthStar Juvenile Diversion Program and others. The Adult Academic Program, in the Crystal Shopping Center, teaches English as a second language and assists adults who have other learning needs. As a part of the assimilation, students regularly interact with offi cers from the Crystal Police Department. Offi cers often visit classroom sessions to answer questions, participate in activities and get to know participants. Offi cers put on “Cop Talks” with adult students that feature presentations about safety and legal topics. The department coordinates a grant-funded Multi-Cultural Driver’s Education Program to help those learners understand U.S. driving laws and roadway safety. Neighborhood Outreach Offi ce 7 Reserve Offi cers Hours Volunteered 1,000 Wage Savings $30K $ Adult Basic EducaƟ on Partnership Crystal Police Department Annual Report 3 16 COMMUNITY EVENTS The Crystal Police Department conducts and participates in numerous community events throughout the year. In 2022, the department dedicated hundreds of hours into community outreach and relationship building. Some events the department participated in 2022 included: BIRTHDAY BRIGADE This program consists of a parade of police and fi re vehicles driving by a residence to wish a child a happy birthday. The opportunity started at the height of the COVID pandemic when kids couldn’t have birthday parties and interact with friends. CAR SEAT CLINICS (& TECHNICIAN) Several times a year, the department sponsors a car seat clinic to help young families ensure they have the proper car seat(s) and that they are installed properly. In addition, an offi cer is certifi ed as a car seat specialist and assists residents at times when a clinic is not scheduled. CRYSTAL FROLICS This annual city festival includes offi cers conducting foot patrols and engaging with community members who come to celebrate the city. DOMESTIC VIOLENCE SEMINAR This annual seminar, sponsored by the Crystal Crime Prevention Board, talks about the dynamics of domestic violence in our community and the resources available for those who are victims of domestic violence. BIKE RODEO This annual event, sponsored with other local cities, allows the department to teach young bike riders about how to enjoy riding safely. CITIZENS ACADEMY The Crystal, New Hope and Robbinsdale police departments partner on this annual seven-week event that gives community members an n-depth look at what police work. In 2022, 26 participants learned about patrol, defensive tactics, dispatch, crime lab, SWAT, K9 units and more. 3 17 Crystal Police Department Annual Report SANTA PARADE Police offi cers and fi refi ghters from Crystal, New Hope and Robbinsdale provided a lights and siren escort for Santa and Mrs. Claus for a three-hour tour through all three cities. SHOP WITH A COP Crystal police offi cers take local students shopping for the holidays. The students are recommended by staff at their local schools or community organizations based on need. NIGHT TO UNITE Community members host neighborhood block parties every August to come together, eat and develop relationships. Department staff attend parties and engage with the community, answer questions and hear concerns. TOYS FOR TOTS The Crystal Police Department, along with other departments throughout the metro area, serves as a drop spot for toys, which are loaded into squad cars and delivered to a fi nal drop location. VEHICLE FAIR This family fun event is held at the Crystal Community Center and attendees can climb through police, fi re, and public works vehicles, as well as many other unique vehicles from local businesses and neighboring cities. POLAR PLUNGE Each winter, department members raise funds and plunge into the frigid waters of a local lake as part of this fundraiser for Special Olympics MN. Crystal Police Department Annual Report 3 18 Offi cer Wellness Program In 2022, the Crystal Police Department continued to develop and implement its offi cer wellness program, designed to provide training, guidance and assistance to all employees regarding physical, mental and emotional well- being. The goal is to prepare employees for the rigors of working in the police profession, while reducing health risks, job-related injuries and absenteeism. The department continued its “Check-up from the Neck Up” program, in which all employees meet with a mental health professional at least once per year and continued its Peer Support Team in partnership with the New Hope and Robbinsdale Police Departments. This team includes sworn and non-sworn employees trained to provide support for employees experiencing hardship and/or crisis. Peer support members can provide guidance to solutions and services available to employees. Physical wellness is also a priority. Since moving into the police building, all employees have access to a new fi tness room. The department utilized equipment from its former fi tness area with new equipment expected soon. Additionally, department employees can participate in 10-week challenges and fi tness tests with earned incentives. Public Information Offi cer/ Social Media 9,351 Facebook Twitter 5,286 Nextdoor 8,22493351 Faceebobook TwTwwitititittetetetrr 5 22886 Neeextxtxtxtdodododor 8 22224 FollowersFollowersFollowers (up 20%) The department takes great pride in being The department takes great pride in being transparent and works hard to provide timely and transparent and works hard to provide timely and accurate information about incidents, crime trends accurate information about incidents, crime trends and other police department activities.and other police department activities. Through the aggressive use of social media, Through the aggressive use of social media, maintaining regular contact and an open-door policy maintaining regular contact and an open-door policy with all local media outlets, while valuing a timely with all local media outlets, while valuing a timely response to inquiries, we seek to be a model agency response to inquiries, we seek to be a model agency in information sharing and public engagement.in information sharing and public engagement. Social media is the primary strategy for Social media is the primary strategy for communicating in a timely manner with the community. The department shares pertinent information communicating in a timely manner with the community. The department shares pertinent information about incidents and crimes, events happening in the city, safety tips, and as a means to identify ways about incidents and crimes, events happening in the city, safety tips, and as a means to identify ways staff are making an impact in the community.staff are making an impact in the community. 3 19 Crystal Police Department Annual Report Crystal police offi cers do outstanding work every day to serve, protect and assist those in the community. Most of their work may go unrecognized – and all employees understand that is part of their jobs – however, there are times when the actions of employees surpass the department’s motto of service with compassion, integrity and professionalism. The following Crystal Police Department employees received awards for these extraordinary accomplishments in 2022: Law Enforcement Purple Heart Offi cer Jessica Donahue Award of Merit Sgt. Brandon Dorr Offi cer Josh Kasten Offi cer Jon Beck ExcepƟ onal Performance Award Lt. Pete Underthun Offi cer Cole Horner Sgt. Geoff Kusick Offi cer Jeff Kleven Offi cer Lauren Roll Sgt. Jake Albers CSO Tim Simon Offi cer Jon Beck Offi cer Mike Callen (and K9 Ace) Sgt. Jon Kurtz Offi cer Josh Kasten InvesƟ gator Bryan Elfstrom InvesƟ gator Tim Tourville InvesƟ gator MaƩ hew Wright Offi cer Anna FuƩ erer Offi cer Zach Fecteau Offi cer Nick Schwalbe 5 Years of Service 25 Years of Service Police Chief Stephanie Revering presents awards to (left to right) Sgt. Brandon Dorr and offi cers Josh Kasten and Jon Beck. Offi cer Zach Fecteau Offi cer Cole Horner Chief Stephanie Revering Life Saving Award Offi cer Cole Horner Offi cer Marcus Issa Offi cer Armando Valenzuela Sgt. Zach Fecteau Offi cer Jeff Kleven Offi cer Nick Schwalbe Offi cer Tim Simon Legacy Award Sgt. Doug Leslin Chief’s Award of Commendation InvesƟ gator Tim Tourville Deputy Chief Brian Hubbard Mission Award - Service Offi cer Armando Valenzuela DEPARTMENT AWARDS Crystal Police Department Annual Report Acknowledgments Lieutenants Pete Underthun Justin Tourville City of Crystal 4141 Douglas Dr. N. Crystal, MN 55422 763-531-1014 police.crystalmn.gov Mayor Jim Adams City Council Brendan Banks John Budziszewski David Cummings Nancy LaRoche Olga Parsons City Manager Anne Norris Police Chief Stephanie Revering Deputy Chief Brian Hubbard Sergeants Jake Albers Brandon Dorr Adam Harrer Jon Kurtz Geoff Kusick Doug Leslin Gabe Storz 1 West Metro Fire-Rescue District May 16, 2023 Crystal Council Quarterly Update Calls for Service Report January 1 – March 31, 2023 Total Calls for Service 392 Estimated fire loss $299,700 Crystal 152 New Hope 226 Mutual Aid 14 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 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 Fires EMS/Rescue Hazardous Condition Service Call Good Intent Fire Alarm Severe Weather Total Mutual/Auto Aid 14 39%0 0 0 0%0 0 14 4% New Hope 14 39%130 58%23 58%6 67%4 50%49 66%0 226 58% Crystal 8 22%95 42%17 43%3 33%4 50%25 34%0 152 39% Total 36 9%225 57%40 10%9 4%8 5%74 15%392 100% 0 50 100 150 200 250 300 350 400 450 2023 Calls for Service Jan 1 -Mar 31 2 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 Public Events - 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 collected 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) Retirement / Resignation None to report Explorers We have added 2 new Explorer kids and 1 new Explorer Adult Advisor. We currently have 12 Explorers and 15 advisors. Specialized Training – Honor Guard We hosted our annual statewide Honor Guard Clinic at Camp Ripley in March. We had Honor Guard teams from 20 fire departments attend this clinic. Feedback has been positive. We are excited that there are more active Honor Guard teams trained and ready to help in the event of a fire department related funeral in MN. This year we also hosted a Funeral Operations Class for FD leadership; this training was designed to let leaders in emergency services know what they would have to do in case of an active duty, line of duty or retiree funeral and how to take care of the families. This class was attended by leadership from 15 different departments. Both of these classes were jointly hosted by the MN Fallen Firefighters Association and West Metro Fire- Rescue District. We contracted with Honor Guard Clinics and Schools, LLC for the instructors. The difference between these two courses is that Funeral Operations Class is in regards to taking care of the families and the planning phase and the Honor Guard Clinic is to teach the execution phase (the “boots on the ground”, uniformed members performing the ceremonies). Counseling, Debriefing and Defusing You may recall that we contract with Rachael Peterson of Peterson CNC, LLC to help our firefighters in the needs of counseling and CISM debriefing. She is a professional counselor and former police officer. She has been active counseling several of our firefighters for the past couple of years, as well as helping us with multiple CISM Debriefing’s & Defusing’s. On March 29th, we had Rachael come in to do a presentation for our spouses, significant others, etc. to help them understand and identify the realities and indicators of PTSD and other issues that can come from working in the emergency services. It was well received with many of the attendees talking about the value of this information and the appreciation for the department ’s concern for their firefighter’s well-being. 3 25-year anniversary of West Metro Fire Our 25th anniversary is coming up this year on July 6th. We are in the planning process of this event and will put on an open house type of event at the fire station with demonstrations, displays, interactive events for children, food trucks and some 25-year department swag. Training 2021 Apprentices The apprentice firefighters attended a defensive driving class in St. Cloud, now that they are done with this class, the apprentice firefighters will work on an apparatus operator packet with a variety of qualified instructors, completing over 80 miles of apparatus driving skills, address familiarization, and ladder truck operations training. The above skills will be documented and must be completed prior to the start of the Fire Apparatus Operator class. 2022 Recruits The 2023 West Suburban Fire Academy will soon be completed. A total of 33 students will complete upwards of 220 hours on initial firefighter training. Each student will gain state certifications in firefighter I, firefighter II, and hazardous materials operations. Emergency Management Captain Wheeler submitted an Urban Areas Security Initiative (UASI) grant to Homeland Security and Emergency Management (HSEM) in the amount of $86,548 for technological upgrades to the EOC. The UASI Program assists high-threat, high-density Urban Areas in efforts to build and sustain the capabilities necessary to prevent, protect against, mitigate, respond to, and recover from acts of terrorism. The UASI program is intended to provide financial assistance to address the unique multi-discipline planning, organization, equipment, training, and exercise needs of high-threat, high-density Urban Areas, and to assist these areas in building and sustaining capabilities to prevent, protect against, mitigate, respond to, and recover from threats or acts of terrorism using the Whole Community approach. Apparatus We will be taking delivery of the first new engine the first week in May. The other three engines are still being built and expected to be completed late spring/early summer. We have signed purchase agreements and received down payments for two of the three remaining E-one engines. The cities of Oliva and Lanesboro are rural departments here in Minnesota. If all goes well at the final inspection of the new engines Olivia and Lanesboro will take delivery of their apparatus this spring or early summer. 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 4 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 We received the following message from a community member: Good morning! My name is XXXXXXXXXXXXXX and I live at XXXXXXXXXX Ave N. On Saturday 3/25 at approximately 10:40pm you responded to a house and garage fire at my next-door neighbors. I am absolutely blown away by the response and efforts that your crew delivered. You saved the houses on both sides from catastrophe and you put down that fire in minutes. Even the first guy on the scene, not sure of his title but assume he had the role of preparing the crew for what they will encounter, he was incredible. He calmly talked to me and others exiting households, and even though he was busy reporting details to the crew as they approached he also directed traffic and got vehicles out of the way so the responders were not inhibited. Upon arrival, your team dropped that fire in minutes. I was blown away at the process. Thank you, Lord, that we have people like this who are willing to serve this community. I am so so thankful for all of you start to finish, and am not forgetting the ones behind the scenes that weren't on site. I'm going to copy this email and mail it to each of the stations so I don’t miss anyone. What a team. THANK YOU!!!!!!!!!!!! XXXX *** Some info was redacted from his letter and replaced with XXXXXXXXX's *** West Metro Fire PROPOSED 2024 BUDGET West Metro Fire Proposed 2024 Budget 2024 Preliminary Budgets and Contributions 2024 2023 General Operating Budget $2,640,900 $2,457,590 Capital Fund Contribution $250,000 $250,000 Special Revenue Pension Fund Contribution $200,000 $180,000 Special Revenue Insurance Fund Contribution $10,000 $10,000 Special Revenue Compensated Absences Fund Contribution $10,000 $10,000 Tower Lease $103,600 $103,600 Engine Lease $150,000 $70,000 Offset -$50,000 Total $3,364,500 $3,031,190 West Metro Fire Proposed 2024 Budget The cities’ preliminary 2024 total budget contribution is $3,364,500 which is $1,634,617 for Crystal and $1,729,883 for New Hope. This is an increase of $333,310 over the 2023 contributions or 11%. This is an increase of $155,244 or 10.5% for Crystal and an increase of $178,066 or 11.5% for New Hope. There was a $50,000 offset (carryover from 2022 Public Assistance Grant) to the 2023 budget to lower the cities’ contributions so the actual increase to the budget is $283,310 or 9.2%. The 2024 preliminary budget is 9.2% more than the last year. The 2024 contribution is 11% more than last year. The difference is the $50,000 offset expiring. The general operating budget increase is $183,310 or 7.5%. The driving force of this increase is an additional full-time staff person, salaries, incentive pay for POC firefighters, PERA, workers comp insurance, financial services and communications. There is a $20,000 increase to the special revenue pension fund contribution. These contributions include a $103,600 lease payment for the tower. These contributions include a $150,000 lease payment for the new engines. West Metro Fire Proposed 2024 Budget Over the next few years, 2024 has the greatest budgetary impact due to the engine lease, additional full - time employee and expiration of the 2023 offset from the public assistance grant. 2024 Preliminary Budget Budget Increase from 2023 ($3,081,190) to 2024 ($3,364,500) General Operating $110,271 3.58% Additional Staff Person $73,039 2.37% Pension $20,000 .65% Engine Lease $80,000 2.60% Total $283,310 9.2% $73,039 or 2.37% of the budget increase is for the additional full-time employee. 4.97% of the budget increase was for the additional employee and increase to the cities’ contribution to the engine lease. West Metro Fire Proposed 2024 Budget 2025 Projected Budget Budget Increase from 2024 ($3,364,500) to 2025 ($3,585,825) General Operating $159,000 4.72% Engine Lease $62,325 1.85% Total $221,325 6.58% In 2025 the cities’ contribution to the engine lease is $212,325 an increase to the engine lease of $62,325 or 1.85% over the preliminary 2024 budget. An estimate of the 2025 increase to the cities’ total budget contributions is $221,325 or 6.58%, although this could change slightly as we review 2023 actuals. West Metro Fire Proposed 2024 Budget The 2026 cities’ contribution to the engine lease is $252,325 an increase to the engine lease of $40,000 or 1.12% over the potential 2025 cities’ contributions. The cities’ contribution to the engine lease is again $252,325 in 2027. The engine lease contributions stabilize in 2028 at $287,325 annually. West Metro Fire Proposed 2024 Budget It is important to realize that both cities were responsible for contributing to their own major apparatus funds. The leasing of major apparatus has moved funding from the cities’ capital plans to the WMFRD. West Metro Fire Proposed 2024 Budget Changes from 2023 $1,013,000 61500 -Regular Salaries $80,000 increase. This includes consideration of a 3% COLA, comp payout for non-exempt employees and OT for non-exempt employees. $580,000 62000 -Part -Time Salaries $55,000 increase. This includes all POC positions and consideration of a 3% COLA. $180,000 62200 -PERA $14,060 increase based on full-time salaries. These full-time employees do not earn relief association pension. $60,000 62800 -Social Security & Medicare $6,250 increase based on salaries. $5,100 63900 -Long Term Disability $100 increase based on historical data. $900 64000 -Life Insurance $400 increase and includes based on historical data. West Metro Fire Proposed 2024 Budget Changes from 2023 $170,000 64500 -Workers Comp Insurance $10,000 increase based on historical data. 6,000 80600 -Legal Fees $1,000 increase based on historical data. $140,000 81800 -Communications $10,000 increase based on expected increases to expenditures for LOGIS and Hennepin County Radio. $3,000 83400 -Water/Sewer $1,500 increase based on historical data. $25,000 83600 -Gas $5,000 increase based on historical data. $0 86900 -Licenses and Permits $5,000 decrease due to a reoccurring cost every three years for firefighter licenses. $70,000 80600 –Financial Services $5,000 increase based on historical data. West Metro Fire Proposed 2024 Budget 2024 -2028 CAPITAL PLAN 2024 –Cities’ Contributions 250,000 Beginning Fund 1,588,756 Committed -692,000 Assigned -361,490 Expenditures -406,100 Ending Fund Balance 129,166 2025 –Cities’ Contributions 250,000 Beginning Fund 1,748,581 Committed -732,000 Assigned -286,490 Expenditures -653,425 Ending Fund Balance 76,666 West Metro Fire Proposed 2024 Budget 2024 -2028 CAPITAL PLAN 2026 –Cities’ Contributions 250,000 Beginning Fund 1,701,081 Committed -672,000 Assigned -251,490 Expenditures -750,925 Ending Fund Balance 26,666 2027 –Cities’ Contributions 250,000 Beginning Fund 1,556,081 Committed -672,000 Assigned -216,490 Expenditures -653,425 Ending Fund Balance 14,166 West Metro Fire Proposed 2024 Budget 2024 -2028 CAPITAL PLAN 2028 –Cities’ Contributions 250,000 Beginning Fund 1,543,581 Committed -717,000 Assigned -216,490 Expenditures -600,925 Ending Fund Balance 9,166 ((a/A) + (p/P) + (v/V) / 3) x 100 = Percentage of total budget due from specified municipality Crystal New Hope District a = municipality's avg. calls over 5 years 858 1,064 1,922 p = municipality's population (2020 census)23,330 21,986 45,316 v = municipality's taxable market value in millions 2,708 2,748 A = district's avg. calls over 5 years no mutual aid 1,922 P = district's population (2020 census)45,316 V = district's taxable market value in millions 5,456 Percentage a/A 44.6364% 55.3636% Percentage p/P 51.4829% 48.5171% Percentage v/V 49.6334% 50.3666% 48.5842% 51.4158%100.00% 100.0000% Required contributions from cities $1,634,616.59 $1,729,883.41 $3,364,500.00 Monthly contribution $136,218.05 $144,156.95 (1) Average calls based on calls for the years 2018 through 2022 without mutual aid. (2) 2023 Taxable market values from Hennepin County report dated 12/27/2022 Contributions from Cities Set to Equal: 2024 General Fund Operating Budget $2,640,900 2024 Capital Plan Budget $250,000 2024 Pension Special Revenue Fund $200,000 2024 Insurance Special Revenue Fund $10,000 2024 Compensated Absences Special Revenue Fund $10,000 2024 Aerial Lease $103,600 2024 Engine Lease $150,000 2024 Total Amount to be Contributed from Cities $3,364,500 WEST METRO-FIRE RESCUE DISTRICT Cost Sharing Formula Calculation in 2023 for use in the 2024 Budget ((a/A) + (p/P) + (v/V) / 3) x 100 = Percentage of total budget due from specified municipality Crystal New Hope District a = municipality's avg. calls over 5 years 842 1,040 1,882 p = municipality's population (2020 census)23,330 21,986 45,316 v = municipality's taxable market value in millions 2,402 2,382 A = district's avg. calls over 5 years no mutual aid 1,882 P = district's population (2020 census)45,316 V = district's taxable market value in millions 4,784 Percentage a/A 44.7231%55.2769% Percentage p/P 51.4829%48.5171% Percentage v/V 50.2090%49.7910% 48.8050%51.1950%100.00% 100.0000% Required contributions from cities $1,479,373.16 $1,551,816.84 $3,031,190.00 Monthly contribution $123,281.10 $129,318.07 (1) Average calls based on calls for the years 2017 through 2021 without mutual aid. (2) 2022 taxable market values from Hennepin County report dated 08/16/202112/17/2021 Contributions from Cities Set to Equal: 2023 General Fund Operating Budget $2,457,590 2023 Capital Plan Budget $250,000 2023 Pension Special Revenue Fund $180,000 2023 Insurance Special Revenue Fund $10,000 2023 Compensated Absences Special Revenue Fund $10,000 2023 Aerial Lease $103,600 2023 Engine Lease $70,000 Offset from GOB Assigned for Additional Full-Time Staff -$50,000 2023 Total Amount to be Contributed from Cities $3,031,190 WEST METRO-FIRE RESCUE DISTRICT Cost Sharing Formula Calculation in 2022 for use in the 2023 Budget 1 To: WMFRD Board of Directors From: Sarah Larson, Fire Chief Date: May 10, 2023 Subject: Preliminary 2024 General Operating Budget Line Item Explanatory Information for Changes from 2023 2024-2028 Capital Plan 2024 Preliminary Budgets and Contributions West Metro Fire-Rescue District 2024: General Operating Budget - $2,640,900 Capital Fund Contribution - $250,000 Special Revenue Pension Fund Contribution - $200,000 Special Revenue Insurance Fund Contribution - $10,000 Special Revenue Compensated Absences Fund Contribution - $10,000 Tower Lease - $103,600 Engine Lease - $150,000 ____________________________________________________________________ Total $3,364,500 The cities’ preliminary 2024 total budget contribution is $3,364,500 which is $1,634,617 for Crystal and $1,729,883 for New Hope. This is an increase of $155,244 or 10.5% for Crystal and an increase of $178,066 or 11.5% for New Hope. This is an increase of $333,310 over the 2023 contributions or 11%. There was a $50,000 offset (carryover from 2022 Public Assistance Grant) to the 2023 budget to lower the cities’ contributions so the actual increase to the budget is $283,310 or 9.2%. The 2024 preliminary budget is 9.2% more than the last year. The 2024 contribution is 11% more than last year. The difference is the $50,000 offset expiring. The general operating budget increase is $183,310 or 7.5%. The driving force of this increase is an additional full-time staff person, salaries, incentive pay for POC firefighters, PERA, workers comp insurance, financial services and communications. There is a $20,000 increase to the special revenue pension fund contribution. These contributions include a $103,600 lease payment for the tower. These contributions include a $150,000 lease payment for the new engines. This is an $80,000 increase over 2023. Memorandum 2 Over the next few years, 2024 has the greatest budgetary impact due to the engine lease, additional full-time employee and expiration of the 2023 offset from the public assistance grant. 2024 Preliminary Budget Budget Increase from 2023 ($3,081,190) to 2024 ($3,364,500) General Operating $110,271 3.58% Additional Staff Person $73,039 2.37% Pension $20,000 .65% Engine Lease $80,000 2.60% Total $283,310 9.2% $73,039 or 2.37% of the budget increase is for the additional full-time employee. 4.97% of the budget increase was for the additional employee and increase to the cities’ contribution to the engine lease. 2025 Projected Budget Budget Increase from 2024 ($3,364,500) to 2025 ($3,585,825) General Operating $159,000 4.72% Engine Lease $62,325 1.85% Total $221,325 6.58% In 2025 the cities’ contribution to the engine lease is $212,325 an increase to the engine lease of $62,325 or 1.85% over the preliminary 2024 budget. An estimate of the 2025 increase to the cities’ total budget contributions is $221,325 or 6.58%, although this could change slightly as we review 2023 actuals. The 2026 cities’ contribution to the engine lease is $252,325 an increase to the engine lease of $40,000 or 1.12% over the potential 2025 cities’ contributions. The cities’ contribution to the engine lease is again $252,325 in 2027. The engine lease contributions stabilize in 2028 at $287,325 annually. It is important to realize that both cities were responsible for contributing to their own major apparatus funds. The leasing of major apparatus has moved funding from the cities’ capital plans to the WMFRD. Our budget increases for the new staff people have brought many benefits to the WMFRD including the following for the full-time captain of training: •Manages a recruit and apprentice class simultaneously, helping to address POC staffing shortages created by COVID and current fire service retention issues. •Allows our recruit class to have a single point of contact and dedicated program manager, previously our training chief was managing both the recruits, fire academy, new officer, and dept level training. •Allows WMFRD to review, revise, and update recruit training programs, including future fire academy needs and changes. •Increases the training divisions ability to hold one on one training sessions. These sessions are often related to return to work assessments, skills check offs, final medical response approval, and remedial training. •Increases the level of response during staff hours, we have an additional firefighter on our major apparatus, which allows us to fill critical command staff roles, resulting in a safer more efficient fire ground and better outcomes for our community. •This captain has been able to dedicate more time and energy to reviewing, updating, and laying new ground work for our emergency management plans (WMFRD, New Hope, and Crystal). •Helps organize joint active threat training between WMFRD, Crystal, and New Hope. 3 • Researched and wrote a grant proposal for a new EOC equipment. • Added an additional duty chief into the duty chief program, reducing workload of our POC chiefs. • Increased WMFRD’s standing and role with HFIT, our county fire investigation team. • Added an additional certified fire investigator (CFI) to our staff. Having a full-time captain of logistics has made a significant impact to the WMFRD. Prior to this position, the Chief of logistics was responsible for all of the following along with absorbing the responsibilities of IT and communications, when Chief Wodtke left: • This position manages all the repairs, ordering, required inspections, and inventory records of our PPE. • The two captains share the data entry for payroll and fire reports which has built in a redundancy that allows for other staff to take time off and achieve a better work life balance. • There is now more than one contact for emergent fleet or equipment issues. • Repairs are generally completed faster and down time of equipment and apparatus has been reduced. • Projects at the stations are going smoother and have not required as much supervision from the chief of logistics. • Adding another responding person on apparatus during the day and in the duty chief program greatly benefits the POC battalion chiefs, and FT staff sharing the work load. For Historical Reference: 2023 Preliminary Budgets and Contributions West Metro Fire-Rescue District 2023: General Operating Budget - $2,457,590 Capital Fund Contribution - $250,000 Special Revenue Pension Fund Contribution - $180,000 Special Revenue Insurance Fund Contribution - $10,000 Special Revenue Compensated Absences Fund Contribution - $10,000 Tower Lease - $103,600 Engine Lease - $70,000 ____________________________________________________________________ Total $3,081,190 Offset $50,000 ______________________ $3,031,190 The cities’ preliminary 2023 total budget contribution is $3,031,190 which is $1,479,373 for Crystal and $1,551,817 for New Hope. This is an increase of $299,090 offset by $50,000 (assigned in the general operating budget for additional full-time staff) for an increase of $249,090 over the 2022 contributions or 9%. This is an increase of $115,496 or 8.5% for Crystal and an increase of $133,594 or 9.4% for New Hope. The general operating budget increase is $249,090 or 11.3%. The driving force of this increase is an additional full-time staff person, salaries, PERA, workers comp insurance, health insurance, medical exams, financial services and communications. There is a $20,000 decrease to the special revenue pension fund contribution. These contributions include a $103,600 lease payment for the tower. These contributions include a $70,000 lease payment for the new engines. 4 Line Item Explanatory Information for Reductions and Increases of the General Operating Budget Personnel $1,013,000 61500 - Regular Salaries $80,000 increase. This includes consideration of a 3% COLA, comp payout and OT for non-exempt employees. $580,000 62000 - Part - Time Salaries $55,000 increase. This includes all POC positions and consideration of a 3% COLA. $180,000 62200 - PERA $14,060 increase based on full-time salaries. These full-time employees do not earn relief association pension. $60,000 62800 - Social Security & Medicare $6,250 increase based on salaries. $10,000 65500 – Uniforms No change based on historical data. Insurance $5,500 63500 - Health Savings Account (HSA) No change. This line is part of the health insurance benefit provided by the District. $135,000 63800 - Health Insurance No change based on historical data. $5,100 63900 - Long Term Disability $100 increase based on historical data. $900 64000 - Life Insurance $400 increase based on historical data. $170,000 64500 - Workers Comp Insurance $10,000 increase based on historical data. Supplies $2,300 70500 - Office Supplies No change based on historical data. $2,200 72500 - Cleaning No change based on historical data. $9,000 74000 - Operating No change based on historical data. $3,000 75500 - Tools & Equipment No change based on historical data. $25,000 76000 - Motor Fuels No change based on historical data. $12,000 77000 - Turn-Out Gear No change based on historical data. $1,000 79000 - Fire Prevention No change based on historical data. Service $500 80200 - Consultant No change based on historical data.. $6,000 80600 - Legal Fees $1,000 increase based on historical data. 5 $40,000 80800 - Medical Exams No change based on recruiting in 2024. Communication and Delivery $100 81400 - Postage & Delivery No change based on historical data. $140,000 81800 - Communications $10,000 increase based on expected increases to expenditures For LOGIS and Hennepin County Radio. Utilities $21,000 83200 - Electric No change based on historical data. $7,000 83400 - Water/Sewer $1,500 increase based on historical data. $25,000 83600 - Gas $5,000 increase based on historical data. Contract Maintenance $15,000 84000 - Building Maintenance No change based on historical data. & Cleaning $10,000 84200 - Building Repairs No change based on historical data. $24,000 84400 - Equipment Repairs No change based on historical data. $31,000 84600 - Vehicle Repairs No change based on historical data. Rent $3,000 85400 - Office Equipment Rent No change based on historical data. Dues, Subscriptions, & Training $3,000 86200 - Dues & Subscriptions No change based on historical data. $1,000 86400 - Awards No change based on the use of special donation funds. $30,000 86800 - Training No change based on historical data and reimbursements from the state. $0 86900 - Licenses & Permits $5,000 decrease due to a reoccurring cost every three years for firefighter licenses. Miscellaneous $300 87400 – Printing No change based on historical data. 6 $70,000 87700 - Financial Services $5,000 increase based on historical data. $2,640,900 Total General Operating Expenditures BUDGET HISTORY 2005 – Aerial put into service w/ replacement between 2025 and 2030 1,500,000 2007 – SCBA put into service cost partially offset by FEMA Grant w/ replacement 2020 500,000 2008 – Turn Out Gear put into service beginning 2015 replace 10-15 sets per year 35,000 2012 – Placed 4 engines into service w/ replacement between 2025 and 2032 3,000,000 2012 – Removed Heavy Rescues from Major Apparatus Plan (1,400,000) 2012 - Squad 1 put into service 500,000 2013 - Capital Funding Plan w/ Forecast to 2025 Developed 240,000 2013 - Added 1 Light Rescue into Capital Plan w/ replacement between 2023 -2025 100,000 2014 – Added 2 Light Rescues into Capital Plan w/ replacement between 2023 -2025 200,000 2014 – Closed Major Apparatus Fund and moved fund balance to capital plan (100,000) 2014 – Created Special Revenue Pension Fund 250,000 2017 – Sale of 2004 Aerial (337,500) 2017 – Lease Tower 1,049,620 2019 - Board Approved Fund Policy Statements 2020 – Created Special Revenue Insurance Fund 40,000 2020 - Created Special Revenue Compensated Absences Fund 10,000 2020 – Purchase SCBA 450,000 2021 – Engine Lease 2,619,444 ANNUAL CAPITAL EXPENDITURES/COMMITMENTS The WMFRD has the following reoccurring annual capital expenditures or savings for future expenditures: SCBA $50,000 - Saving towards future expenditure Rescue Trucks (3) $30,000 - Saving towards future expenditure Radios $20,000 - Saving towards future expenditure Thermal Imagers $5,000 - Saving towards future expenditure Hydraulic Tools $10,000 - Saving towards future expenditure 7 Nozzles/Hose $20,000 - Saving towards future expenditure Public Education Props $5,000 - Saving towards future expenditure AED $2,500 Turn out Gear $50,000 LOGIS/Admin/IT $20,000 Overhead Door Maintenance $5,000 Utility/Staff Vehicle $55,000 Total $272,500 2024 CITIES’ CAPITAL CONTRIBUTION 250,000 COMMITTED CAPITAL FUNDS END OF 2023 Bathroom 72,000 Gas/Electric Tools 40,000 SCBA 50,000 Telephones 10,000 Radios 80,000 Public Education Props 5,000 Rescues 240,000 Major Apparatus Tires 5,000 Total Committed Funds 502,000 2023 – Cities’ Contributions 250,000 Beginning Fund 1,957,006 Committed -502,000 Assigned -436,490 Expenditures -872,350 Ending Fund Balance 146,166 2024 -2028 CAPITAL PLAN 2024 – Cities’ Contributions 250,000 Beginning Fund 1,588,756 Committed -692,000 Assigned -361,490 Expenditures -406,100 Ending Fund Balance 129,166 2025 – Cities’ Contributions 250,000 Beginning Fund 1,748,581 Committed -732,000 Assigned -286,490 Expenditures -653,425 Ending Fund Balance 76,666 2026 – Cities’ Contributions 250,000 Beginning Fund 1,701,081 Committed -672,000 Assigned -251,490 Expenditures -750,925 8 Ending Fund Balance 26,666 2027 – Cities’ Contributions 250,000 Beginning Fund 1,556,081 Committed -672,000 Assigned -216,490 Expenditures -653,425 Ending Fund Balance 14,166 2028 – Cities’ Contribution 250,000 Beginning Fund 1,543,581 Committed -717,000 Assigned -216,490 Expenditures -600,925 Ending Fund Balance 9,166 STAFF/UTILITY VEHICLES Funding for the replacement of the following staff, utility, grass and light rescue vehicles is included as part of the capital plan. STAFF VEHICLES YEAR MAKE/MODEL USE REPLACEMENT YEAR REPLACEMENT COST C-1 2019 Toyota Highlander Command 2031 $55,000 C-2 2019 Ford F-150 Command 2030 $55,000 C-3 2014 Ford Explorer Command 2024 $55,000 C-4 2013 Ford F-150 Inspection 2024 $55,000 C-5 2015 Chevy Tahoe Command 2027 $55,000 C-6 2017 Chevy Tahoe Command 2029 $55,000 C-7 2016 Chevy Tahoe Command 2028 $55,000 U-11 2020 Chevy Silverado Utility 2032 $55,000 U-31 2013 Ford F-350 Utility 2026 $55,000 U-21 2011 Ford F-350 Diesel Utility 2024 $55,000 U-32 GRASS 2009 Ford F-350 Diesel Grass 2025 $65,000 R-11 2013 Ford F-350 Light Rescue 2025 $120,000 R-21 2014 Ford F-350 Light Rescue 2026 $120,000 R-31 2014 Ford F-350 Light Rescue 2027 $120,000 MAJOR APPARATUS In 2014 it was reaffirmed by both cities that each city would fund their respective portions of the costs of replacement of major equipment rather than have the District save for these purchases. The following equipment is considered major apparatus: MAJOR APPARATUS YEAR MAKE/MODEL USE REPLACEMENT YEAR REPLACEMENT COST Engine 1 2023 Pierce Enforcer Pumper 2032 1,500,000 Engine 2 2023 Pierce Enforcer Pumper 2032 1,500,000 Engine 3 2023 Pierce Enforcer Pumper 2032 1,500,000 Engine 4 2023 Pierce Enforcer Pumper 2032 1,500,000 Squad 1 2012 E - ONE/Quest Heavy Rescue 2032 1,500,000 Tower 1 (Lease) 2017 Pierce/Arrow XT Platform 2026 2,000,000 West Metro Fire-Rescue District Preliminary 2024 General Operating Budget, 250,000 Capital, Special Pension, Insurance, and Compensated Absences Funds 2016 2016 2017 2017 2018 2018 2019 2019 2020 2020 2021 2021 2022 2022 2023 2023 2023 2023 2024 2024 Approved Actual Approved Actual Approved Actual Approved Actual Approved Actual Approved Actual Approved Actual Approved Actual Changes from 2022Additional Full-Time PositionPreliminary Changes from 2023 Revenue 50100 - City Contribution Operating 1,646,800 1,646,800 1,736,900 1,736,900 1,822,250 1,822,250 1,928,700 1,928,700 2,030,650 2,030,649.96 2,120,450 2,120,450 2,208,500 2,208,500 2,457,590 249,090 92,590 2,640,900 183,310 City Contribution Special Revenue Pension Fund 220,000 220,000 200,000 200,000 200,000 200,000 200,000 200,000 180,000 180,000.00 180,000 180,000 200,000 200,000 180,000 -20,000 200,000 20,000 City Contribution Capital 175,000 175,000 150,000 150,000 170,000 170,000 190,000 190,000 210,000 210,000.00 230,000 230,000 250,000 250,000 250,000 250,000 Other Capital 16,773.24 City Contribution Special Revenue Insurance Fund 40,000 40,000.00 30,000 30,000 10,000 10,000 10,000 10,000 Other Special Revenue Insurance 4,033.00 City Contribution Special Revenue Compensated Absences Fund 10,000 10,000.00 10,000 10,000 10,000 10,000 10,000 10,000 Tower Lease 103,600 103,600 103,600 103,600 103,600 103,600 103,600 103,600.00 103,600 103,600 103,600 103,600 103,600 103,600 Engine Lease 70,000 70,000 150,000 80,000 Special Revenue Fund 30,000.00 50110 - County Grants - General 18,150 39,567 19,964 100,356 11,845.08 598,207.35 24,430.40 50115 Refunds and Reinbursements 7,201 4,523 3,388 119,737.24 12,444.40 17,499.99 59999 - Gain/loss on sale of equipment 54002 - Proceeds - Sale of Capital Assets 5,060 348,428 50800 - Fire Department Contributions 31,817 Investment Income 4,571 2,257 3,109 6,482 1,261.82 22.53 942.40 51000 - Misc Income 4,695 119 4,539 100 105.94 965.50 445.69 Total Revenue 2,041,800 2,106,093 2,190,500 2,588,071 2,295,850 2,327,985 2,422,300 2,532,626 2,574,250 2,758,006.28 2,674,050 3,285,689.78 2,782,100 2,825,418 3,081,190 299,090 92,590 3,364,500 283,310 Assigned for Additional Full-Time Staff 100,000 -50,000 -50,000 -50,000 Expenditures 3,031,190 249,090 42,590 3,364,500 333,310 Personnel 61500 - Regular Salaries 612,000 648,970 654,000 674,783 689,000 697,008 721,000 732,264 749,000 758,693.64 785,000 800,269.71 822,000 850,730.26 933,000 111,000 52,337 1,013,000 80,000 61501 - Severance 62000 - Part - Time Salaries 340,000 329,171 361,800 405,326 380,000 395,382 405,000 463,726 440,000 629,686.46 460,000 526,514.24 490,000 518,076.62 525,000 35,000 580,000 55,000 62001 - Part Time Inspectors 0 0 0 0 0 0 0 0 0.00 0 0 62200 - PERA 100,000 100,753 106,000 108,588 118,650 112,916 122,200 124,405 132,600 135,045.06 141,300 142,411.39 145,500 151,355.46 165,940 20,440 9,568 180,000 14,060 62800 - Social Security & Medicare 35,000 34,467 36,000 40,391 40,000 39,965 41,500 45,782 44,500 58,882.29 46,600 51,548.87 49,500 52,209.58 53,750 4,250 800 60,000 6,250 63000 - Fire Pension 0 0 0 0 0 0 0 0 0.00 0 0 63200 - Flex Spending 65500 - Uniforms 7,000 7,602 7,000 6,491 7,000 7,081 9,000 10,443 9,000 5,703.48 9,000 10,733.79 9,000 9,679.75 10,000 1,000 1,000 10,000 Insurance 63500 - Health Savings Account - HSA 5,000 5,000 5,000 5,000 5,000 4,500 5,000 4,500.00 5,000 4,500.00 5,000 6,500.00 5,500 500 1,000 5,500 63600 - Dental Insurance 63800 - Health Insurance 86,000 77,283 81,000 60,603 64,000 63,644 77,000 73,947 88,550 76,217.51 88,550 89,266.00 99,000 99,507.18 135,000 36,000 26,735 135,000 63900 - Long Term Disability 4,000 0 4,000 4,000 0 4,000 0 4,000 4,265.30 4,000 4,315.74 4,000 4,165.51 5,000 1,000 1,000 5,100 100 64000 - Life Insurance 600 210 600 210 600 210 400 210 400 210.00 400 210.00 400 924.63 500 100 150 900 400 64500 - Workers Comp Insurance 58,000 74,087 58,000 79,582 78,000 85,396 90,000 90,708 100,000 93,580.00 110,000 134,175.00 134,000 164,828.00 160,000 26,000 170,000 10,000 65000 - Unemployment Insurance Supplies 70500 - Office Supplies 2,500 3,162 2,500 2,006 2,500 1,495 2,500 1,861 2,500 2,378.51 2,300 2,320.65 2,300 1,717.08 2,300 2,300 72500 - Cleaning 3,000 2,181 3,000 2,305 2,400 1,995 2,400 1,706 2,400 2,627.28 2,200 1,846.78 2,200 2,065.60 2,200 2,200 74000 - Operating 9,000 14,263 9,000 9,702 9,000 7,466 10,000 8,203 10,000 8,721.86 10,000 9,132.00 9,000 8,520.09 9,000 9,000 75500 - Tools & Equipment 3,500 3,869 3,500 4,001 3,500 3,623 3,500 6,178 3,500 1,109.62 4,600 3,768.28 4,600 3,157.76 3,000 -1,600 3,000 76000 - Motor Fuels 20,000 16,324 18,000 17,630 18,000 23,157 19,000 23,990 23,000 16,818.20 25,000 20,936.37 25,000 29,313.73 25,000 25,000 77000 - Turn Out Gear 12,000 3,213 12,000 8,379 12,000 15,390 12,000 11,483 12,000 12,683.42 12,000 15,510.32 12,000 14,095.17 12,000 12,000 77500 - Tires 78000 - COVID-19 40,136.62 1,916.49 79000 - Fire Prevention Supplies 6,000 6,372 6,000 8,190 6,000 5,746 6,000 8,283 6,000 1,960.30 6,000 7,423.53 6,000 5,378.83 1,000 -5,000 1,000 Service 80200 - Consultant 2,000 2,154 2,000 2,000 2,000 1,000 2,000 2,200 2,000 0.00 2,000 1,312.20 2,000 415.00 500 -1,500 500 80400 - Other Contract 500 480 500 50,000 500 0 0 0 0 0.00 0 0 80600 - Legal Fees 7,000 12,136 7,000 40,936 9,000 4,386 9,000 5,091 9,000 4,219.00 7,000 4,548.50 6,000 7,308.13 5,000 -1,000 6,000 1,000 80800 - Medical Exams 8,000 26,784 20,000 1,355 20,000 24,192 20,000 7,150 30,000 0.00 30,000 23,789.25 25,000 26,257.45 40,000 15,000 40,000 Communication and Delivery 81200 - Telephone 0 0 0 0 0 0 0 0 0 0.00 0 0 81400 - Postage & Delivery 500 0 500 236 500 63 400 27 400 10.32 200 122.35 200 378.33 100 -100 100 81600 - Radio Units (leasing, maint. fees, repairs and parts)0 0 0 0 0 0 0 0 0 0.00 0 0 81800 - Communications 85,000 109,990 90,000 84,958 101,800 100,769 110,000 109,023 110,000 106,128.21 115,000 125,510.53 120,000 136,919.55 130,000 10,000 140,000 10,000 Utilities 83200 - Electric 24,000 27,162 24,000 24,286 24,000 22,548 26,000 21,841 26,000 22,421.11 25,000 22,665.50 21,000 24,294.35 21,000 21,000 83400 - Water/Sewer 6,000 6,265 6,000 5,539 6,000 5,683 6,000 5,583 6,000 5,546.89 6,000 7,621.20 5,500 8,003.27 5,500 7,000 1,500 83600 - Gas 20,000 15,044 20,000 14,116 17,000 20,424 18,000 19,623 20,000 15,623.83 22,000 20,319.06 20,000 29,524.48 20,000 25,000 5,000 83800 - Refuse 1,200 672 1,200 1,395 1,000 810 0 0 0 0.00 0 0 Contract Maintenance 84000 - Building Maintenance & Cleaning 13,000 10,645 13,000 13,317 13,000 11,911 14,000 12,861 14,000 12,901.40 15,000 12,903.00 15,000 13,787.19 15,000 15,000 84200 - Building Repairs 10,000 5,030 10,000 7,934 10,000 9,603 10,000 9,343 10,000 7,800.85 10,000 7,685.12 10,000 4,194.72 10,000 10,000 84400 - Equipment Repairs 16,000 17,749 16,000 15,184 16,000 19,754 16,000 49,949 16,000 22,385.34 20,000 22,423.88 24,000 21,336.41 24,000 24,000 84600 - Vehicle Repairs 35,000 25,172 35,000 31,856 33,000 30,569 35,000 31,084 35,000 45,718.44 36,000 51,065.99 41,000 37,590.62 31,000 -10,000 31,000 84700 - Grounds Maintenance 84800 - Information Technology 0 0 0 0 0 0 0 0 0.00 0 0 Rent 85400 - Office Equipment Rent 7,000 5,655 6,500 5,271 6,000 4,942 6,000 2,481 6,000 2,786.10 4,000 3,849.15 3,000 2,585.93 3,000 3,000 85600 - Service Contracts Dues, Subscriptions, & Training 86200 - Dues & Subscriptions 2,500 3,385 2,500 2,114 2,500 2,485 2,500 2,800 2,500 2,966.61 3,000 1,261.11 3,000 1,574.54 3,000 3,000 86400 - Awards 3,000 3,275 3,000 2,954 3,000 2,961 3,000 2,792 3,000 1,675.33 3,000 1,285.99 3,000 2,833.31 1,000 -2,000 1,000 86600 - Books 0 568 0 0 0 0 0 0 0.00 0 0 86800 - Training 30,000 27,693 30,000 56,392 30,000 31,631 30,000 42,332 30,000 10,864.61 30,000 28,616.76 30,000 39,257.04 30,000 30,000 86900 - Licenses & Permits 5,000 4,000 0 0 0 5,000 3,375.00 0 0 5,000 5,000 0 -5,000 Miscellaneous 87200 - Advertising - Employee 0 0 0 0 0 0 87400 - Printing 500 105 300 360 300 150 300 153 300 0.00 300 188.45 300 407.84 300 300 87500 - General Insurance 37,000 38,068 37,000 21,506 40,000 27,651 40,000 12,898 0 0.00 0 0 87700 - Financial Services 40,000 54,421 40,000 47,134 47,000 53,049 50,000 53,838 53,000 60,884.40 60,000 63,703.56 60,000 66,390.62 65,000 5,000 70,000 5,000 87800 - EMAC Deployment 4,309.13 87999 - Reserve 20,000 0.00 20,000 0.00 0 Total General Operating Expenditures 1,646,800 1,714,380 1,736,900 1,866,030 1,822,250 1,840,055 1,928,700 1,998,755 2,030,650 2,178,526.99 2,120,450 2,228,063.40 2,208,500 2,347,200.52 2,457,590 249,090 92,590 2,640,900 Assigned for Additional Full-Time Staff 100,000 100,000 100,000 -50,000 Special Revenue Pension Expenditures 220,000 155,062 200,000 199,027 200,000 147,522 200,000 180,000 191,192.60 180,000 141,945 200,000 170,333 Total General and Pension Expenditures 1,866,800 1,869,442 1,936,900 2,065,056 2,022,250 1,987,577 2,128,700 2,210,650 Capital Fund Expenditures 241,000 133,327 217,745 291,001 265,030 244,589 370,100 696,100 731,361.89 571,320 443,310.79 Total General, Pension, Capital 2,107,800 2,002,769 2,154,645 2,356,057 2,287,280 2,232,166 2,498,800 2,906,750 Special Revenue Fund Expenditures 34,877 38,269 47,856 Total Expenditures 2,037,059 2,394,326 ((a/A) + (p/P) + (v/V) / 3) x 100 = Percentage of total budget due from specified municipality Crystal New Hope District a = municipality's avg. calls over 5 years 858 1,064 1,922 p = municipality's population (2020 census)23,330 21,986 45,316 v = municipality's taxable market value in millions 2,708 2,748 A = district's avg. calls over 5 years no mutual aid 1,922 P = district's population (2020 census)45,316 V = district's taxable market value in millions 5,456 Percentage a/A 44.6364%55.3636% Percentage p/P 51.4829%48.5171% Percentage v/V 49.6334%50.3666% 48.5842%51.4158%100.00% 100.0000% Required contributions from cities $1,634,616.59 $1,729,883.41 $3,364,500.00 Monthly contribution $136,218.05 $144,156.95 (1) Average calls based on calls for the years 2018 through 2022 without mutual aid. (2) 2023 Taxable market values from Hennepin County report dated 12/27/2022 Contributions from Cities Set to Equal: 2024 General Fund Operating Budget $2,640,900 2024 Capital Plan Budget $250,000 2024 Pension Special Revenue Fund $200,000 2024 Insurance Special Revenue Fund $10,000 2024 Compensated Absences Special Revenue Fund $10,000 2024 Aerial Lease $103,600 2024 Engine Lease $150,000 2024 Total Amount to be Contributed from Cities $3,364,500 WEST METRO-FIRE RESCUE DISTRICT Cost Sharing Formula Calculation in 2023 for use in the 2024 Budget 4/5/2023 18:24 2023 Capital Plan 2023 Committed Capital Funds Year of 2022 Committed Funds 688,000 Expenditure 2022 Potential Uncommitted Fund Balance 133,666 BUILDING 88002 2022 Potential GOB Fund Balance Transfer 0 Bathroom Project (2014)38,000 2022 Assigned Funds Engine Lease 300,990 Bathroom Project (2015)29,000 Bathroom Project (2015)5,000 Revenue 2023 Sale of Engines Revenue 410,750 2023 Contribution 250,000 Total 72,000 2023 Tower Lease Contribution 103,600 2023 Engine Lease Contribution 70,000 POWER EQUIPMENT TOOLS 88005 Gas/Electric Tools (2020)10,000 Total 1,957,006 Gas/Electric Tools (2021)10,000 Expenditure Gas/Electric Tools (2022)10,000 2023 Expenditures 122,500 Gas/Electric Tools (2023)10,000 2023 Committed Expenditures 301,000 2023 Tower Lease 103,600 Total 40,000 2023 Engine Trade-in Reimbursement and Commision 195,250 2023 Engine Lease WMFRD 80,000 RESPIRATORY PROTECTION EQUIPMENT 88003 2023 Engine Lease Cities 70,000 SCBA (2023)50,000 Total 872,350 Total 50,000 ADMIN/TECH 88001 COMMUNICATION EQUIPMENT 88006 Computers/LOGIS 20,000 Telephone (2017)10,000 Radios (2019)20,000 Total 20,000 Radios (2020)20,000 Radios (2021)20,000 BUILDING 88002 Radios (2023)20,000 Overhead Door Maintenance 5,000 Total 90,000 Total 5,000 PREVENTION 88011 RESPIRATORY PROTECTION EQUIPMENT 88003 Public Education Props (2023)5,000 SCBA 50,000 Total 5,000 Total 50,000 2024-2027 VEHICLES - Staff/Utility/Rescue 88013 PERSONAL PROTECTIVE EQUIPMENT 88004 Rescues(3) 2015 30,000 Turnout Gear 40,000 Rescues(3) 2016 30,000 Rescues(3) 2018 30,000 Total 40,000 Rescues(3) 2019 30,000 Rescues(3) 2020 30,000 POWER EQUIPMENT TOOLS 88005 Rescues(3) 2021 30,000 Hydraulic Tools 2022 95,000 Rescues(3) 2022 30,000 Gas/Electric Tools 10,000 Rescues(3) 2023 30,000 Major Apparatus Tires (2022)5,000 Total 10,000 Total 245,000 COMMUNICATION EQUIPMENT 88006 Radios 20,000 Total Committed Funds 502,000 Total 20,000 Assigned Funds Engine Lease 436,490 TECHNICAL RESCUE EQUIPMENT 88007 Beginning Fund 1,957,006 Total 0 Committed 502,000 Assigned 436,490 MEDICAL EQUIPMENT 88008 Expenditures 872,350 AED 2,500 Ending Fund Balance 146,166 Total 2,500 Expenditures FIRE SUPPRESSION EQUIPMENT 88009 Expenditures from Committed Capital Funds Hose 45,000 Committed/Saved Capital Funds Nozzles 45,000 Engine Lease Total 90,000 HAZARDOUS MATERIALS EQUIPMENT 88010 Total 0 PREVENTION 88011 Public Education Props 5,000 Total 5,000 TRAINING 88012 Training Mannequins (2021)6,000 Total 6,000 VEHICLE 88013 Staff Vehicle 55,000 Staff Vehicle 55,000 Staff Vehicle 55,000 Rescues (3) 30,000 Total 195,000 2024 Capital Plan 2024 Committed Capital Funds Year of 2023 Committed Funds 502,000 Expenditure 2023 Potential Uncommitted Fund Balance 146,666 BUILDING 88002 2023 Potential GOB Fund Balance Transfer 0 Bathroom Project (2014)38,000 2023 Assigned Funds Engine Lease 436,490 Bathroom Project (2015)29,000 Bathroom Project (2015)5,000 Revenue 2024 Contribution 250,000 2024 Tower Lease Contribution 103,600 Total 72,000 2024 Engine Lease Contribution 150,000 POWER EQUIPMENT TOOLS 88005 Total 1,588,756 Gas/Electric Tools (2020)10,000 Gas/Electric Tools (2021)10,000 Expenditure 2024 Expenditures 77,500 Gas/Electric Tools (2022)10,000 2024 Committed Expenditures 0 Gas/Electric Tools (2023)10,000 2024 Tower Lease 103,600 Thermal Cameras (2024)5,000 2024 Engine Lease WMFRD 75,000 Hydraulic Tools (2024)10,000 2024 Engine Lease Cities 150,000 Total 55,000 Total 406,100 RESPIRATORY PROTECTION EQUIPMENT 88003 ADMIN/TECH 88001 SCBA (2023)50,000 Computers/LOGIS 20,000 SCBA (2024)50,000 Total 20,000 Total 100,000 BUILDING 88002 COMMUNICATION EQUIPMENT 88006 Overhead Door Maintenance 5,000 Telephone (2017)10,000 Radios (2019)20,000 Total 5,000 Radios (2020)20,000 Radios (2021)20,000 RESPIRATORY PROTECTION EQUIPMENT 88003 Radios (2023)20,000 SCBA 50,000 Radios (2024)20,000 Total 50,000 Total 110,000 PERSONAL PROTECTIVE EQUIPMENT 88004 FIRE SUPPRESSION EQUIPMENT 88009 Turnout Gear 50,000 Hose (2024)10,000 Nozzles (2024)10,000 Total 50,000 Total 20,000 POWER EQUIPMENT TOOLS 88005 Hydraulic Tools 10,000 PREVENTION 88011 Thermal Cameras 5,000 Public Education Props (2023)5,000 Public Education Props (2024)5,000 Total 15,000 Total 10,000 COMMUNICATION EQUIPMENT 88006 Radios 20,000 TRAINING 88012 Training Room Furniture (2024)50,000 Total 20,000 Total 50,000 TECHNICAL RESCUE EQUIPMENT 88007 Total 0 2024-2027 VEHICLES - Staff/Utility/Rescue 88013 Rescues(3) 2015 30,000 MEDICAL EQUIPMENT 88008 Rescues(3) 2016 30,000 AED 2,500 Rescues(3) 2018 30,000 Rescues(3) 2019 30,000 Total 2,500 Rescues(3) 2020 30,000 Rescues(3) 2021 30,000 FIRE SUPPRESSION EQUIPMENT 88009 Rescues(3) 2022 30,000 Hose 10,000 Rescues(3) 2023 30,000 Nozzles 10,000 Rescues(3) 2024 30,000 Major Apparatus Tires (2022)5,000 Total 20,000 Total 275,000 HAZARDOUS MATERIALS EQUIPMENT 88010 Total 0 Total Committed Funds 692,000 PREVENTION 88011 Assigned Funds Engine Lease 361,490 Public Education Props 5,000 Total 5,000 Beginning Fund 1,588,756 Committed 692,000 TRAINING 88012 Assigned 361,490 Training Room Furniture 50,000 Expenditures 406,100 Ending Fund Balance 129,166 Total 50,000 VEHICLE 88013 Expenditures Rescues (3) 30,000 Expenditures from Committed Capital Funds Committed/Saved Capital Funds Total 30,000 Engine Lease 2025 Capital Plan 2025 Committed Capital Funds Year of 2024 Committed Funds 692,000 Expenditure 2024 Potential Uncommitted Fund Balance 129,166 BUILDING 88002 2024 Potential GOB Fund Balance Transfer 0 Bathroom Project (2014)38,000 2024 Assigned Funds Engine Lease 361,490 Bathroom Project (2015)29,000 Bathroom Project (2015)5,000 Revenue 2025 Contribution 250,000 2028 Station 3 Apparatus Floor (2025)20,000 2025 Tower Lease Contribution 103,600 2025 Engine Lease Contribution 212,325 Total 92,000 Total 1,748,581 RESPIRATORY PROTECTION EQUIPMENT 88003 Expenditure 2033 SCBA (2023)50,000 2025 Expenditures 142,500 SCBA (2024)50,000 2025 Committed Expenditures 120,000 2025 Tower Lease 103,600 Total 100,000 2025 Engine Lease WMFRD 75,000 2025 Engine Lease Cities 212,325 POWER EQUIPMENT TOOLS 88005 Gas/Electric Tools (2020)10,000 Total 653,425 Gas/Electric Tools (2021)10,000 Gas/Electric Tools (2022)10,000 ADMIN/TECH 88001 Gas/Electric Tools (2023)10,000 Computers/LOGIS 20,000 2033 Thermal Camera (2024)5,000 Thermal Camera (2025)5,000 Total 20,000 2034 Hydraulic Tools (2024)10,000 Hydraulic Tools (2025)10,000 BUILDING 88002 Overhead Door Maintenance 5,000 Total 70,000 Station 3 Apparatus Floor 20,000 COMMUNICATION EQUIPMENT 88006 Total 25,000 Telephone (2017)10,000 Radios (2019)20,000 RESPIRATORY PROTECTION EQUIPMENT 88003 Radios (2020)20,000 Radios (2021)20,000 Total 0 Radios (2023)20,000 Radios (2024)20,000 PERSONAL PROTECTIVE EQUIPMENT 88004 Radios (2025)20,000 Turnout Gear 50,000 Total 130,000 Total 50,000 FIRE SUPPRESSION EQUIPMENT 88009 POWER EQUIPMENT TOOLS 88005 Hose (2024)10,000 Thermal Camera 5,000 Hose (2025)10,000 Hydraulic Tools 10,000 Nozzles (2024)10,000 Nozzle (2025)10,000 Total 15,000 Total 40,000 COMMUNICATION EQUIPMENT 88006 Radios 20,000 PREVENTION 88011 Public Education Props (2023)5,000 Total 20,000 Public Education Props (2024)5,000 Public Education Props (2025)5,000 TECHNICAL RESCUE EQUIPMENT 88007 Total 0 Total 15,000 MEDICAL EQUIPMENT 88008 TRAINING 88012 AED 2,500 2026 Training Room Furniture (2024)50,000 Training Room Furniture (2025)50,000 Total 2,500 Total 100,000 FIRE SUPPRESSION EQUIPMENT 88009 Hose 10,000 VEHICLES - Staff/Utility/Rescue 88013 Nozles 10,000 Rescues(2) 2020 30,000 Rescues(2) 2021 30,000 Total 20,000 Rescues(2) 2022 30,000 Rescues(2) 2023 30,000 HAZARDOUS MATERIALS EQUIPMENT 88010 Rescues(2) (2024)30,000 Total 0 Rescues (2) (2025)30,000 Major Apparatus Tires (2022)5,000 PREVENTION 88011 Public Education Props 5,000 Total 185,000 Total 5,000 Total Committed Funds 732,000 TRAINING 88012 Assigned Funds Engine Lease 286,490 Training Room Furniture 50,000 Total 50,000 Beginning Fund 1,748,581 Committed 732,000 VEHICLE 88013 Assigned 286,490 Staff Vehicle 65,000 Expenditures 653,425 Rescues (3) 30,000 Ending Fund Balance 76,666 Rescue 120,000 Total 215,000 Expenditures Expenditures from Committed Capital Funds Committed/Saved Capital Funds Engine Lease 2026 Capital Plan 2026 Committed Capital Funds Year of 2025 Committed Funds 732,000 Expenditure 2025 Potential Uncommitted Fund Balance 76,666 BUILDING 88002 2025 Potential GOB Fund Balance Transfer 0 Bathroom Project (2014)38,000 2025 Assigned Funds Engine Lease 286,490 Bathroom Project (2015)29,000 Bathroom Project (2015)5,000 Revenue 2026 Contribution 250,000 2028 Station 3 Apparatus Floor (2025)20,000 2026 Tower Lease Contribution 103,600 Station 3 Apparatus Floor (2026)20,000 2026 Engine Lease Contribution 252,325 Total 112,000 RESPIRATORY PROTECTION EQUIPMENT 88003 Total 1,701,081 2033 SCBA (2023)50,000 Expenditure SCBA (2024)50,000 2026 Expenditures 140,000 SCBA (2026)50,000 2026 Committed Expenditures 220,000 2026 Tower Lease 103,600 Total 150,000 2026 Engine Lease WMFRD 35,000 2026 Engine Lease Cities 252,325 POWER EQUIPMENT TOOLS 88005 Gas/Electric Tools (2020)10,000 Total 750,925 Gas/Electric Tools (2021)10,000 Gas/Electric Tools (2022)10,000 ADMIN/TECH 88001 Gas/Electric Tools (2023)10,000 Computers/LOGIS 20,000 2033 Thermal Cameras (2024)5,000 Thermal Cameras (2025)5,000 Total 20,000 Thermal Cameras(2026)5,000 2034 Hydraulic Tools (2024)10,000 BUILDING 88002 Hydraulic Tools (2025)10,000 Overhead Door Maintenance 5,000 Hydraulic Tools (2026)10,000 Station 3 Apparatus Floor 20,000 Total 85,000 Total 25,000 COMMUNICATION EQUIPMENT 88006 RESPIRATORY PROTECTION EQUIPMENT 88003 Telephone (2017)10,000 SCBA 50,000 Radios (2019)20,000 Radios (2020)20,000 Total 50,000 Radios (2021)20,000 Radios (2023)20,000 PERSONAL PROTECTIVE EQUIPMENT 88004 Radios (2024)20,000 Turnout Gear 50,000 Radios (2025)20,000 Radios (2026)20,000 Total 50,000 Total 150,000 POWER EQUIPMENT TOOLS 88005 Thermal Camera 5,000 FIRE SUPPRESSION EQUIPMENT 88009 Hydraulic Tools 10,000 Hose (2024)10,000 Hose (2025)10,000 Total 15,000 Hose (2026)10,000 Nozzles (2024)10,000 COMMUNICATION EQUIPMENT 88006 Nozzle (2025)10,000 Radios 20,000 Nozzles (2026)10,000 Total 20,000 Total 60,000 TECHNICAL RESCUE EQUIPMENT 88007 PREVENTION 88011 Total 0 Public Education Props (2023)5,000 Public Education Props (2024)5,000 MEDICAL EQUIPMENT 88008 Public Education Props (2025)5,000 Total 0 Public Education Props (2026)5,000 FIRE SUPPRESSION EQUIPMENT 88009 Total 20,000 Hose 10,000 Nozzles 10,000 VEHICLES - Staff/Utility/Rescue 88013 Rescues (2024)30,000 Total 20,000 2027 Rescues (2025)30,000 Rescues (2026)30,000 HAZARDOUS MATERIALS EQUIPMENT 88010 Major Apparatus Tires (2022)5,000 Total 0 Total 95,000 PREVENTION 88011 Public Education Props 5,000 Total Committed Funds 672,000 Total 5,000 Assigned Funds Engine Lease 251,490 TRAINING 88012 Training Room Furniture 100,000 Beginning Fund 1,701,081 Committed 672,000 Total 100,000 Assigned 251,490 Expenditures 750,925 VEHICLE 88013 Ending Fund Balance 26,666 Staff Vehicle 65,000 Rescues (3) 30,000 Rescue 120,000 Expenditures Expenditures from Committed Capital Funds Total 215,000 Committed/Saved Capital Funds Engine Lease 2027 Capital Plan 2027 Committed Capital Funds Year of 2026 Committed Funds 672,000 Expenditure 2026 Potential Uncommitted Fund Balance 26,666 BUILDING 88002 2026 Potential GOB Fund Balance Transfer 0 Bathroom Project (2014)38,000 2026 Assigned Funds Engine Lease 251,490 Bathroom Project (2015)29,000 Bathroom Project (2015)5,000 Revenue 2027 Contribution 250,000 2028 Station 3 Apparatus Floor (2025)20,000 2027 Tower Lease Contribution 103,600 Station 3 Apparatus Floor (2026)20,000 2027 Engine Lease Contribution 252,325 Station 3 Apparatus Floor (2027)20,000 Total 1,556,081 Total 132,000 Expenditure 2027 Expenditures 172,500 RESPIRATORY PROTECTION EQUIPMENT 88003 2027 Committed Expenditures 90,000 2033 SCBA (2023)50,000 2027 Tower Lease 103,600 SCBA (2024)50,000 2027 Engine Lease WMFRD 35,000 SCBA (2026)50,000 2027 Engine Lease Cities 252,325 SCBA (2027)30,000 Total 653,425 Total 180,000 ADMIN/TECH 88001 POWER EQUIPMENT TOOLS 88005 Computers/LOGIS 20,000 Gas/Electric Tools (2020)10,000 Gas/Electric Tools (2021)10,000 Total 20,000 Gas/Electric Tools (2022)10,000 Gas/Electric Tools (2023)10,000 BUILDING 88002 2033 Thermal Cameras (2024)5,000 Overhead Door Maintenance 5,000 Thermal Cameras (2025)5,000 Station 3 Apparatus Floor 20,000 Thermal Cameras (2026)5,000 Thermal Cameras (2027)5,000 Total 25,000 2034 Hydraulic Tools (2024)10,000 Hydraulic Tools (2025)10,000 RESPIRATORY PROTECTION EQUIPMENT 88003 Hydraulic Tools (2026)10,000 SCBA 30,000 Hydraulic Tools (2027)10,000 Total 30,000 Total 100,000 PERSONAL PROTECTIVE EQUIPMENT 88004 COMMUNICATION EQUIPMENT 88006 Turnout Gear 50,000 Telephone (2017)10,000 Radios (2019)20,000 Total 50,000 Radios (2020)20,000 Radios (2021)20,000 POWER EQUIPMENT TOOLS 88005 Radios (2023)20,000 Thermal Camera 5,000 Radios (2024)20,000 Hydraulic Tools 10,000 Radios (2025)20,000 Radios (2026)20,000 Total 15,000 Total 150,000 COMMUNICATION EQUIPMENT 88006 Total 0 FIRE SUPPRESSION EQUIPMENT 88009 Hose (2024)10,000 TECHNICAL RESCUE EQUIPMENT 88007 Hose (2025)10,000 Total 0 Hose (2026)10,000 Hose (2027)10,000 MEDICAL EQUIPMENT 88008 Nozzles (2024)10,000 AED 2,500 Nozzles (2025)10,000 Nozzles (2026)10,000 Total 2,500 Nozzles (2027)10,000 FIRE SUPPRESSION EQUIPMENT 88009 Total 80,000 Hose 10,000 Nozzles 10,000 PREVENTION 88011 Public Education Props (2023)5,000 Total 20,000 Public Education Props (2024)5,000 Public Education Props (2025)5,000 HAZARDOUS MATERIALS EQUIPMENT 88010 Public Education Props (2026)5,000 Total 0 Public Education Props (2027)5,000 PREVENTION 88011 Total 25,000 Public Education Props 5,000 VEHICLES - Staff/Utility/Rescue 88013 Total 5,000 Major Apparatus Tires (2022)5,000 TRAINING 88012 Total 5,000 Total 0 Total Committed Funds 672,000 VEHICLE 88013 Staff Vehicle 65,000 Assigned Funds Engine Lease 216,490 Rescues (3) 90,000 Rescues (3) 30,000 Beginning Fund 1,556,081 Total 185,000 Committed 672,000 Assigned 216,490 Expenditures 653,425 Ending Fund Balance 14,166 Expenditures Expenditures from Committed Capital Funds Committed/Saved Capital Funds Engine Lease 2028 Capital Plan 2028 Committed Capital Funds Year of 2027 Committed Funds 672,000 Expenditure 2027 Potential Uncommitted Fund Balance 14,166 BUILDING 88002 2027 Potential GOB Fund Balance Transfer 0 Bathroom Project (2014)38,000 2027 Assigned Funds Engine Lease 216,490 Bathroom Project (2015)29,000 Bathroom Project (2015)5,000 Revenue 2028 Contribution 250,000 Total 72,000 2028 Tower Lease Contribution 103,600 2028 Engine Lease Contribution 287,325 RESPIRATORY PROTECTION EQUIPMENT 88003 SCBA (2023)50,000 Total 1,543,581 SCBA (2024)50,000 Expenditure SCBA (2026)50,000 2028 Expenditures 150,000 SCBA (2027)30,000 2028 Committed Expenditures 60,000 SCBA (2028)30,000 2028 Tower Lease 103,600 2028 Engine Lease WMFRD 0 Total 210,000 2028 Engine Lease Cities 287,325 POWER EQUIPMENT TOOLS 88005 Total 600,925 Gas/Electric Tools (2020)10,000 Gas/Electric Tools (2021)10,000 ADMIN/TECH 88001 Gas/Electric Tools (2022)10,000 Computers/LOGIS 20,000 Gas/Electric Tools (2023)10,000 2033 Thermal Cameras (2024)5,000 Total 20,000 Thermal Cameras (2025)5,000 Thermal Cameras (2026)5,000 BUILDING 88002 Thermal Cameras (2027)5,000 Overhead Door Maintenance 5,000 Thermal Cameras (2028)5,000 Station 3 Apparatus Floor 60,000 2034 Hydraulic Tools (2024)10,000 Hydraulic Tools (2025)10,000 Total 65,000 Hydraulic Tools (2026)10,000 Hydraulic Tools (2027)10,000 RESPIRATORY PROTECTION EQUIPMENT 88003 Hydraulic Tools (2028)10,000 SCBA 30,000 Total 115,000 Total 30,000 COMMUNICATION EQUIPMENT 88006 PERSONAL PROTECTIVE EQUIPMENT 88004 Telephone (2017)10,000 Turnout Gear 60,000 Radios (2019)20,000 Radios (2020)20,000 Total 60,000 Radios (2021)20,000 Radios (2023)20,000 POWER EQUIPMENT TOOLS 88005 Radios (2024)20,000 Thermal Cameras 5,000 Radios (2025)20,000 Hydraulic Tools 10,000 Radios (2026)20,000 Total 15,000 Total 150,000 COMMUNICATION EQUIPMENT 88006 FIRE SUPPRESSION EQUIPMENT 88009 Total 0 Hose (2024)10,000 Hose (2025)10,000 TECHNICAL RESCUE EQUIPMENT 88007 Hose (2026)10,000 Total 0 Hose (2027)10,000 Hose (2028)10,000 MEDICAL EQUIPMENT 88008 Nozzles (2024)10,000 Total 0 Nozzles (2025)10,000 Nozzles (2026)10,000 FIRE SUPPRESSION EQUIPMENT 88009 Nozzles (2027)10,000 Hose 10,000 Nozzles (2028)10,000 Nozzles 10,000 Total 100,000 Total 20,000 PREVENTION 88011 HAZARDOUS MATERIALS EQUIPMENT 88010 Public Education Props (2023)5,000 Total 0 Public Education Props (2024)5,000 Public Education Props (2025)5,000 PREVENTION 88011 Public Education Props (2026)5,000 Total 0 Public Education Props (2027)5,000 TRAINING 88012 Total 25,000 Total 0 VEHICLES - Staff/Utility/Rescue 88013 VEHICLE 88013 Major Apparatus Tires (2022)5,000 Staff Vehicle 65,000 Rescues (3) 40,000 Rescues (3) 40,000 Total 45,000 Total 105,000 Total Committed Funds 717,000 Assigned Funds Engine Lease 216,490 Beginning Fund 1,543,581 Committed 717,000 Assigned 216,490 Expenditures 600,925 Ending Fund Balance 9,166 Expenditures Expenditures from Committed Capital Funds Committed/Saved Capital Funds Engine Lease Page 1 of 1 4141 Douglas Drive North • Crystal, Minnesota 55422-1696 Tel: (763) 531-1000 • Fax: (763) 531-1188 • www.crystalmn.gov CITY MANAGER MONTHLY CHECK IN - MAY 2023 Objective 1 - Strategic planning for continued implementation of Council priorities: •Thriving Business Community o Community Development staff continuing to work with developers regarding redevelopment opportunities o EDA approved business grants and presented annual work plan o Continuing to work through and advocate for city and community's interest with Blue Line Extension and anti-displacement efforts (May 11 Work Session) o Staff is continuing to work with the New Hope Business Association (CBA 2.0) •Strong Neighborhoods o Promoting No-Mow May o Continued implementation of Master Parks System Plan improvements o Arbor Day Event held at Winnetka Hills Park o Summer Park and Recreation Commission neighborhood meetings •Sound fiscal policies and practices o 2022 Audit field work went well. Preliminary results are a c o Implementing and reviewing updates for long term plan (2023 - 2032) o Pursuing additional grant funding for park improvements. o Staff is preparing the 2024 budget •Welcoming and inclusive community o Inclusion & Diversity Commission – Communications Coordinator Mike Peterson presented the city's communications/outreach practices to the I&D Commission. Objective 2 - Work-life balance •Supporting staff with family, health, and personal issues •Support staff’s continuing professional growth and development •Connecting with neighboring city managers on various local issues •Participate in metro and state professional organization to stay current •Continuing participation in city manager leadership group Objective 3 - Monitor difficult conversations regarding Council effectiveness •Continue to work with council on finding common ground and develop mutual trust. •Conducted new council orientations for Council Member Onesirosan.