Loading...
HomeMy WebLinkAbout1993 06-14 CCP Regular Session 0 CITY COUNCIL AGENDA CITY OF BROOKLYN CENTER JUNE 14, 1993 7 p.m. 1. Call to Order 2. Roll Call 3. Opening Ceremonies 4. Open Forum 5. Council Report 6. Approval of Agenda and Consent Agenda -All items listed with an asterisk are considered to be routine by the City Council and will be enacted by one motion. There will be no separate discussion of these items unless a Councilmember so requests, in which event the item will be removed from the consent agenda and considered in its normal sequence on the agenda. 7. Approval of Minutes: a. May 24, 1993 - Regular Session * b. June 7, 1993 - Special Session 8. Ordinance: (7:15 p.m.) a. An Ordinance Amending Chapter 19 of the City Ordinances Regarding Unlawful Activity of Minors under the Age of 16 Years and Unlawful Activity of Minors under the Age of 18 Years and of the Age of 16 Years and Over -This ordinance was first read on May 24, 1993, was published in the City's official newspaper on June 2, 1993, and is offered this evening for a public hearing and second reading. 9. Presentations: a. Annual Financial Report b. Public Safety Dispatching 1. Resolution Requesting Hennepin County Sheriffs Department to Provide Dispatching Services for Brooklyn Center Police and Fire Departments and Authorizing City Manager to Negotiate an Agreement 10. Discussion Items: a. Proposed Ordinance Amendment to Chapter 19 Allowing Tow Trucks to be Parked in Residential Areas CITY COUNCIL AGENDA -2- June 14, 1993 b. Proposed Council Work Session on June 21, 1993 c. Council Retreat - Contract for Services (requested by Mayor Paulson) 11. Resolutions: * a. Authorizing the Purchase of 2 (Two) Hand -Held Computers and Software for Assessing Reinspections -This acquisition is included in the 1993 budget. * b. Authorizing the Mayor and City Manager to Enter into an Agreement with Hennepin County Allowing the Police Department Access to Computerized County Data Files • c. Accepting Proposal for Optical Disk Management Feasibility Study • d. Rejecting All Bids Received for Replacement of Water Mains on Lawrence Road and on Aldrich Court, Improvement Project No. 1993 -07, Contract 1993 -C -All bids received for this work at the bid opening on June 3 exceeded the City Engineer's estimate of costs. It is recommended that those bids be rejected, and that new bids be received in conjunction with a sewer repair project. (See separate item on this agenda.) e. Establishing Project and Approving Plans and Specifications for Improvement P g P P Project No. 1993 -16, Sanitary Sewer Repairs; and Directing Advertisement for Bids for Sanitary Sewer Improvement Project No. 1993 -16, and for Water Main Improvement Project No. 1993 -07, Contract 1993 -C • f. Declaring a Public Nuisance and Ordering the Removal of Diseased Trees (Order No. DST 6/14/93) * 12. Licenses 13. Adjournment MEMORANDUM TO: Mayor Todd Paulson Councilmember Dave Rosene Councilmember Celia Scott Councilmember Kristen Mann Councilmember Barb Kalligher FROM: Gerald G. Splinter City Manager DATE: June 10, 1993 SUBJECT: ADMINISTRATIVE POLICY & PROCEDURE FOR WATER SHUT OFFS This is to inform you of the implementation of the Administrative Policy & Procedure for Water Shut Offs which was presented to you and approved at the January 25, 1993 Council meeting. A combination of staff turn overs and the need to fine tune the final notice letter and payment agreement has delayed the start of the policy. The first batch of the new final notices is being sent out today, June 10. A few customers may try to bypass staff and call a Councilmember individually to work out an arrangement for their account. I want to encourage you, in these cases, to instruct the customer to either work out an arrangement with the staff or apply for the administrative hearing before the City Council. I don't expect many customers to want the administrative hearing, but some will, and they will be scheduled at future regular City Council meetings. A copy of the final notice letter and payment agreement is attached for your information. A fictitious name and samples dates and dollar amounts are filled in. If the time period allowed for payment seems short, you must remember that at the date of the letter, it has already been eight weeks since the account was billed, and it will receive another regular billing in just five more weeks. CITY 6301 SHINGLE CREEK PARKWAY OF BROOKLYN CENTER, MINNESOTA 55430 BROOKLYN TELEPHONE: 569 -3300 C ENTER FAX: 569 -3494 EMERGENCY - POLICE - FIRE 911 June 10, 1993 JOHN Q PUBLIC 0- 00000 - 000 -0 -0 0000 00TH AVE N BROOKLYN CENTER, MN 55430 Dear Customer: This is your final notice! We still have not received payment on your utility bill in the amount of $63.97 which became due on May 5, 1993. Therefore, you must do one of the following options by 4:30 p.m. on Monday, June 21, 1993: 1. Deliver your payment in full to City Hall, 6301 Shingle Creek Parkway. or 2. Sign and return the enclosed payment schedule to City Hall. Payments must be made according to this schedule, or water will be shut off. or 3. Provide a written letter to the City demanding an administrative hearing before the City Council at their next scheduled meeting on June 28, 1993 at 7 p.m. At this meeting, you must show cause as to why the Council should remove your name and account from the list of accounts for which service is to be discontinued. If no written request is received, it will be assumed that you have waived your right to a hearing. Please be warned, that if you do not take one of the above steps, your water will be discontinued immediately! If you have questions, please call 569 -3390. Sincerely, ri MM49•n Charles Hansen Director of Finance The City of Brooklyn Center operates its water and sewer services under ordinance provisions, and it is the policy of the City Council to administer these provisions strictly and impartially so that all consumers will be treated fairly. The City strives to continually serve the best interests of all residents. Criticisers and suggestions will at all"iimes receive careful consideration. Charges for restoring discontinued water service Mon -Fri (except Holidays), 7:30 a.m. - 3:00 p.m - $25 Any other time - $75 (payment including restoration charges must � be received before water service is restored) n PUBLIC UTILITY BILL PAYMENT AGREEMENT I (We), the undersigned, hereby agree to make payment to the City of Brooklyn Center of my (our) delinquent public utility bill according to the following schedule. I (We) understand that the Total Amount of $ 71.73 is due. I (We) agree to make a minimum payment of $ 17.93 by June 24, 1993 or my property will be red tagged for water shutoff. I (We) understand that the balance of $ 53.80 is due by July 09, 1993 or my property will be red tagged for water shutoff. Signed: (Name) (Date) (Name) (Date) Name: (Please Print) Address of Property: Phone: (home) (day) Brooklyn Center, MN FOR OFFICE USE ONLY Account Number: 0- 00000 - 000 -0 -0 Approved by: Date: Payments Received: Date Paid Off: Date Red Tagged: Date Shut Off: PROCLAMATION DECLARING JUNE 27 AS HALL OF FAME DAY WHEREAS, numerous leaders in the history of Brooklyn Center have had a significant impact on the development of Brooklyn Center; and WHEREAS, the Brooklyn Center Historical Society has endeavored to identify persons who exemplify past and present community leaders and have inducted them into the Brooklyn Center Hall of Fame; and WHEREAS, the Brooklyn Center Historical Society and the City of Brooklyn Center have identified an area in City Hall to honor those so inducted; and WHEREAS, the dedication and unveiling is scheduled to be held on June 27, 1993, in conjunction with Earle Brown Days. NOW, THEREFORE, I, AS MAYOR OF THE CITY OF BROOKLYN CENTER, State of Minnesota, do hereby proclaim June 27, 1993, to be Hall of Fame Day in the City of Brooklyn Center. Date Mayor Attest: Deputy Clerk CITY OF BROOKLYN CENTER Council Meeting Date June la, 1993 Agenda Item Number 7a/ v 4 ,6 REQUEST FOR COUNCIL CONSIDERATION ITEM DESCRIPTION: CITY COUNCIL MINUTES - MAY 24, 1993 - REGULAR SESSION MINUTES OF TOWN MEETING - JUNE 7, 1993 - SPECIAL SESSION DEPT. APPROVAL: Sharon Knutson, Deputy City Clerk MANAGER'S REVIEW/RECOMWENDATION: No comments to supplement this report Comments below /att ched • SUNEMMY EXPLANATION: (supplemental sheets attached RECOMMENDED CITY COUNCIL ACTION r f 3 MINUTES OF THE PROCEEDINGS OF THE CITY COUNCIL OF THE CITY OF BROOKLYN CENTER iN THL COUNTY OF HENNEPIN AND THE STATE OF MINNESOTA REGULAR SESSION MAY 24, 1993 CITY HALL CALL. TO ORDER The Brooklyn Center City Council met in regular session and was called to order by Mayor Todd Paulson at 7:05 p.m. ROLL CALL Mayor Todd Paulson, Councilmembers Celia Scott, Dave Rosene, and Kristen Mann. Councilmember Barb Kalligher was excused from this evening's meeting. Also present were City Manager Gerald Splinter, Director of Public Works Sy Knapp, City Engineer Mark Maloney, City Attorney Charlie LeFevere, Director of Community Development Brad Hoffman, Personnel Coordinator Geralyn Barone, Police Chief Trevor Hampton, and Council Secretary Nancy Berg, OPENING CEREMONIES A moment of siknc(; was c)b,Grvrd. OPEN FORJ, M Mayor Paulson noted the Council had received no requests to use the open forum session this evening. He inquired if there was anyone present who wished to address the Council. There being none, he continued with the regular agenda items. COUNCIL REPORTS Mayor Paulson reported the Ross Perot rally at the Heritage Center on May 21, 19U3, was very successful. He stated the press coverage showed the Heritage Center to be the fine facility it is. He recommended staff prepare a resolution of appreciation for the Heritage Center staff and the police department for their fine work on crowd control. - Councilmember Rosene seconded Mayor Paulson's praise of the Heritage Center staff and the police department. He supported the resolution of appreciation of staff, police involved, and fire fighters. He asked the Chief of Police to include anyone he may have forgotten. Y Y g Councilmember Rosene reported the Financial Commission discussed the question of whether to increase the size of its Commission at its last meeting, and the Commission did not feel the need to expand at this time as its work was done as a whole versus the many separate assignments of the Human Rights and Resources Commission. 5/24/93 - 1 - Councilmember Rosene also reported the Council had requested the Financial Commission review and discuss the City's severance policy, He stated the Commission felt since the policy was already adapted by the Council, it did not want to comment. APPROVAL OF AGENDA AND CONSENT AGENDA Mayer Paulson inquired it any C;ouncilmembers requested any items be removed from the consent agenda, Councilmember Rosene asked item 12b be, removed from the Consent Agenda. RESOLUTIQNS RESOLUTION NO. 93 -71 Member Lave Rosene introduced the following resolution and moved its adoption: RESOLUTION ACCEPTING BID AND AWARDING CONTRACT FOR 1993 SEALCOATING PROJECT, IMPROVEMENT PROJECT NO. 1993 -06, CUNTRAC; I' 1993 -B The motion for the adoption of the foregoing resolution was duly seconded by member Celia Scott, and the motion passed unanimously. RESOLUTION NO, 93 -72 Member Dave Rosene introduced the following resolution and moved its adoption: RESOLUTION APPROVING PLANS AND SPECIFICATIONS FOR FURNISHING AND INSTALLING PLAYGROUND APPARATUS AT NORTHPORT PARK AND Al' FREEWAY PARIS, IMPROVEMENT PROJECT NO. 1993 -14, DIRECTING ADVERTISEMENT FOR BIDS AND APPROPRIATING FUNDS THEREFORE, CONTRACT 1993 -F The motion for the adoption of the foregoing resolution was duly seconded by member Celia Scott, and the motion passed unanimously, RESOLUTION N0, 93 -73 Menabcr Dave Rosene introduced the following resolution and moved its adoption: _ RESOLUTION DECLARING A PUBLIC NUISANCE AND ORDERING THE REMOVAL OF DISEASED TREES (ORDER NO. L)S`r 05/24/93) The motion for the adoption of the foregoing resolution was duly seconded by member Celia Scott, and the motion passed unanimously. 5/24/93 "2- RESOLUTION NO, 93 -74 Member Dave Rosene introduced the following resolution and moved its adoption: RESOLUTION ACCEPTING PROPOSALS FOR PAVEMENT MARKINGS AND FOR MANHOLE ADJUSTMENTS ON BROOKLYN BOULEVARD, AND APPROPRIATING FUNDS THEREFORE The motion for the adoption of the foregoing resolution was duly seconded by member Celia Scott, and the motion passed unanimously. RESOLUTION NO 93 -75 Member Davc Roscnc introduced the following resolution and moved its adoption: RESOLUTION AUTHORIZING JOINT COOPERATION AGREEMENT BETWEEN THE CITY OF BROOKLYN CENTER AND HENNEPIN COUNTY FOR CONTINUED PARTICIPATION IN THE URBAN HENNEPIN COUNTY COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM The motion for the adoption of the foregoing resolution was duly seconded by member Celia Scott, and the motion passed unanimously. LICENSES There was a motion by Councilmember Rosene and seconded by Councilmember Scott to approve the following list of licenses, AMUSEMENT DEVICES - OPERATIC Brooklyn Center Community Center 6301 Shingle Creek Pkwy. AMUSEMENT DEVICES - VENDQRS B & K Music and. Sales 133 Spring Valley Circle; MECHANICAL SYSTEMS Brooklyn Air Heating & Air Conditioning 5801 Lyndale Ave. N. Carver Heating & Air Conditioning 109 East 3rd Street Northtown Heating & Cooling 289 89th Lane NE Rapid Heating and Air Conditioning 5514 34th Ave. N. RENTAL. DWELLINGS Rcncwals: Northlyn Apartments 6511 Humbolt Ave. N_ Howard and Harriet Owen 5809 Brooklyn Blvd. Douglas and Kathleen Williams 1507 Drew Ave. N. LeRay and Keith Moriensen 4110 L.akebreeze Ave. N. John and Elizabeth Hass 4201 Lakeside Ave. N. #306 Outreach Group Homes, Inc. 507 69th Ave. N. 5/24/93 - 3 - APPROVAL OF MINUTES A PRIL 5, 1993 - SPE.CIAL WORK S ES SION There was a motion by Councilmember Rosene and seconded by Councilmembcr Mann to approve the minutes of April 5, 1993, special work session as printed. Vote on the motion: three ayes, one abstain. Councilmember Scott abstained. The motion passed. MAY 3. 1993 _ SPECIAL WORK-SESSION There was a motion by Councilmember Scott and seconded by Councilmember Rosenc to approve the minutes of May 3, 1993, special work session as printed. The motion passed unanimously, - MAY 10, 1993 - REGULA SESSION There was a motion by Councilmember Mann and seconded by Councilmember Scott to approve the minutes of May 14, 1993, regular session as printed. The motion passed unanimously. PRESENTATION The City Manager introduced Hennepin County Commissioner Mike Opat. Mayor Paulson welcomed Commissioner Opat, Councilmember Rosene commented this was the fifth time Commissioner Opat had stopped in at a Brooklyn Center City Council meeting, Opat d the Ross Perot event had been a Treat success and was ver Commissioner p t agree o b rY well handled by Brooklyn Center employees. He reviewed for the Council the current road construction by .Hennepin County. He reported there is overlay work on County Road 30, and County Road 10 west of Hwy. 169 is being widened from two to four lanes. Commissioner Opat reported the Hennepin County Commission was still in the process of ap Administrator but the field had been narrowed co pP � a new Count Commissioner Opat explained he was currently involved with the plans for a new jail. He stated the County had been ready to construct on the old Armory block, but the Supreme Court had decided this was not the right site for a jail so the County was searching for a new site. Commissioner Opat also reported he was looking into the Detoxification program. He explained the County was looking for a new way to handle the problem of people who were habitually under the influence of alcohol. Commissioner Opat thanked the Council for the opportunity to come before them. He asked anyone who had questions or concerns to call him at 348 -7881. 5/24193 - 4- Mayor Paulson thanked Commissioner Opat and asked his assurance the County dispatch service would provide the level of service the City had come to expect. Commissioner Opat explained the state of the art technology at the County dispatch was one a City could not afford alone. Councilmember Rosene explained some of the police officers were concerned the service would be too large, and they were more comfortable with the smaller, in -house system. He asked Commissioner Opat to assure the police department the service would adequately handle the City of Brooklyn Center, Commissioner Opat agreed to investigate the service and report to Chief Hampton. Councilmember Rosene asked if anyone could visit the Hennepin County jail. Commissioner Upat asked anyone wanting o visit the 'ail contact him and he would arr S e 7 g a tour, Mayor Paulson explained the City was working on redevelopment of Brooklyn Boulevard, and he asked the County cooperate on the County roads affected by this redevelopment. Commissioner Opat stated he knew of the study and asked how far it was into the planning process. The Director of public Works reported City staff had been working with the Hennepin County Department -of Transportation staff regarding the Brdokl Boulevard 1? g g yn redevelopment. He further reported the City had received a great deal of cooperation from Cou nty. T to Hen nepin n He a r ff and the r pl an ning a lso repo rted Hennep staff h C� were ty o to �n Coun p p County City P b apply for iSTEA funding n 1995, Commissioner O pat stated he would be more than ha $ p PPY to try to move the project along. Mayor Paulson again thanked Commissioner Opat for addressing the Council. PROCLAMATION The, City Manager explained the State of Minnesota, Department of Natural Resources, had requested Brooklyn Center proclaim June as Mississippi River Cleanup Month. Member Dave Rosene introduced the following proclamation and moved its adoption: PROCLAMATION DECLARING JUNE AS MISSISSIPPI RIVER CLEANUP MONTH The motion for the adoption of the foregoing proclamation was duly seconded by member Celia Scott, and the motion passed unanimously. RDINANCE The City Manager introduced An Ordinance Amending Chapter 19 of the City Ordinances Regarding Unlawful Activity of Minors under the Age of 16 Years and Unlawful Activity of Miners under the A Age of 18 Years and of the e of 16 Years and Over. He indicated i� this ordinance amendment is offered . tonig for a first reading. g 5/24/93 .5- The City Manager explained at the Town Meetings on Crime and Safety it was suggested the City place more emphasis on enforcement of the City curfew. He further explained many officers agreed, but stated the current curfew hours were unrealistic. Chief Hampton agreed one issue at the Town Meetings was for the police department to enforce curfew. He explained Brooklyn Center's policy had not been updated in some time, and he recommended the City follow the same curfew hours as the City of Minneapolis. Councilmember Rosene agreed with the revision of the curfew hours and asked the police department to place more emphasis on enforcement. Councilmember Scott asked if a copy of the Ordinance would be provided to the high schools before school was out for the summer. Chief Hampton answered the Ordinance would be sent out in 30 days after approval, and there would be a 30 -day grace period Wore enforcement, Councilmember Rosene reiterated the necessity of sending notification to the schools before the summer break. Chief Hampton agreed this could be accomplished. Mayor Paulson asked if the weekend hours referred to Friday and Saturday, or Saturday and Sunday. Chief Hampton said the weekend hours were Saturday and Sunday as defined in the present Ordinance. He recommended it be changed to read weekend hours being Friday and Saturday evenings. The City Manager agreed to change the language in the Ordinance to refer to Friday and Saturday as weekend nights. There was a motion by Councilmember Rosene and seconded by Councilmember Scott to grant first reading to An Ordinance Amending Chapter 19 of the City Ordinances Regarding Unlawful Activity of Minors under the Age of 16 Years and Unlawful Activity of Minors under the Age of 18 Years and of the Age of 16 Years and Over, with weekend evenings being defined as Friday and Saturday. The motion passed unanimously. DISCUSSION ITEMS RFC MMENDATION, _ FROM HUMAN RIQ TS AND RESOURCES COMMISSION TO INCREASE IT MEMBERSHIP FROM SEVEN TO NINE The City Manager explained the Brooklyn Center Human Rights and Resources Commission was recommending to the City Council its membership size be increased from seven to nine members. He further explained this would provide an opportunity to increase the diversity on the commission at a time of changing community demographics. Councilmember Scott stated because the City had received so many commission applications, she hoped the Council would be able to provide gender and geographic balwice to the Human Rights and Resources Commission. 5/24/93 - 6 - Councilmember Rosene agreed the Council was looking for general and cultural diversity. He reported Ms. Maddox, a recent appointee to the Commission, was becoming a fine commission member, Councilmember Mann stated she was concerned the Commission might have a problem meeting a quorum, but she felt it was appropriate to increase the size of this commission. RESOI,UTIQN NO. 93 -76 Member Kristen Mann introduced the following resolution and moved its adoption: RESOLUTION AMENDING THE BROOKLYN CENTER HUMAN RIGHTS AND RESOURCES COMMISSION'S ENABLING RESOLUTIONS The motion for the adoption of the foregoing resolution was duly seconded by member Dave Rosene, The City Manager asked the Council how they wanted the selection to be handled -- either by opening it up again to the public or by using the applications on file. Mayor Paulson requested staff publish the notice in the newspapers. Councilmember Scott asked if the residents who had already applied would need to reapply. Mayor Paulson stated the ones who had already applied would still be considered. Councilmember Rosene asked staff to contact the residents with applications on file to see if they wanted to use the application on file or if they wanted to submit a new one. The motion passed unanimously. DUDS 'N SUDS The City Manager presented the request by Duds 'N Suds for Council to consider an amendment to Brooklyn Center Ordinance 23 -2109. He explained it was Duds 'N Suds' proposal the ordinance be amended to allow amusement devises within 150 feet of residential property provided; 1. The facility has a full -time attendant while the facility is open to the public; 2. The number of units would be limited to by Ordinance; and 3. Use of the amusement devices would be limited to patrons of the laundry facility only. The City Manager explained Duds 'N Suds would have a full -time attendant while the facility was open; they were suggesting only two devices; and the machines would be operated on coins purchased from the attendant to assure the machine use was limited only to individuals using the laundry facility. 5/24/93 -7- Councilmember Scott stated she had received calls from two residents who were very happy with the facility but were dismayed with the possible addition of amusement devices. She also complimented Duds 'N Suds on their nice facility and explained some of the patrons did not want any added noise, Mike Dimond of Cardinal Development addressed the Council as a representative of Duds 'N Suds. He assured the Council with a limited number of devices there would be little noise. He thanked Councilmember Scott for her comments and stated he would pass along her concern to the owners. Mr, Dimond provided the Council with brochures explaining the Duds 'N Suds facilities. Councilmember Rosene stated his first reaction to the request was negative, He explained his concern was with the neighbors who live in the Humboldt Square area because of their limited means. He continued to explain he felt this would put added pressure on parents to provide quarters to their kids while at the facility. He reiterated the need to assure the users of the vending machines were patrons of the facility. Mr. Dimond responded Duds 'N Suds was very concerned its image remain as a clean, wholesome Laundromat He explained the Duds 'N Suds management was very well trained to maintain this image. He infortned Councilmember Rosene the facilities also provide free - of- charge entertainment for the children such as the big - screen T.V. and a wide assortment of toys. Mayor Paulson asked what was considered an amusement device. The City Manager answered it was not just a television by itself. He further explained the Qrduiancc defined an amusement device as a game requiring some degree of skill to play. Councilmember Rosene stated he was still concerned and recommended allowing the amusement devices as a pilot project for one year and if there were no problems it would stand automatically renewed. The City Attorney explained this could be accomplished by making it di s permit which would be revoked if it became a S a con tl `anal -use or s use p p public nuisance. The City Manager asked if it would be possible to sunset t he amendment to last only a specified amount of time. The City Attorney answered the Council could p direct the amendment to be temporary, Councilmember Scott stated it was hard to prove a public nuisance. She also stated she was not fond of amuserr�cnt devices. She explained she would not go to a laundry because of amusement devices; she would go because of the cleanliness of the facility. She further explained she did not feel amusement devices would create a better laundromat. Councilmember Mann stated she too had been leery of this amendment but was willing to go with some sort of temporary trial. Mr. Dimond stated Duds 'N Suds would be happy to work with staff and the City Attorney to develop a compromise. 5/24/93 -8 - Councilmember Rosene pointed out Duds 'N Suds was willing to use tokens for these machines rather than quarters and this was a step in the right direction. Mayor Paulson stated he shared a lot of the same concerns as the other Councilmembers, but he had not been to the facility, He further stated the Council needed to look at whether the addition of the amusement devices would help the community and the Ut fie suggested staff work with Duds 'N Suds to possibly try one machine. He asked if muds 'N Suds would be willing to cooperate with the City with some other youth activities in the area. Mr. Dimond answered Duds 'N Suds would be very willing to work with the staff. There was a motion by Councilmember Rosene and seconded by Councilmember Mann to direct staff to develop with Mr. Dimond a mutually acceptable compromise and bring back to the Council for consideration, The City Attorney asked for more direction from the Council to assure the facility did not became a hang -out. The City Manager asked if the Council was interested in a trial period. The City Attorney explained it would be difficult to give a privilege to this applicant that was not available to another similar applicant, He agreed it would be possible if the City receives written consent from the applicant and if Council provides similarly situated applicants be allowed the a Same opportunity. The City Manager agreed staff would develop a compromise and provide to Council at the second meeting in June. Mayor Paulson asked what the limitations would be and what the changes to the Ordinance would be. The City Attorney said he would not be certain until he reviewed the Ordinance further. His preliminary thoughts were the 150 foot limitation would stay and a new category of situations would be added with a set of criteria that would have to be met. Mayor Paulson asked Mr. Dimond if he would discuss youth activities with staff. Mr. Dimond answered affirmatively, The motion passed unanimously. STATUS REPORT REGARDING 69TH AVENUE NORTH IMPROVEMENT PROJECT NO. 1990 -10 The City Manager presented the status report of the 69th Avenue North Improvement _ Project. The City Engineer explained there were three phases to the 69th Avenue North Improvement Proiect: Phase I - Palmer Lake Basin Soil Corrections Phase II - Reconstruction between Brooklyn Boulevard and West Palmer Lake Drive Phase III - 69th Avenue North 5/24/93 - 9 - The City Manager introduced a Resolution Approving Plans and Specifications and Directing Advertisement for Bids for Reconstruction of 69th Avenue North, Phase III, Improvement Project No. 1990 -10 (Roadway Construction for West Palmer Lake Drive to Shingle Creek Parkway), Contract 1993 -D, RESOLUTION NO, 93 -77 Member Dave Rosene introduced the following resolution and moved its adoption: RESOLUTION APPROVING PLANS AND SPECIFICATIONS AND DIRECTING ADVERTISEMENT FOR BIDS FOR RECONSTRUCTION OF 69TH AVENUE NORTH, PHASE III, IMPROVEMENT PROJECT NO, 1990 -10 (ROADWAY CONSTRUCTION FOR WEST PALMER LAKE DRIVE TO SHINCyLE CREEK PARKWAY), CONTRACT 1993 -D The motion for the adoption of the foregoing resolution was duly seconded by member Celia Scott, and the motion passed unanimously, The City Manager introduced a Resolution Accepting Proposal for Geoteehnical Engineering Services and Instrumentation Relating to 69th Avenue North, Phase III, Improvement Project No. 1990 -10. RESOLUTION NO. 93 -78 Mumbo Dave Rusene introduced the following resolution and moved its adoption: RESOLUTION ACCEPTING PROPOSAL FOR GEOTECHNICAL ENGINEERING SERVICES AND INSTRUMENTATION RELATING TO 69TH AVENUE NORTH, PHASE III, IMPROVEMENT PROJECT NO. 1990 -10 The motion for the adoption of the foregoing resolution was duly seconded by member Kristen Mann. Councilmember Scott asked how long a period of time for the instrumentation. The City Engineer answered five years. C:ouncilmember Rosene asked if there would be road limits through the wetland area. The City Engineer answered the Palmer Lake basin was the same as the rest of the roadway with a 10 -ton design which was the current standard. The motion passed unanimously. TWIN LAKES TRAIL PLAN - STATUS REPORT The City Manager presented the status report on the Twin Lakes trail plan. fir, explained a Twin Lakes Task Force, consisting of representatives from Brooklyn Center, Crystal, and Robbinsdalc, had met to discuss and develop plans for the development of a trail system servicing the Twin Lakes area and providing pedestrian and bicycle trails between the three cities. 5/24/93 - 10- The Director of Public Works used overhead slides to illustrate the proposed Twin Lakes trail plan. He also reviewed the preliminary cost estimate and explained the task force would be meeting June 3 to consider the issue of cost- sharing between the three cities. He reviewed the possible cost - sharing approach: 1. Each City would pay its share of the basic trail system within its own boundaries; and 2. Major system features, such as land purchases, RR crossing, and bridges, would be split evenly between all cities. The Director of Public Works also noted at its meeting on June 3, the task force will be considering a proposal from Westwood Professional services to prepare applications for ISTEA funding and for LCMR/i.AWCQN funding. The costs for preparing those applications will be shared equally between the three cities. Councilmember Rosene accepted the report with thanks and recommended staff go ahead with the applications for appropriate funding, STATUS REPORT REGARDING PROPOSED IMPROVEMENTS IN THE SQJ JUUSTERLY QUADRANT OF THE I- 694/ BROOKLYN BOULEVARD INTERCIWANGE ' The City Manager presented the status report regarding proposed improvements in the Southwesterly Quadrant of the I- 694/Brooklyn Boulevard interchange. The Director of Public Works used overhead slides to illustrate three alternatives. He explained the Park and Recreation Commission had unanimously recommended approval of Alternative Plan 3. He also reviewed the estimatcd expenses and funding sources. Councilmember Scott stated staff and the Council had gone as far as they could and it was now time to hold the public hearing. The City Manager introduced a Resolution Calling for Public Hearing Regarding Proposed Storm Waste Pond, Park and Ride Facility and Park Development in the Southwesterly Quadrant of the I- 694/Brooklyn Boulevard. -_ RESOLUTION NO, 93 -79 Meitrber Celia Scott introduced the fall¢ wing resolution and moved its adoption: RESOLUTION CALLING FOR PUBLIC HEARING REGARDING PROPOSED STORM WASTE POND, PARK AND RIDE FACILITY AND PARK DEVELOPMENT IN THE SOUTHWESTERLY QUADRANT OF THE I- 694/BROOKLYN BOULEVARD The motion for the adoption of the foregoing resolution was duly seconded by member Dave Rosene. 5/24/93 Bill Williams, 4018 65th Avenue, stated his property would be involved in the 3rd alternative. He asked what the time schedule for the project would be. The City Manager answered the recommendation to the City Council was to schedule a public hearing for June 28, 1993. He continued to explain staff would be working with the MTC for approval. He stated star wanted to move forward as soon as possible with early fall as the target starting date. Mr. Williams asked who would be providing the fencing in Alternative 2. The City Manager answered it could be a masonry wall provided by the MTC. The Director of Public Works explained based on preliminary plans for Alternative 2 there would be a buffer of landscaping with trees. He also explained the City had the necessary approvals to build the pond. Mr. Williams informed Council the Director of Public Works was doing a very good job. Councilmember Rosene asked Mr. Williams which alternative he favored as an affected resident. Mr. Williams explained he had lived in his home for 30 years, and he felt Alternative 3 was the best use of the property, Councilmember Rosene suggested if Mr. Williams did need to move, he should consider remaining in Brooklyn Center. Mr. Williams answered he was thinking about maybe Arizona. The motion passed unanimously. RECESS The Brooklyn Center City Council recessed at 9 p.m. and reconvened at 9:13 p.m. PROPOSED ORDINANCE AMENDMENT TO QHAPTER 19 ALLOWING TOW TRUCK$ TO BE PARKED IN RESIDENTIAL AREAS The City Manager explained Mr, Robert Wilson, attorney for Dennis and Gloria Cardinal, was unable to attend the meeting and had requested the matter be tabled until the June 14, 1993, City Council Agenda. There was a motion by Y Councilmember Rosene and seconded b Councilmember Scott to defer item IIf, Proposed Ordinance Amendment to Chapter 19 Allowing Tow Tnicks to be Parked in Residential Areas, until the June 14, 1993, City Council meeting. - Councilmember Mann asked why Council was considering this issue when the City was presently involved in litigation with the Cardinals. She recommended tabling; this matter until the lawsuit was resolved. The motion passed unanimously. 5/24/93 - 12 - AUTHORIZATION FOR SUMMED NTERN The City Manager explained as part of the Financial Commission's responsibilities, the Council had asked it to look into the supervisory and staffing levels of Brooklyn Center's organization as compared with other cities and to review the organizational structure and evaluate it for future needs. He further explained City staff had indicated the need for additional staff assistance to complete this project, He continued to state the Financial Commission had recommended City Council approve a staff request for a summer intern o it' p s ion to accomplish this project. Councilmember Rosene agreed a summer intern would be of great assistance to the Financial Commission. Mayor Paulson asked where staff would be looking for an intern. The City Manager answered the University of Minnesota, Mankato State, and Hamline university. There was a motion by Councilmember Scott and seconded by Councilmember Rosene to authorize the creation of the intern position as per the recommendation of the Financial Commission and authorize financing it out of regular salaries section of the finance department's 1993 budget. The motion passed unanimously. LEGISLATIVE GISLATIVE UPDA'T The City Manager presented the legi5lativc update. He stated he was not sure what would happen at the Special Session, and basically everything was on hold. The City Manager presented a Resolution Establishing Project, Approving Plans and Specifications, Directing Advertisement for Bids and Appropriating Funds for Brooklyn Boulevard Sidewalk Repairs (Improvement Project No. 1993 -08), ADA Trail Improvements (Improvement Project No. 1993 -09), Replacement of Defective Sidewalks in Miscellaneous Locations (Improvement Project No, 1993 -10), Expansion of Parking Lot in South Palmer Lake Parking Lot (Improvement Project No. 1993 -11), Repair of Freeway Blvd. (Improvement Project No, 1993 -12), and Reconstruction of Apparatus Area in Northport Park (Improvement Project No, 1993 -13), Contract 1993 -E. Councilmember Rosene reminded Mayor Paulson at past City Council meetings he had read the consent agenda items, and he recommended Mayor Paulson continue this practice. He asked why there was a need to expand the South Palmer hake parking lot. The City Manager explained there was not enough parking on the weekends because the area had become very popular, 5/24/93 - 13- RESQ UTIQN NQ. 93 -80 Member Dave Roscnc introduced the following resolution and moved its adoption- RESOLUTION ESTABLISHING PROJECT, APPROVING PLANS AND SPECIFICATIONS, DIRECTING ADVERTISEMENT FOR BIDS AND APPROPRIATING FUNDS FOR BROOKLYN BOULEVARD SIDEWALK REPAIRS (IMPROVEMENT PROJECT NO, 1993 -08), ADA TRAIL IMPROVEMENTS (IMPROVEMENT PROJECT NO, 1993 -09), REPLACEMENT OF DEFECTIVE SIDEWALKS IN MISCELLANEOUS LOCATIONS (IMPROVEMENT PROJECT NQ. 1993-10), EXPANSION OF PARKING LOT IN SOUTH PALMER LAKE PARKING LOT (IMPROVEMENT PROJECT NO. 1993 -11), REPAIR OF FREEWAY BOUL YARD (IMPROVEMENT PROJECT NO. 1993 -12), AND RECONSTRUCTION OF APPARATUS AREA IN NORTHPORT PARK (IMPROVEMENT PROJECT NO. 1993-13), CONTRACT' 1993 -E The motion for the adoption of the foregoing resolution was duly seconded b member Celia Scott, and the motion passed unanimously. Mayor Paulson read for the audience the rest of the consent agenda items. ADJQURNMENT There was a motion by Councilmember Scott and seconded by C ouncilmember Mann to adjourn the meeting, The motion passed unanimously. The Brooklyn Center City Council adjourned at 9;30 p.m, . Deputy City Clerk Todd Paulson, Mayor Recorded and transcribed a try; Nancy Berg TimeSaver Off Site Secretarial 5/24/93 - 14 - MINUTES OF THE PROCEEDINGS OF THE CITY COUNCIL OF THE CITY OF BROOKLYN CENTER IN THE COUNTY OF HENNEPIN AND THE STATE OF MINNESOTA SPECIAL SESSION JUNE 7, 1993 CITY HALL CALL TO ORDER The Brooklyn Center City Council met in special session and was called to order by Mayor Todd Paulson at 7:00 p.m. ROLL CALL Mayor Todd Paulson, Councilmembers Celia Scott, Dave Rosene, Barb Kalligher, and Kristen Mann. Also present were City Manager Gerald Splinter, Director of Finance Charlie Hansen, and Assessor Mark Parish. 1994 OPERATING BUDGET /CAPITAL IMPROVEMENT PROGRAM Mayor Paulson asked the City Manager to make a presentation regarding issues related to the 1994 operating budget and capital improvement program of the City of Brooklyn Center. The City Manager presented the following listing of operating budget issues and major capital improvement issues which would be addressed by the City Council as a part of the review of the 1994 general fund budget: OPERATING BUDGET ISSUES 1. There has been a general 3% inflation rate in our economy and that inflation rate is lower than the inflation rate of many of the materials, services, and equipment purchased through our operating budgets (i.e. petroleum products in the last few years have inflated at a rate of 5 to 6 %). 2. In the last few years and apparently in the future, we will be experiencing fluctuations in the reliability of state local government aids and property tax revenues. 3. Continued 6 1/2% Sales Tax on City Purchases. 4. Request for Additional Police Personnel. 5. Request for Expanded Promotional and Image Enhancement Program for Brooklyn Center. 6. Management Information Systems Personnel in the Public Works and Utilities Functional Areas. 6/7/93 -1- J 7. Additional Park Maintenance capacity. 8. Personnel for Serving Expanded Neighborhood Advisory Committees Activity. 9. Funding for Intrasuburban Transit System (circular /dial -a -ride system). 10. Additional Fire Inspection Capacity. 11. Creation of a Central Garage Internal Service Fund. 12. Implementation of a Program (cost center) Budget. 13. Electronic Records Management System. 14. Performance Based Contract for Energy Management. 15. Organizational Evaluation Process. 16. Phase Two of Elimination of the Use of Certificates of Indebtedness. MAJOR CAPITAL IMPROVEMENT ISSUES 1. Street /Utility Rehabilitation Program (Residential and State Aid Streets - Funding of Assessment Stabilization Program). 2. Park Buildings and Facility Rehabilitation /Replacement. 3. Apartment Unit Reduction /Rehabilitation Program. 4. Twin Lake Trail System. 5. Civic Center HVAC System Rehabilitation. 6. Required ADA Building Modifications. 7. Refurbish /Additions to Fire Stations Nos. 1 & 2. 8. Refurbish /Addition to City Hall /Police Department Addition. 9. Refurbish /Addition to Community Center (Senior Center). 10. Refurbish /Addition to Public Works Garage (address air quality problems). 6/7/93 -2- 11. EBHC Building Addition /Parking Lot Expansion. 12. Scattered Site Single - Family Dilapidated Housing Removal Program. 13. Expanded Recreation Facilities: basketball, volleyball, baseball, softball, hockey, etc. 14. Water Production, Storage, and Trunk Distribution Improvement Program. 15. Sewer Distribution and Lift Station Improvement Program. 16. Vehicle and Equipment Replacement Program. 17. Data Processing Improvement Program. 18. Brooklyn Boulevard /Brookdale Area Redevelopment. 19. Storm Drainage and Water Quality Improvement Program. 20. Completion of Bicycle and Pedestrian Trail System. 21. Liquor Store #3 Northbrook Lease /Own. 22. Projects Related to State Highway Improvements. Mayor Paulson opened the meeting for public comment. Warren Lindquist and Henry Dorff appeared on behalf of 55 Alive AARP. The gentlemen volunteer their time to teach the 55 Alive course and believe the charge of approximately $30 for their group to use Constitution Hall at the Community Center is inappropriate. Citizens 55 and older receive a ten percent discount, and the course cost limit by AARP is $8. The charge for the use of Constitution Hall adds and additional dollar to the cost of the course which they are unable to charge. They have tried a system where they ask for donations of an additional dollar, and that has not worked out well. They stated Ms. Flesher at the Community Center used to take reservations and provide administrative assistance which was very helpful, but in recent years the administrative charge has made it more difficult to provide those services. Mr. Lindquist further stated there is a need for a senior activity center to be built in conjunction with the Community Center. After discussion with the City Council, it was agreed that the 55 Alive class should work with the high school and Hennepin County Library meeting rooms with regard to availability, and if they are unavailable, then get back and work with the City Manager on a possible different approach at the Community Center. 6/7/93 -3- Terry Precht appeared and reminded the City Council that as a part of the Town Meetings on Crime and Safety there was substantial support for additional police officers. He believed it was important for the City Council to keep that in mind as they approach the 1994 budget. Bob Mickelson appeared and asked what portion of the budget would address the implementation of the Brooklyn Boulevard Task Force recommendations, and he believed building improvements required by the Americans with Disabilities Act should be a high priority. He stated that Brooklyn Center has done a very good job with recognizing the need for handicapped accessibility and wanted to emphasize that further improvements would be required under the ADA and he believes they should have a high priority. The City Manager stated that the City is currently interviewing consultants to do the second phase of the Brooklyn Boulevard Study, and they are also coordinating efforts with Hennepin County and the City of Brooklyn Park on the traffic analysis for Brooklyn Boulevard. He stated he expected recommendations for the second phase of the Brooklyn Boulevard Study to come to the Council within the next 30 days and the phase two study would follow immediately thereafter. The City Council asked the City Manager to keep members of the Brooklyn Boulevard Task Force updated as it related to the activities of phase two study. Donn Escher, chair of the Financial Commission, appeared and stated as an individual citizen he wanted to compliment the City and the people administering the tree reforestation ro ram p g as it was a good program and run very well. As chair of the Financial Commission (not speaking for the Commission as a whole) he reminded the City Council as they consider adding personnel that also includes space and equipment in which to operate. In addition, all of this will add extra dollars to the budget and increase taxes. He asked the Council to establish priorities prior to the Financial Commission making recommendations on the budget. Councihnember Kalligher was excused from the meeting at this point in time. Councilmember Rosene stated he received a recommendation from a citizen as to how a metro suburban community hired in -house attorneys to provide legal services and contracted some of those services out to neighboring communities. He said this citizen believed that was an economic way to approach providing that service. He further stated the citizen asked staff look into this feasibility. He further stated he had received an inquiry from another citizen asking the City to cease plowing sidewalks. He said the citizen believed the City originally promised the citizens they would plow the sidewalks at the time they were constructed. Mr. Escher stated he had a sidewalk in front of his house, and he believed that the sidewalk system is used by all citizens and those citizens who live along it would be at a significant disadvantage if the City ceased to plow the sidewalks. 6/7/93 -4- Councilmember Rosene stated the Council should receive a modest budget request from the Human Rights and Resources Commission of approximately $1,000 for a more proactive diversity issue program. Julie Eoloff, a member of the Human Rights and Resources Commission, appeared in support of more proactivity in the diversity issue area. Kathleen Carmody appeared and questioned how the City Council approached prioritizing the capital projects. Councilmember Scott explained that all of the projects listed on the capital improvements list would not be handled in 1994. She said many of these projects will be approached and reviewed over the next five and possibly even ten years. She further stated as a part of the budget process the Council will pick those projects for which there is funding availability and justification for in 1994 and review the remaining projects in future years. The City Manager added the City receives funding from any number of different sources for capital improvements. Some of those sources are in complete control of the City Council and others are dependent upon other agencies such as Hennepin County for certain roads and the State for authorization and funding. The availability of funding is one of the major elements in establishing priority over which projects will be approved. ADJOURNMENT There was a motion by Councilmember Scott and seconded by Councilmember Rosene to adjourn the meeting. The motion passed unanimously. The Brooklyn Center City Council adjourned at 8:25 p.m. 0 Deputy City Clerk Todd Paulson, Mayor 0 6 -5- CITY OF BROOKLYN CENTER Council Meeting Date June 14, 1993 Agenda Item Number Fa-- REQUEST FOR COUNCIL CONSIDERATION ******************************************************** * * * * * * * * * * * * * * * * * * * * * * * * * * * * * ** ITEM DESCRIPTION: ORDINANCE AMENDING CHAPTER 19 OF THE CITY ORDINANCES REGARDING UNLAWFUL ACTIVITY OF MINORS UNDER THE AGE OF 16 YEARS AND UNLAWFUL ACTIVITY OF MINORS UNDER THE AGE OF 18 YEARS AND OF THE AGE OF 16 YEARS AND OVER. ******************************************************** * * * * * * * * * * * * * * * * * * * * * * * * * * * * * ** DEPT. APPROVAL: r Trevor A. Hampton, Chief of olice _ MANAGER'S REVIEW/RECOMAMNDATION: No comments to supplement this report Comments below/attached SUMMARY EXPLANATION: (supplemental sheets attached yes) At our Town Meetings on Crime and Safety it was suggested that we place more emphasis on enforcement of our city curfew. This will be done, however many officers expressed the opinion that our 9:30 and 10 p.m. curfew hours were out of date. At your April 26th Council Meeting many of you agreed that the hours should be revised. Checking with Minneapolis revealed that their curfew hours were 10 p.m, weekdays and 11 p.m. weekends for those under 15 years of age. Minneapolis 's curfew for those under 18 years of age is 12 midnight. Brooklyn Park's curfew hours are 10 p.m. for those under 16 years of age and 12 midnight for those under 18. Amending Chapter 19, Section 19 -301 would change the curfew of 9:30 p.m. for persons under the age of 14 years of age to a curfew of 10 p.m. Sunday through Thursday and 11 p.m. Friday and Saturday for persons under the age of 16. A revision of Section 19 -302 would change our current curfew of 10 p.m. for persons under the age of 18 years and of the age of 14 years and over to a new curfew of 12 midnight for persons under the age of 18 years and of the age of 16 years and over. These new curfew hours would make our curfew compatible with those of the cities that border us. The ages and time of the new curfew - under 16, 10 p. m. Sunday through Thursday, 11 p.m. Friday and Saturday and under 18, 12 midnight are simple and easily remembered. Enclosed is a flyer that has been sent home to the parents of all school aged children explaining the proposed change and the allowable exceptions to the curfew. RECOMMENDED CITY COUNCIL ACTION Amend Chapter 19 of the City Ordinances regarding unlawful activity of minors under the age of 16 years and unlawful activity of minors under the age of 18 years and of the age of 16 years and over. PARENTS AND STUDENTS! Curfew Hours in Brooklyn Center The Brooklyn Center City Council is expected to give final approval amending the curfew ordinance on June 14, 1993. The effective date of the amended ordinance will be July 14, 1993. Currently curfew hours are 9:30 p.m. to 5 a.m. for those under age 14 and 10 p.m. to 5 a.m. for those 14 to 17 years of age. The proposed curfew hours are; 10 p.m. to 5 a.m. Sunday through Thursday and 11 p.m. to 5 a.m. on Friday and Saturday for those under the age of 16 and 12 midnight to 5 a.m. for those 16 and 17 years of age. Parents should be advised that Brooklyn Center City rdinance 19 -304 makes tY it unlawful for parents to allow their children to violate the curfew. The Brooklyn Center Police Department enforces curfew violations. We thank you for your cooperation. Brooklyn Center Police Department 569 -3333 CITY OF BROOKLYN CENTER Notice is hereby given that a public hearing will be held on the 14th day of June 1993, at 7:15 p.m. at the City Hall, 6301 Shingle Creek Parkway, to consider an ordinance amending Chapter 19 of the City ordinances regarding unlawful activity of minors under the age of 16 years and unlawful activity of minors under the age of 18 years and of the age of 16 years and over. Auxiliary aids for persons with disabilities are available upon request at least 96 hours in advance. Please contact the Personnel Coordinator at 569 -3300 to make arrangements. ORDINANCE NO. AN ORDINANCE AMENDING CHAPTER 19 OF THE CITY ORDINANCES REGARDING UNLAWFUL ACTIVITY OF MINORS UNDER THE AGE OF 16 YEARS AND UNLAWFUL ACTIVITY OF MINORS UNDER THE AGE OF 18 YEARS AND OF THE AGE OF 16 YEARS AND OVER THE CITY COUNCIL OF THE CITY OF BROOKLYN CENTER DOES ORDAIN AS FOLLOWS: Section 1. Chapter 19 of the City Ordinances of the City of Brooklyn Center is hereby amended to read as follows: Section 19 -301. UNLAWFUL ACTIVITY OF MINORS UNDER THE AGE OF [14] 16 YEARS. It shall be unlawful for any person under the age of [14] 16 years to be on or present upon any public street, avenue, park, playground, or place open to the public, or place of amusement and entertainment, vacant lot, or other unsupervised place in the City of Brooklyn Center between the hours of [9:30] 10 p.m. [of any day] Sunday through Thursday and 11 p.m. Friday and Saturday and 5 a.m. of the following day; provided, however, that the provisions of this section shall not apply to any such minor person who is accompanied by his or her parent, guardian or other adult person having the authorized care and custody of such minor person, or when such minor person is upon an emergency errand or legitimate business directed by his or her parent, guardian or adult person having authorized care and custody of such minor person. The fact that such minor person, unaccompanied by parent or other adult person having authorized care and custody of such minor person is found upon or in any such place within the City after said [9:30] 10 p.m. Sunday through Thursday and 11 P.m. Friday and Saturday and before said 5 a.m. shall be prima facie evidence that said minor person is there unlawfully. Section 19 -302. UNLAWFUL ACTIVITY OF MINORS UNDER THE AGE OF 18 YEARS AND OF THE AGE OF [14] 16 YEARS AND OVER. It shall be unlawful for any person under the age of 18 years and any person who has attained the age of [14] 16 years and over to ORDINANCE NO. loiter, idle, wander, stroll, or play in or upon any public street, avenue, alley, park, playground, or place open to the public, or place of amusement and entertainment, vacant lot, or other unsupervised place in the City of Brooklyn Center, between the hours of [10] p.m. 12 midnight of any day and 5 a.m. of the following day; provided, however, that the provisions of this section shall not apply to any such minor person who is accompanied by his or her parent, guardian or other adult person having the authorized care and custody of such minor person, or when such minor person is upon an emergency errand or legitimate business directed by his or her parent, guardian or adult person having authorized care and custody of such minor person. Section 2. This ordinance shall be effective after adoption and thirty days following its legal publication. Adopted this day of , 1993. Todd Paulson, Mayor ATTEST: Deputy Clerk Date of Publication Effective Date (Brackets indicate matter to be deleted, underline indicates new matter.) CITY OF BROOKLYN CENTER Council Meeting Date b 9. • Agenda Item Number REQUEST FOR COUNCIL CONSIDERATION ITEM DESCRIPTION: PRESENTATION OF THE COMPREHENSIVE ANNUAL FINANCIAL REPORT DEPT. APPROVAL: CA-*j N &mA Charles Hansen, Finance Director ***************************************** * * * * * * * * * * * * * * * * * * * * * * * * * * * * * ** MANAGER'S REVIEI�i MI�ENDAT N• �' No comments to supplement this report Comments below /attached SUMMARY EXPLANATION: (supplemental sheets attached ) • Included in the agenda packets are the Auditor's letter to the City Council, the Federal Financial Assistance Schedules, and the Auditor's Management Letter. The City's Annual Financial Report has been delayed by a mechanical problem at the printers. It should be delivered to the City Council separately on Friday, June 11. The Finance Department staff and representatives of our audit firm, Deloitte & Touche, will be at the June 14 Council meeting to present these reports and the results of the annual audit. RECOMMENDED CITY COUNCIL ACTION The Council should pass a motion accepting the reports. Deloifte & Touche /0. 400 One Financial Plaza Telephone: (612) 397.4000 120 South Sixth Street Facsimile: (612) 397-4450 Minneapolis, Minnesota 55402 -1844 April 16, 1993 Honorable Mayor and Members of the City Council City of Brooklyn Center, Minnesota In planning and performing our audit of the general purpose financial statements of the City of Brooklyn Center (the City) for the year ended December 31, 1992, we considered its internal control structure in order to determine our auditing procedures for the purpose of expressing an opinion on the general purpose financial statements and not to provide assurance on the internal control structure. In connection therewith, we submit this Commentary Report containing our comments, observations, and recommendations concerning administrative and operating matters which resulted from our audit of the City's 1992 general purpose financial statements. Our observations and recommendations are presented under the following main captions: I. Administrative and Operating Matters • II. Status of Prior -year Recommendations This report is intended solely for the information and use of the Mayor and City Council, management, and others within the organization. We will be pleased to discuss these recommendations with you and, if desired, to assist you in implementing a p g n of them. Y Yours truly, T / Deloittebuche bhmatsu International ADMINISTRATIVE AND OPERATING MATTERS Cash and Investments Management. Observation: As described in Note 2 to the general purpose financial statements, the City had $23,260,000 of investments listed in Credit Risk Category 3 as of December 31, 1992 (see below for discussion of risk categories). This is in contrast to past years when all investments were in category 1. The change occurred due to the issuance of the Implementation Guide to GASB Statement 3 and further review of the custodial arrangement which indicated the insurance of the custodian of city -owned securities did not adequately protect the City in the event of bankruptcy of the custodian. It previously was the understanding that this insurance was adequate. Background: Generally accepted accounting principles have defined three levels of custodial credit risk for securities: 1. Securities that are insured or registered or for which the securities are held by the City or its agent in the City's name. 2. Securities that are uninsured and unregistered and are held by the counterparty's trust department or agent in the City's name. P g ry • 3. Securities that are uninsured and unregistered and are held by the counterparty, or by its trust department or agent, but not in the City's name. These categories do not reflect the credit risk of the City's investments, rather, the risk of loss to the City based on who has custody of the related investments. Category three represents investments with the greatest custodial risk of loss because the lack of segregation of the investments on the City's behalf. The bank referred to above is the counterparty for purposes of this statement. Recommendation: The City should review its investment procedures and determine whether the benefits derived from its current procedures outweigh the additional costs associated with improving the City's overall custodial credit risk. To minimize its custodial credit risk, the City would need to keep investments in safekeeping at a financial institution separate from the counterparty in an account designated in the City's name. As an alternative, the City could require that the investments be held in the financial institution's trust department in the City's name. Each of these alternatives would generate additional costs for the City, but would provide increased protection from the potential financial instability of the financial institutions who have custody of the City's investments. 2 s Cash Collateralization: . Observation: Minnesota State Statute 118.01 Subdivision 2 stipulates that the City's depository institution must collateralize deposits in excess of FDIC insurance coverage. Such collateral must have a fair market value of at least 10% more than the amount of excess deposits if collateralized by qualified Investments other than notes secured by first mortgages. On two of the dates we selected during the year, we found collateral pledged by the City's depository institution to be less than 110% of the City's excess deposits. The collateral deficiency on the dates selected was corrected within one to two days. Recommendation: We recommend the City closely monitor the adequacy of collateral on hand throughout the year, particularly when large deposits are made. Submission of Outstanding Obligations to Hennepin County: Observation: During our testing of the City's compliance with public indebtedness, we noted that the City submitted its report of outstanding obligations to Hennepin County after the due date of February 1, 1993. • Recommendation: The City should ensure the report stating its outstanding obligations is submitted to the County by February 1 of each year. Obtainment of Performance Bonds: Observation: During our testing of the City's compliance with Minnesota bid laws, we noted an instance for a fire engine contract where the performance bond was not obtained in accordance with Minnesota Statute 574.26. Recommendation: The City should obtain all performance bonds as required by state statute. LOGIS. Observation: The City uses the services of LOGIS for its computer processing needs. LOGIS is a consortium which provides data processing facilities and management information systems to its member . municipalities. 3 L We understand LOGIS does not obtain an audit of its general computer controls and is therefore • unable to provide a service auditors' report of its system. Recently issued Statement on Auditing Standards No. 70, "Reports on the Processing of Transactions by Service Organization ", requires independent auditors to obtain a service auditors' report in order to rely on controls of outside service organizations. Recommendation: Given the increased reliance on computer use, continual modifications to applications and software updates, the members of LOGIS should request an audit of the general computer controls of LOGIS as part of their responsibility for maintaining the internal control structure. General Fund Programs: As state revenue sources are decreased, the State will be looking at cities' financial conditions in an effort to cut state spending. This procedure has already been implemented with school districts whereby the State looked at fund balances, particularly in the general fund, as an area to potentially decrease funding. The general fund of the City has a positive fund balance of $5 million as of December 31, 1992 which is approximately 52% of general fund expenditures. This fund contains several programs which directly or indirectly benefit the community or the City as a whole. These programs could be transferred to other fund types such as enterprise, special revenue, or internal service, where applicable. S Recommendation: To avoid possible future funding decreases from the State, the City should consider moving programs into other funds. The City should also consider establishing internal service funds for equipment management, data processing, or other central services. These transfers would help decrease the overall general fund balance and more accurately reflect the nature of the programs. Governmental Accounting Standards Board Statement No. 14: Observation: In 1991, the Governmental Accounting Standards Board issued Statement No. 14, "The Financial Reporting Entity ", which establishes standards for defining and reporting on the financial reporting entity. This Statement is effective for periods beginning after December 15, 1992; therefore, the City must implement the standard in its 1993 Comprehensive Annual Financial nancial Report (CAFR). Background: The financial reporting entity, defined by this Statement, consists of (a) the City, (b) organizations for which the City is financially accountable, and (c) other organizations for which the nature and significance of their relationship with the City are such that exclusion would cause the City's financial statements to be misleading or incomplete. 4 The City may be "financially accountable" for organizations which are legally separate organizations if its officials appoint a voting majority of the organization's governing body and.(l) is able to impose its will on that organization or (2) there is a potential for the organization to provide specific financial benefits to, or to impose specific financial burdens on, the City. Also, the City may be "financially accountable" regardless of these factors if the organization is fiscally dependent on the primary government. The Statement requires that most component units be included in the City's financial data in one or more columns separate from the financial data of the City. The objective of this discrete presentation is to refrain from obscuring the financial data of the City by blending it with the data of component units. Recommendation: The City's management should consider the entities which may meet the definition of a financial reporting entity of the City, including: • Brooklyn Center Economic Development Authority • Brooklyn Center Housing and Redevelopment Authority • Brooklyn Center Fire Department Relief Association If considered a component unit, this organization would require discrete presentation in the City's general purpose financial statements. Management should consider revising the reporting format of the City's CAFR well in advance to facilitate implementation in the CAFR. 5 w STATUS OF PRIOR -YEAR RECOMMENDATIONS We are pleased to announce that the recommendations discussed in our Commentary Report to the City Council for the year ended December 31, 1991 have been either fully implemented or resolved satisfactorily. i • 6 CITY OF BROOKLYN CENTER Council Meeting Date June 14, 1v93 Agenda Item Numbe REQUEST FOR COUNCIL CONSIDERATION ITEM DESCRIPTION: PUBLIC SAFETY DISPATCHING DEPT. APPROVAL: Trevor A. Hampton, Ch' f of Police MANAGER'S REVIEW/RECONEME1QDATION: No comments to supplement this report Comme is below /attached X Attached please find a table indicating the history of the review of options for providing public safety dispatch services. After review of various options and the failure of a five -city joint system to demonstrate economic viability, your staff has reviewed other options and is recommending . consideration of authorizing the City Manager to negotiate, in conjunction with the cities of Crystal, New Hope, and Robbinsdale, the transfer of public safety dispatching services to Hennepin County. I have also attached a table "Criteria for Judging Emergency Communications System" which lists our evaluation of the County option and our existing system. The attached report prepared by Police Chief Hampton gives details of our evaluation of the Hennepin County and other service options. The City Council has previously instructed us to evaluate the County option on an equal basis with other joint options which may be available to us. Since this instruction in March of 1993, the cities of Robbinsdale, Crystal, and New Hope have chosen the County option as their preferred service provider. This leaves the City of Brooklyn Center with no other option at this point in time but to consider the County option or stay with our own dispatching system. Both our police chief and fire chief have reviewed the County option and we have met with personnel of the fire and police departments in evaluating and making our current recommendations. The attached report details the concerns and comments of departmental personnel. There are some final details related to the handling of certain types of services in the police and fire departments which to date have not been finalized. The reason for this is that until Hennepin County knows the number of communities and the availability of frequencies from these communities, they are not able to finalize their service plan for any grouping of communities. It is for this reason we are requesting authorization for the City Manager to negotiate the final details of the plan and bring them back to the Council for final approval. From our preliminary discussions we have every reason to believe if the four communities including Brooklyn Center go with Hennepin County public safety dispatching system, we will be joining a system in which the quality of service will be high and can be assured by monitoring systems. The County has a proven track record of providing quality service to other suburban communities larger and smaller than Brooklyn Center. Extensive discussions between LOGIS (current provider of data processing services for our police information system) and Hennepin County computer personnel have occurred, and they assure us a quality connection can be made between the Hennepin County dispatch system and our police information system at LOGIS. This connection can be made in a fashion similar to the existing connection between our dispatch system and the LOGIS system (see . detailed report in attached materials). If the Council chooses the County option, we propose to keep our current police station open 24 hours a day and monitor our jail as a part of services recommended under the Hennepin County option. I am personally convinced if the City Council chooses the Hennepin County option, citizens in need of the service, City personnel, and the taxpayers of Brooklyn Center will be well served. Citizens in need of the service and employees of Brooklyn Center will have available to them a quality, high technology dispatching system which will give quality service. The taxpayers of Brooklyn Center will be well served by the County option. They will be taking advantage of taxes they are currently paying to Hennepin County with no services received. In addition taxpayers will stand to save a minimum of $136,087 per year. The taxpayers of the community will further be served by the fact that by going to Hennepin County they will be spared significant major capital expenditures at the point of time (three to five years) when our existing radio system is considered for replacement. The County option also represents a quality example of collaborative and cooperative efforts between and among various levels of government. We have also included for your consideration an attachment "What the Annual Savings ($1_6,087) from Going with the County Option Could Fund." SUMMARY EXPLANATION: (supplemental sheets attached no) City Council Officials were given a "draft" report in their packet on Thursday, May 20, 1993 • entitled "Police & Fire Emergency Dispatch Services ". A final updated report is attached. This report contained documentation of the possible providers of police and fire dispatching services for the City of Brooklyn Center. After reviewing all the information available, it is the conclusion of the administration that the most cost - beneficial option is for Brooklyn Center to join with Hennepin County for police and fire dispatching services. In addition to a savings of approximately $130,000 a year in our operating budget, the city is spared the costs of capital replacement of radio consoles and equipment in future years. With the addition of our emergency service frequencies, Hennepin County will be better able to serve all user agencies. There is no indication that service to our citizens will suffer. Although this option will require some changes /adjustments within the police and fire departments, these changes can be made at less cost to our citizens and in the case of the police department, improved communication capabilities. We could continue as we are and lose the goals set by the original five city effort which were to: 1) reduce duplication and expense relative to radio console and equipment, and 2) increase dispatcher efficiencies by pooling personnel. We believe it can best attain these goals by authorizing the City Manager to negotiate an agreement with Hennepin County for police and fire dispatching services. RECOMMENDED CITY COUNCIL A TION Authorize the City Manager to negotiate agreement to join Hennepin County Public Safe Y g g g J P t t3' Dispatch System by approving the enclosed resolution. HISTORY O Joint Powers Dispatch Services concept among cities raised as a cost saving strategy during preparation of 1991 budget. O After staff recommendation, City Council authorized study of potential of Joint Powers dispatching among the cities of Brooklyn Center, Crystal, New Hope, Golden Valley, and Robbinsdale. O In July of 1992, the Montgomery and Associates study demonstrated the technical and operational feasibility of the Joint Dispatch concept. However, financial analysis demonstrated Brooklyn Center's share of the cost of a Joint system exceeded the cost of the existing Brooklyn Center system. O In March of 1993, City staff recommended evaluation of Hennepin County option. City Council authorizes evaluation of County and other service options. O During May of 1993, cities of Robbinsdale, New Hope, and Crystal have authorized joint city negotiations with Hennepin County for dispatch services (attached are copies of their resolutions). The City of Golden Valley will not be considering the Hennepin County option. They will be remaining with their own system or join with St. Louis Park. CRITERIA FOR JUDGING EMERGENCY COMMUNICATION SYSTEM 1. The system should have the capacity to migrate to future technologies such as digital electronics, 800 megahertz, and 800 megahertz trunking. O Under this criteria, our current system or the County system could take advantage of technological advances. However, migration to these technologies will be significantly less expensive with the County system. Brooklyn Center's base station equipment should be considered for replacement within three to five years. With the County system, Brooklyn Center would avoid significant base station costs. 2. Any system adopted must at least equal our current dispatch technology. O The County system meets this criteria. 3. Any system must meet our current communication requirements and must be flexible enough to meet future needs. O Either our current system or the County system would meet this criteria. With our current system we would have complete control over flexibility. With the County system, we would have shared control over flexibility through a user advisory board. Any Joint Powers service arrangement would also involve a user board and shared control over flexibility. Over the years, Brooklyn Center has had positive experiences with such user boards as LOGIS, Tourism Bureau, Northwest Hennepin Human Services Council, Joint Health Service Board, Hennepin Recycling Group, and others. We see no reason why the "user board" concept will not work for Brooklyn Center with Hennepin County Dispatching. Cities currently serving on the County Dispatch Services User Board indicate they are listened to and their concerns are fairly addressed. 4. Any system must be able to handle and coordinate multi - community and agency response to a natural disaster or major public safety need. O Either our current system or the County system would meet this criteria. Both systems have demonstrated their capabilities in this area. Because the County system does and will be dispatching neighboring communities, if we go with the county system, coordinating response to disaster situations would be less complicated. 5. Any system must provide service and response to both citizens and City personnel which is of high quality. O Both systems meet this criteria. Recording systems serving both systems assure quality service. 6. Any system should have the ability to contain costs and deliver the best return for resources expended. O Under this criteria, the County option is clearly superior. Comparative cost analysis indicates an annual savings of at least $130,238. If our current dispatching service is enhanced by adding an additional dispatcher, as has been recommended by the police department, the annual savings increase to $164,738. (See attached table entitled "Dispatch Services Cost Analysis.") The reason for the saving is that Hennepin County will be financing dispatching costs rather than the City of Brooklyn Center. DISPATCH SERVICES COST ANALYSIS 1994 Projected Costs - without service enhancement 1993 Brooklyn Center Costs $247,085 + Mobile Digital Terminals (MDTs) annual cost 19,240 1994 Brooklyn Center Costs $266,325* ( without service enhancement) 1994 Projected Costs - with service enhancement 1993 Brooklyn Center Costs $247 + Mobile Digital Terminals (MDTs) annual cost 19,240 + one additional dispatcher annual cost 34,500 1994 Brooklyn Center Costs $300,825* ( with service enhancement) 1994 Projected Costs - Hennepin County Option 1994 Brooklyn Center Costs $136,087 ** (includes $19,240 MDT annual cost) Net Annual Savings of Hennepin County Option vs. 1994 Projected Costs without service enhancement $130,238 Net Annual Savings of Hennepin County Option vs. 1994 Projected Cost with service enhancement $164 *Does not include $2,000 one -time cost for installation of MDTs, 1994 compensation cost increases, or any service enhancement. * *Does not include $2,000 one -time cost for installation of MDTs, $8,740 one- time LOGIS data link programming cost, or 1994 compensation cost increases. What the Annual Savings ($136,087) from Going with the County Option Could Fund: O A reserve for funding property tax losses from Tax Court valuation appeals for the 1994 budget. O Removal of three dilapidated houses annually. O Replacement of playground equipment in three parks. O The salaries for 2+ police officers. O The salaries for 3 + park /street maintenance personnel. O A Class "A" reforestation program. O 1.3 times the average police department capital outlay. O The financing of our street assessment stabilization program. O 90% of our street lighting budget. O 3 times the cost of one fire inspector. O 100 %+ of fire department annual labor costs. 0 100% + of City prosecution costs. q Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION REQUESTING HENNEPIN COUNTY SHERIFF'S DEPARTMENT TO PROVIDE DISPATCHING SERVICES FOR BROOKLYN CENTER POLICE AND FIRE DEPARTMENTS AND AUTHORIZING CITY MANAGER TO NEGOTIATE AN AGREEMENT WHEREAS, in February 1992, the Brooklyn Center City Council through resolution directed the city administration to study the feasibility of a joint dispatch center. The center would dispatch police, fire, and emergency services for the cities of Brooklyn Center, Crystal, Golden Valley, New Hope, and Robbinsdale; and WHEREAS, this study determined that the start -up cost and annual operating cost to establish a joint facility were excessive and recommended three options: 1) change dispatch to the Hennepin County Sheriff's Department; 2) build and operate an independent five city joint dispatch facility; or 3) remain the same; and WHEREAS, in March 1993, the administration recommended that Brooklyn Center consider having Hennepin County provide the dispatching services resulting in a potential savings of over $130,000 annually. Council directed the administration to continue to examine the Hennepin County option, but also examine the feasibility of joint dispatch with another city; and WHEREAS, during May 1993 the cities of Robbinsdale, New Hope, and Crystal have authorized joint city negotiations with Hennepin County for dispatch services, and Golden Valley is planning to join with St. Louis Park for dispatch services; and WHEREAS, evaluation of the Hennepin County dispatch services indicates they are a quality operation capable of giving good service to Brooklyn Center at an equal service capability of our current dispatch system; and WHEREAS, the Hennepin County public safety dispatch system offers significant annual operating savings to the City of Brooklyn Center, and in addition it offers long -range cost saving opportunities. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center that the City of Brooklyn Center hereby requests the Hennepin County Sheriff's Department to consider providing emergency dispatch services to the cities of Brooklyn Center, Crystal, Robbinsdale, and New Hope. RESOLUTION NO. BE IT FURTHER RESOLVED the City Manager is authorized to negotiate an agreement with Hennepin County to accomplish the transfer of public safety dispatch services with the review and approval by the City Council. Date Todd Paulson, Mayor ATTEST: Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded by member , and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. POLICE &FIRE EMERGENCY DISPATCH SERVICES w BROOKLYN CENTER June 10, 1993 TABLE OF CONTENTS PAGE INTRODUCTION 1 EXECUTIVE SUMMARY 3 POLICE DEPARTMENT 5 FIRE DEPARTMENT 10 PUBLIC WORKS DEPARTMENT 1 ME 3 CONCLUSIONS 15 Appendix A. Brooklyn Center Council Resolution B. Montgomery Report Summary C. Five City Study D. Brooklyn Center Cost E. Fire Concerns F. Robbinsdaie Council Resolution G. Crystal Dispatch Summary H. Three City Proposal /Dispatch Memorandum I. New Hope Resolution J. Radio Equipment Memorandum 0 16 BROOKLYN VENTER POLICE DEPARTMENT P E MEMORANDUM TO: Gerald G. Splinter, City Manager FROM: Trevor A. Hampton, Chief of Police DATE: June 14 1993 SUBJECT: Dispatch Service During the last week in May and the first week in June, I have met with over 35 of our es olice officers and dispatch personnel to discuss the possible changes P P P P g in police dispatch services. The overriding concerns expressed to me are; 1) Job security for dispatchers 2) Traffic stops; officer safety procedures and 3) The need for a talk- around frequency if the County option is selected. Concern number 2 was alleviated once officers were assured that a talk- around frequency would be provided to them as part of the negotiations process if the resolution before City Council is approved. Our officers generally would like to maintain the existing system, but recognize our space availability problems, the economics involved, and the potential technological changes on the horizon. They are very interested in securing M.D.T.'s (Mobile Digital Terminals) to assist them in their work. I have looked at this issue closely and recommend to you and City Council that we negotiate with the County for them to provide dispatching services to our Community. It is through this process that all concerns will be resolved prior to final City Council action. Trevor A. Hampton INTRODUCTION In February 1992, the Brooklyn Center City Council through resolution directed the city administration to study the feasibility of a Joint Dispatch Center. The Center would dispatch police, fire and emergency services for the cities of Brooklyn Center, Crystal, Golden Valley, New Hope and Robbinsdale. The Council in the same resolution authorized a joint feasibility study with Brooklyn Center's cost being $3,800. In July 1992, W. M. Montgomery and Associates published a report on "Combined Public Safety Answering Point" to: 1) reduce duplicative costs of replacing aging equipment and, 2) provide more efficient, cost effective use of existing dispatch resources through the pooling of personnel. As a result of this report, the five cities determined that the start up cost and annual operating cost to establish a joint facility were excessive and recommended three options to their respective city councils: 1) change dispatch to the Hennepin County Sheriff's Department, 2) build and operate an independent five city joint dispatch facility or 3) remain the same. In March 1993, the administration recommended that Brooklyn Center consider having Hennepin County provide our dispatch service at a savings of over $100,000 annually. Council directed the administration to continue to examine the Hennepin County option, but also to examine the feasibility of joint dispatch with another city. Since our police department facilities, in general, are cramped for space and our dispatch area is too small for expanded use, Brooklyn Center would have to find a neighboring community whose dispatch center was large enough and who was interested in a joint enterprise. Police dispatch personnel, in a proposal sent to elected officials, suggested that Brooklyn Center, Crystal and Robbinsdale establish a joint operation. However, none of these cities have a dispatch facility that could accommodate such an enterprise. It should be noted that it is not probable that two or three cities could loin together and share a new facility cheaper than five cities could. It appears the cities of Crystal and Robbinsdale have determined that county 1 dispatch is the direction they wish to go and they will probably not be available for joint consideration. The city of Golden Valley is currently dispatching for New Hope which does not have a facility. Golden Valley has abandoned the construction of a new dispatch facility and is planning to contract dispatch services with St. Louis Park. St. Louis Park built a new facility less than two years ago and has sufficient expansion capacity to add Golden Valley, an adjacent community. New Hope is considering joining their fire department with Crystal's. Since Crystal is planning to go to Hennepin County, which seems to be a strong possibility, that decision is expected to be made by the end of May. Since Brooklyn Center's choices are: 1) to remain the same, or 2) change dispatch to Hennepin County, the remainder of this report will explore the feasibility of the latter option. 2 EXECUTIVE SUMMARY • In February 1992 Brooklyn Center City Council directed that a feasibility study be initiated to consider a joint Dispatch Center for Brooklyn Center, Crystal, Robbinsdale, Golden Valley, and New Hope. • In March 1993, the administration presented three options but determined that the five city effort was not cost effective. • Three of the other four cities are looking toward joining Hennepin County for dispatch services. Golden Valley is planning to join St. Louis Park. The three city proposal advanced by dispatch personnel is not a viable option. There are several advantages and disadvantages of having Hennepin County provide dispatch services for Brooklyn Center. • Additional records personnel will need to be hired for 24 hour records service and additional Code Enforcement positions added if county dispatch is selected. • Significant cost saving will accrue to the city if county dispatch is selected. • Brooklyn Center has three (3) dispatch frequencies that will be added to Hennepin County if the county option is selected. • The Police Department would benefit from improved communication capabilities, ie, mobile digital terminals if the county option is selected. • Current police dispatch personnel would have an opportunity for employment with the County at higher salaries. 3 • Priority consideration would be given to any dispatcher who is unsuccessful in attaining County employment, if qualified for other available city jobs. • The Fire Department would have to change some of its operating methods if county dispatch is selected. • The Public Works Department needs would not suffer with county dispatch. • This report concludes that it would be beneficial to have Hennepin County provide dispatch services for Brooklyn Center. 4 POLICE DEPARTMENT The city of Brooklyn Center currently holds FCC licenses for three (3) radio frequencies, two (2) for police (T- 155.535 and R- 158.970) and one (1) for fire (T/R154/430) which we share voluntarily with the Crystal Fire Department. The frequencies would be used by Hennepin County if we joined their system. The value of our current frequencies will diminish over the next five years as the 800 MHZ systems become operational. Listed below are the general positive and negative aspects of joining Hennepin County. Positives: 1. The county option is clearly the lowest cost alternative with the greatest utilization of resources.. 2. The training of dispatchers and the responsibility for their trained status is becoming a very important aspect of dispatching. Clearly the county offers the opportunity for the best training programs and limits the liability of cities to be responsible for their actions. 3. The cities cannot remain alone or an island unto themselves to survive financially. The taxpayers continue to ask us to change the way we do business which includes doing more, at a higher level of quality, with less resources. 4. The county system does provide the most efficient system in terms of expenditure of resources to produce a product. Further, it allows individual cities more opportunities in the future for interacting with the county at different public safety levels to provide cooperative arrangements such as jails, special communication projects, crime lab, etc. 5. The emergency communications environment demands standardized routines. As technology increases and more and more people are looking over the shoulders of dispatchers, tasks must be standardized. 5 A larger organization such as the county is better able to standardize procedures and functions. 6. The county system offers a state of the art CAD (Computer Aided Dispatching) system for capturing information. 7. The 800 MHz trunking will occur in the near future. The argument of radio frequency allocation will go away when this occurs. A realistic assumption is that 800 trunking could happen in about five years. 8. The county alternative does not degrade the fire communication system from what is currently found in each city. 9. The county system does offer a larger population base in which to exert political pressure if need be. The county system clearly becomes the biggest player on the block and certainly in the state of Minnesota. Ne atives: 1. The Hennepin County dispatch system is considered by some as too large and impersonal. 2. Cities may be required to use the county equipment. 3. Contracting with the county is a major change in the way we are used to doing business. 4. There is a feeling of loss of city control by going with the county. 5. Uncertainty about each city's current dispatchers and their future by going to the county. Since Brooklyn Center dispatch personnel provide a 24 -hour presence within the police department and provide a number of services to the city that would not be performed by Hennepin County, a listing of those duties and who would perform them is necessary. 6 0 First, jail monitoring and the need to maintain our police information network terminal would require providing additional personnel for 24 -hour a day services with the police department. It is estimated that an additional full -time and one part -time code enforcement officer position (Cost $48,099 per year) and two full -time terminal operators ($57,088 per year) would be needed. In addition, the following activities would be handled by either code enforcement or records personnel 24 hours a day. Records Personnel: 1. Computer entry of citations. 2. Time clock /cards. 3. 911 phone. 4. Norstan phone. 5. Command Data System. 6. BCA terminal and printer. 7. Digital clock. 8. 911 printer 9. Air conditioner. 10. Dictaphone recorder. 11. IBM typewriter. 12. Transcriber. 13. Canon typewriter. 14 Copy machine. 15. Portable cassette recorders. 16. First aid kit. 17. FAX. Code Enforcement: 1. Jailer duties. 2. State Patrol arrests. 3. Record checks /assigning booking numbers. 4. Fingerprinting. 5. Photographing. 6. CDS entry. 7 7. Forms. a. Booking folder. b. Photo mug card. C. FBI fingerprint card. d. BCA fingerprint card. e. Summary of arrest. f. Palm prints. g. Meal receipts. h. Release receipt. i. Authority to detain. j. Lock -up register work sheet (white & pink). k. Juvenile violation report. 1. Summary of juvenile detention. m. Arrest log books. 8. Prisoner procedure. a. Searching. b. Lodging. C. Visual checks. d. Meals. e. Showering. f. Cell cleaning (including flush valve). g. Linen maintenance. 9. Prisoner release. a. Transfer to Division II court. b. Hennepin County transport. C. Probable cause felony /gross misdemeanor. 1) Pending investigation. 2) Pending formal complaint. 3) To county jail. d. Misdemeanor /petty misdemeanor tab charge. 1) Cite and release. 2) Bail /bond. 3) Release personal recognizance. 4) Hold for Division II court. e. Warrant (notification to warrant office. 1) Fine. 8 2) Baillbond. 3) Hold for Division II court. 4) To county jail. f. Juvenile 1) To parent or guardian. 2) To juvenile detention center. 3) Warn and release. 4) Referral to juvenile mediation. 5) Referral to juvenile court. A major concern to the police department and the city is the future of our six (6) dispatchers if a decision is made to join Hennepin County. In the discussions city staff had with County personnel during the five -city effort, the County indicated that they expected to add approximately twelve (12) dispatcher if the five cities joined the County system. If all the cities, less Golden Valley, join Hennepin County only Robbinsdale and Brooklyn Center have dispatch personnel trained in Computer Aided Dispatch. County Personnel indicated that city dispatchers would have priority based on training and experience in filling County expanded dispatch positions. Although, this is not a guarantee, out personnel would have less difficulty securing these positions than most. Others may consider the expansion positions in the police records and code enforcement. It should be noted, that County dispatch personnel enjoy a higher salary and professional training opportunities than are available in Brooklyn Center. Priority onsideration would be given to an dispatcher who was unsuccessful Y g Y P in gaining employment with County dispatch, if qualified for other city vacant positions. 9 FIRE DEPARTMENT The following questions were raised by the fire department as to how certain functions would be performed if Brooklyn Center joined the county 911 system. This section represents a clarification of dispatch problems /concerns expressed in a memorandum of 03/26/93 from Mr. Jim McClure, Chairman of BCFD Dispatch Committee. The responses are from Fire Chief Ron Boman based on a meeting he participated in with Hennepin County personnel. 1. Based on all information I have received after attending numerous dispatch meetings, the quality of dispatching will not improve by going to the county. According to information given to me by Hennepin County personnel in charge of dispatching, the county could not dispatch our fire department out on medicals during the weekends only. We currently respond on all heart and breathing medicals and also all personal injury accidents occurring between 8 p.m. Friday to 12 p.m. Sunday night. They could dispatch us on all medicals and personal injury accidents seven days a week, 24 hours a day, but this would be unacceptable to the members of the fire department as it would burn out our fire fighters responding to the increased number of calls. Also, it would be difficult for the fire department to cover all medicals as we do occasionally when the police get involved in a major police incident. Possible Solutions We could have a scanner at each station to monitor police calls. When the police are dispatched to a heart or difficulty breathing call, the fire fighters could automatically respond. This would work when the fire fighters are awake, but when they are sleeping we would have to use a different system. This could be having the sergeant or senior duty officer notify the dispatch to tone out the fire department. If the police department has a 24 -hour person in the police 10 department, perhaps it could be written in that job description to notify the dispatch to tone out the fire department. We might consider adding an additional person to the duty crew and just dispatch the duty personnel on medicals and personal injury accidents during this time period. 2. The county could make the inter - agency contacts we would need whenever we are operating at an emergency. The county has stated that any calls that are needed or requested at any emergency could be made by their dispatchers. 3. The county would only provide radio tests twice a week and would not provide announcement information on a regular basis as is now provided for the fire department, i.e., Monday and Wednesday drill announcements, work detail announcements, etc. Possible Solutions The fire department would have to put out special reminder signs. Also, I would recommend that the city print up a yearly reminder calendar with all pertinent drills, meetings and fire department information and distribute these at the beginning of each year. 4. There have been concerns by our fire department members based on past information received by current users of the county radio that the county radio administrators have not been very receptive to problems and concerns given to them by the present Users Board. I have visited and talked with fire department members of the Radio Users Advisory Board and have been informed that the County Radio Administrators have become more receptive to problems and concerns of the users of the Radio System and are working closely with Users Board and are working to addressing the problems that the Users Board has given them. 5. The county radio system will not allow for specific paging of key personnel for fire department business, i.e., Inspectors, District Chiefs, 11 etc. This happens quite frequently now using station base stations. The county will not allow us use of a fire frequency to page fire fighters from our own base stations if we go to county. Solution Lease or purchase portable phones for key personnel that are small enough to carry on belts so they can be contacted anytime they are needed. 6. There will be a need for the city to install fax machines in the fire stations so we can get copies from the county of our response times and incident information after the emergencies. 12 PUBLIC WORKS DEPARTMENT The following questions were raised by public works as to who will perform these functions if Brooklyn Center joined the county 911 system. 1. Motorola radio lift station alarm board at police station dispatcher console has to be monitored 24 hours a day continuously. Any unnoticed alarm could cause major sewer back -up of homes. 2. Lift station alarm board has to be monitored for communication to crews from dispatcher during routine and emergency maintenance. 3. Dispatcher monitors confined space entry and exit logs, after hours and on weekends as only single person is on utility rounds on Saturday, Sunday. and Holidays, and emergencies after hours. 4. All alarms on SCADA water control system go to police dispatcher as #4 position in auto dialer to special phone at dispatch for SCADA and Heritage Center alarms. 5. Dispatch is called for "key people" to notify commercial property owners of emergencies, i.e., fire, loss of water, sewer problems and freeze -ups. 6. Police squads call police dispatcher at present to dispatch for plowing, salting, sanding, etc. City vehicles call dispatcher for park vandalism, accident, parked cars in streets, "snowbirds," emergencies or suspicious findings. Dispatch calls on city channel to warn of tornadoes, severe weather, etc. No contact between police squads and public works vehicles after hours, via radio, relayed by dispatcher. Items 1, 3 and 4 would be performed by 24 -hour records personnel. Items 2 and 5 will require a public works base station in records. Records will handle these needs by monitoring the radio after hours, on weekends and holidays. Many of the requests in item 5 will be handled through county dispatch. 13 Any police squad request (item 6) will be relayed by county dispatch to public works. Public works calls from the field will be relayed to 911 center by public works dispatch during duty hours or by records personnel through base station after hours. 14 CONCLUSIONS After reviewing all the information available, it is the conclusion of the administration that the most cost - beneficial option is for Brooklyn Center to join with Hennepin County for police, fire and emergency dispatch service to our citizens. In addition to a savings of $100,000 a year in our operating budget, the city is spared the costs of capital replacement of radio consoles and equipment in future years. With the addition of our emergency service frequencies, Hennepin County will be better able to serve all user agencies. There is no indication that service to our citizens will suffer. Although this option will require some changes /adjustments within the police and fire departments, these changes can be made at less cost to our citizens and in the case of the police department, improved communication capabilities. We could, of course, continue as we are and lose the benefits of the original five city effort which were to: 1) reduce duplication and expense relative to radio console and equipment, and 2) increase dispatcher efficiencies by pooling personnel. 15 Brooklyn Center Council Resolution Member Jerry Pedlar introduced the following resolution and moved its adoption: RESOLUTION NO. 92 -29 RESOLUTION AUTHORIZING PARTICIPATION IN A FIVE -CITY JOINT DISPATCH FEASIBILITY STUDY AND TRANSFERRING FUNDS WHEREAS, the City of Brooklyn Center, along with the cities of Crystal, Golden Valley, New Hope, and Robbinsdale wishes to explore the feasibility of a joint dispatch facility; and WHEREAS, phase one of this process is to obtain an expert evaluation of feasibility and costs; and WHEREAS, the cost of this study would be $19,260 to be divided equally among the five communities; and WHEREAS, Brooklyn Center's share would be $3,852. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center to approve Brooklyn Center's participation in the feasibility and cost study. BE IT FURTHER RESOLVED to transfer $3,852 from Council Contingency to the police department's Legal and Professional Fees account (4312). February 10, 199 Date Todd Paulson, Mayor i ATTEST: Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded by member Dave Rosene , and upon vote being taken thereon, the following voted in favor thereof: Todd Paulson, Celia Scott, Jerry Pedlar, Dave Rosene, and Philip Cohen; and the following voted against the same: none, whereupon said resolution was declared duly passed and adopted. Member Celia Scott introduced the following resolution and moved its adoption: RESOLUTION NO. 92 -260 RESOLUTION OF INTENT RELATING TO JOINT PUBLIC SAFETY DISPATCHING WHEREAS, a committee of representatives of the cities of Brooklyn Center, Crystal, New Hope, Robbinsdale, and Golden Valley (Cities) have been discussing the possibility of establishing a joint public safety answering and dispatching facility for the five Cities (Project); and WHEREAS, a report (Report) on the financial and operational feasibility of the Project has been prepared by the committee and has been reviewed by the Council; and WHEREAS, based on a preliminary review of the Report, this Council finds and determines that the establishment of the Project, as proposed, is a desirable goal for the city and that significant efficiencies and economies in the delivery of public safety services in the Cities can be achieved by such a Project; and WHEREAS, an essential element of the Report is a recommendation that the Project be constructed, owned, and operated as a joint project by the Cities pursuant to the Minnesota Joint Powers Act, Minnesota Statutes, Section 471.59; and WHEREAS, the Council finds and determines that the conduct of the Project by the Cities under the Joint Powers Act is a reasonable and desirable concept and states its willingness to proceed with the necessary steps to conduct the Project in this manner. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center that the City Council approves in principle the concept of establishing the Project to be operated jointly by the Cities under the Joint Powers Act. BE IT FURTHER RESOLVED AS FOLLOWS: 1. The City Manager, City Attorney, and other City staff are authorized and directed to continue to develop recommendations for the Project and to report those recommendations to the Council. 2. The City Council states its present intent to enter into a joint powers agreement to establish the Project, provided that satisfactory arrangements as to location, financing, and operation of the Project are embodied in the joint powers agreement. RESOLUTION NO. 92 -111 3. The City Council urges the other Cities to proceed with due diligence to participate in the successful establishment and operation of the Project. November 9, 1992 Date Todd Paulson, Mayor ATTEST• Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded by member Jerry Pedlar , and upon vote being taken thereon, the following voted in favor thereof: Todd Paulson, Celia Scott, Jerry Pedlar, Dave Rosene, and Philip Cohen; and the following voted against the same: none, whereupon said resolution was declared duly passed and adopted. Montgomery Report Summary • • i 1 i 4 7 7 J -' REPORT w COMBINED PUBLIC SAFETY ANSWERING POINT BROOKLYN CENTER, CRYSTAL GOLDEN VALLEY, NEW HOPE ROBBINSDALE j July 27, 1992 1 W. M. Montgomery & Associates 18321 Ridgewood Road Minnetonka, Minnesota 55345 (b 12) 470 -1099 T' i r EXECUTIVE Y _l J Montgomery & Associates was retained to investigate the financial and operational feasibility of consolidating public safety answering and dispatching operations (PSAPs) for the cities of T Brooklyn Center, Crystal, Golden Valley, New Hope, and Robbinsdale. The authors find: ■ a consolidated PSAP with six fewer dispatchers can handle all the traffic now carried by the four stand -alone PSAPs and save $111,400 per year in payroll cost. If a more conservative salary model is used ($12.00 /hour), annual payroll savings of $182,757 can be achieved. ■ the consolidated facility can maintain the same or higher level or service than now offered through individual PSAPs. ■ consolidation will make a mobile data terminal system and direct access to a state -of -the art computer aided dispatch /records management system economically feasible whereas cost of these systems probably cannot be justified by the individual cities. Efficiencies described in this report are accomplished by: a) eliminating duplication of 9 -1 -1 telephone equipment and radio dispatch consoles; b) pooling the efforts of dispatchers; c) raising the number of dispatchable incidents /year handled by each dispatcher. The underlying assumption of improved dispatcher efficiency in a consolidated environment is that existing dispatchers at their individual PSAPs are seldom all busy at the same time. Now, when a particular dispatcher is busy, there is no mechanism to distribute telephone and radio calls to a neighboring dispatcher who may be idle. Because many of the dispatchers are working alone some of the time special arrangements must be made to relieve them periodically. This represents a hidden cost which is difficult to measure. Physical separation of dispatchers is the limiting factor to work sharing. 9 -1 -1 call processing equipment now installed in each of the PSAPs is aging. This equipment 1 was "turned on" ten years ago this fall. While still operating with acceptable reliability, contemporary 9 -1 -1 equipment provides more features and can be purchased outright - an option not available when the system was installed. Equipment purchased at current prices has a payback term of approximately 5 years compared to equipment now leased. Although not a cost saving which directly benefits the five communities, consolidation will also reduce the cost of 9 -1 -1 network facilities to the state of Minnesota. r W. M. Montgomery & Associates Minnetonka, Minnesota f Workload for dispatchers in the currently separated PSAPs is uneven despite similarities in community P P mmuni makeup and number of dispatch employees. Dispatcher activity ranges from approxi- I mately 10 dispatchable incidents /day /dispatcher to 22 dispatchable incidents /day /dispatcher. Synergy of a consolidated PSAP will increase efficiency to 33 incidents /day /dispatcher. With proper employee selection and training these performance levels are readily achievable. Models for consolidated PSAP operation can be found in the Twin Cities area. Anoka County operates one PSAP for 22 jurisdictions using a front line staff of 26. Dispatch employees in Anoka County average 34 dispatchable incidents /day /dispatcher plus handle vehicle license, warrant, -' and hot file checks over the radio. J Police officers in the five cities studied under this project use mobile data terminals whereas Anoka County officers do not enjoy this service. Even without a MDT system, the consolidated Anoka communications center is dramatically more efficient than the stand -alone PSAPs studied here. Radio systems used by Brooklyn Center, Crystal, Golden Valley, New Hope, and Robbinsdale covers all five communities. While existing antenna locations probably would not have been used if the original intent were to provide area -wide coverage, there is no pressing need to move antennas to implement a consolidated PSAP. When all of the radio channels now used for police and fire dispatch are pooled, it will be possible to have separate police channels for dispatch, tactical, and information traffic. Fire departments will be able to enjoy separate dispatch and fire ground frequencies. Almost all mobile and portable radios can be modified at modest cost to incorporate all of the police and fire channels used by the five cities. The consolidated PSAP should be built around new console equipment, leaving existing consoles in place for casual radio communications with "home" departments. A second benefit of pur- chasing new radio consoles for a consolidated PSAP is avoidance of interruptions to service while the new facility is tested and debugged, as well as escaping electrical incompatibilities between the various brands and models of console equipment now in place. Finally, opportunities for new sources of revenue exist in the consideration of a consolidated dispatching facility. We estimate a minimum of $20,000 per year can be generated to offset cost of the cooperative PSAP. Alarm monitoring of private subscribers can be accomplished using new equipment installed in the PSAP. Alternately, actual monitoring can be left to alarm industry "central stations" but special equipment installed to facilitate electronic transmission 1 of alarm information directly to the PSAP when a response is required. Both approaches can include extra fees for the higher level of service offered. Front -end cost to implement a consolidated PSAP is estimated to be $801,000 including pur- chase of the old Norwest Bank building, remodeling, E -9 -1 -1 telephone equipment, new radio consoles, and modification of existing mobile /portable radios. This cost can be expected to be saved in five or six years of operation. a W. M. Montgomery & Associates Minnetonka, Minnesota w 1 10 Incidents Incidents 1991 /dispatcher % of Total 1990 /capita % of Total fmunity Incidents /year Incidents Po /year_ Population om --� Brooklyn Center 23,191 3865 28% 28,887 0.8 26% Crystal 12,114 2423 15% 23,788 0.5 22% Golden Valley 32,101, 5350, 39 20,971 0.7 19 21, 853 20% New Hope 13 % Robbinsdale 15.219 3044 18% 14,396 1.0 100 % 109, 895 100% Total 82,625 Notes: 1 Figures for Golden Valley also include calls dispatched to New Hope. ■ Each of Crystal's five dispatchers handle approximately 2,423 dispatchable incidents per year. This translates to about 0.5 incidents per capita. If Crystal's supervisor is counted in the incident workload, the number drops to 2,019 dispatchable incidents per dispatcher per year. Crystal's dispatchers also do data entry, record keeping, ees e report the station during supervision of the lockup. Dispatchers may be the only employ certain hours of the night; in this capacity they handle walk in traffic via a telephone hookup to the lobby. ■ Each of Golden Valley's six dispatchers handle approximately 5,350 dispatchable incidents per year. This translates to about 0.74 incidents per capita for the combined populations of - Golden Valley and New Hope. If Golden Valley's supervisor is counted in the incident workload the number drops to 4,586 per dispatcher per year. In addition to dispatching, Golden Valley's dispatchers also do audio and CCTV monitoring of the lockup. Dispatchers may be the only employees in the station during certain hours of the night; in this capacity they handle walk in traffic via a telephone hookup to the lobby for about 16 hours of the evening and night shifts and all day on Saturday and Sunday. ■ Each of Robbinsdale's five dispatchers handle approximately 3,044 dispatchable incidents per year. This translates to slightly more than 1 incident per capita. Dispatchers /CSOs in Robbinsdale typically handle all walk up traffic 24 hours per day. Refer to Graph 03 on the next page. Note that with its six dispatchers, Golden Valley's dispatchers handle nearly twice the activity handled by Robbinsdale's five dispatchers (partially because Robbinsdale can't operate with less than one dispatcher on duty). Note also that Robbinsdale appears to have double the number of incidents per capita of Crystal. We suggest the actual frequency of dispatchable incidents in these cities is roughly equivalent. We surmise -- that the difference occurs as a result of the types of activities which are logged by dispatchers; 0 this boils down to differences of policy and procedure. � 1 W. M. Montgomery &Associates 7 Minnetonka, Minnesota Covera e Combined jurisdictions of the five cities covers a rectangle approximately 8 miles long from north to south and 5.5 miles wide from west to east. Transmitters now installed in any of the cities provides mobile radio coverage throughout the combined area of all the cities. While one might chose antenna locations differently if the consolidated system were being planned from scratch, there appears to be no immediate need to relocate stations now. When current stations are replaced, you will want to revisit the location issue with a view towards minimizing lease cost of control lines between the dispatch center and stations. Existing in- building coverage and communication with personnel on foot is good in each of the cities because the service area of individual radio stations is so small. This intense coverage will be strained if users expect the same in- building coverage to extend across five cities without adding more receivers. It may turn out that remote receivers on the Golden Valley /New Hope frequencies are desirable in Brooklyn Center and a remote receiver on the Brooklyn Center police frequency is desirable at the New Hope water tower, 47th and Aquilla Streets. Each satellite receiver will cost about $4,000, including signal quality module in the home com- parator, if plugged into an existing antenna at the remote site. A comparator (one required for each channel with remote receivers) costs about $4,000 installed. Brooklyn Center already has a comparator on their police repeater to serve receivers at the Municipal Building and Brookdale. Notwithstanding, we believe investment in remote receivers to extend coverage of portable radios to every nook and cranny can be delayed until a need has been demonstrated in the expanded system. If /when detail work is done on implementation of consolidated dispatch, you will want to check radio locations known to be difficult with a view towards considering candidate locations for remote receivers to improve talk -back to the dispatcher T from officers on foot. t Four police radio channels and three fire radio channels are used by the five cities: Police Fire Note Brooklyn Center T- 155.535 Repeater T /R- 154.430 Note 1 R- 158.970 Crystal T /R- 155.685 T /R- 143.430 Note 2 Golden Valley/ T /R- 155.430 T /R- 154.250 Note 3 New Hope T/R- 154.725 Robbinsdale T /R- 153.860 T /R- 153.770 Note 4 Note 1: Fixed stations are Motorola MICOR. Repeater has digital encryption (DVP) capability as do most mobile and portable radios. Console is Motorola Centracom 1 installed 1980. Fire channel shared with Crystal. W. M. Montgomery & Associates 30 Minnetonka, Minnesota Five City Study • • March 1993 JOINT DISPATCH REPORT CRYSTAL, ROBBINSDALE BROOKLYN CENTER, GOLDEN VALLEY, NEW HOPE For the past two years the five cities of Crystal, Brooklyn Center, Robbinsdale,.New Hope, and Golden Valley have joined together to study the possibilities of operating a joint public safety dispatching facility. The five cities studied various ideas, alternatives, and options for a joint facility or joint operation. After several years of work and many hours of cooperative time spent in such a study, several solid, workable options for joint dispatching have developed as a result of working together. The purpose of this report is to provide information which outlines the following options for joint dispatching. The • following options will be outlined in this report: 1. Change to Hennepin Count Sheriffs Department for P Y P dispatching.services. 2. Build and operate a independent Five -City Joint Dispatch Facility. 3. Remain the same - no change - dispatching at individual cities. OPTION 1: CHANGE TO HENNEPIN COUNTY SHERIFFS DEPARTMENT FOR DISPATCHING SERVICES. Hennepin County Sheriffs Department runs a dispatch operation for cities in Hennepin County who choose to contract for such service. Hennepin County Dispatch provides dispatching for both police and fire operations and is in operation 24 hours a day, 365 days per year. The dispatch facility is physically located in Golden Valley See Attachment 1. 1 } The Hennepin County Dispatch facility presently provides public safety dispatching for police and fire for the cities of: Brooklyn Park Maple Grove Champlin Plymouth Wayzata Orono Mound Corcoran Dayton Rogers South Lake Minnetonka St.Bonifacius /Minnetrista West. Henn. Public Safety Currently, there is no additional direct charge to individual cities to use Hennepin County for dispatching except for leasing radio equipment. The costs for leasing radio equipment are attached See Attachment 2. Also remember that each City currently pays for radio equipment at the local level at this time. By converting to Hennepin County this is mainly a realignment or transfer of radio expenditures. All citizens in your community 'pay for Hennepin County Dispatching regardless if your city uses this service or not. Those Hennepin County cities and their residents that choose not to use Hennepin County dispatch actually pay for both systems, paying for a local system through each cities general operation budget and also paying through tax dollars for Hennepin County dispatch operations. Hennepin County Dispatch offers state of the art computerized equipment including the use of computer aided dispatch (CAD) and mobile digital terminals (MDT's) both of which most cities currently utilize. Since all four of the five cities are on the LOGIS Computer System, we asked if Hennepin County Dispatch would be compatible with our LOGIS System. LOGIS met with Hennepin County Dispatch and determined that it is possible to integrate both computer systems to enable the systems to communicate with each other. This connection between our current Logis System and Hennepin County Dispatch computers is a big advantage in that cities would not have to re -enter data that was entered into Hennepin County Dispatch computers. By working with LOGIS for programming this option, data would automatically transfer into our local city LOGIS computer system for access by our Police Departments at each of our local city offices. Since this data interaction would be unique to the five cities (assuming New Hope would convert to the LOGIS police system) and would be used specifically by the five cities for their operations, LOGIS would charge for such service. Programming charges and on going LOGIS. charges are detailed 2 in the report labeled Attachment 3. Please note that the costs we are looking at for LOGIS /Hennepin County CAD interconnect options are totaled by 5 cites and are not broken out individually. The most preferred method of interconnect is Method 1: Use of PC LOGGING to move Unit and Event detail to LOGIS. There is a one time programming charge of $43,825 which includes the PCLS (Personal Computer Logging Software) for the 5 city group. There will also be a $650 /mo. LOGIS monthly fee for the 5 cities as a group once operational. There is also a possibility that other LOGIS cities who use Hennepin County for dispatch such as Maple Grove and Orono, may wish to use this programming option. If others join in, it is possible that our costs to LOGIS could lower by sharing with these additional.cities. By joining in with Hennepin County Dispatch operations as a group the committee felt that the five cities would have more control in regards to how Hennepin County Dispatch would work with each city. If all five cities join Hennepin County Dispatch, the residential population we as a group would bring into this operation would be approximately 109,895 in population. If all 5 cities join Hennepin County dispatching our 5 city group would make up 1/3 of the total Hennepin County dispatch unit which could work to our advantage. In general, listed below are other positives and negatives in considering contracting with Hennepin County for dispatching. Positives as they relate to joining with Hennepin County: 1. The County option is clearly the lowest cost alternative with the greatest utilization of'resources. 2. The training of dispatchers and the responsibility for their trained status is becoming a very important aspect of dispatching. Clearly the county offers the opportunity for the best training programs and limits the liability of cities to be responsible for their actions. 3. The cities cannot remain alone or an island into themselves to survive financially. The taxpayers continue to ask us to change the way we do business which includes do' ing more, at a higher level of quality with less resources. 4. The county system does provide the most efficient system in terms of expenditure of resources to produce a product. Further, it allows individual cities more opportunities in the future for interacting with the 3 county at different public safety levels to provide cooperative arrangement such as jails, special communication projects, crime lab, etc. 5. The emergency communications environment demands standardized routines. As technology increases and more and more people are looking over the shoulders of dispatchers, tasks must be standardized. A larger organization such as the county is better able to standardize procedures and functions. 6. The county system offers a state of the art CAD (Computer Aided Dispatching) system for capturing information. 7. The 800 MHz trucking will occur in the near future. The argument of radio frequency allocation will go away when this occurs. A realistic assumption is that 800 trunking could happen in about five years. 8. The county alternative does not degrade the fire communication system from what is currently found in each city. 9. The county system does offer a larger population'base in which to exert political pressure if need be. The county system clearly becomes the biggest player on the block and certainly in the state of Minnesota. Negatives as they relate to joining with Hennepin County: 1. The Hennepin County Dispatch system is too large and impersonal. 2. Cities may be required to use the county equipment. 3. Contracting with the county is a major change in the way we are use to doing business. 4. There is a feeling of loss of city control by going with the county. 5. Uncertainty about each city's current dispatchers and their future by going to the county. Overall, the county stated they would need approximately 7 months to transfer all 5 local level dispatching operations to Hennepin County Dispatch. Three to 4 months is up front work and preparation by Hennepin County Dispatch then approximately 3 -4 weeks conversion per city. 4 option 2: Build and operate a independent Five City Joint Dispatch Facility. As you recall, in November of 1992 each City Council passed a Resolution of Intent as it related to a 5 City Joint Dispatch Study. The cities of Crystal, Brooklyn Center, Golden Valley, New Hope, and Robbinsdale contracted with W.M. Montgomery and Associates to study and report to each city the feasibility of a local level independent 5 City Joint Dispatch Facility. The report concluded that such a facility would be feasible, but would also require a large up -front cost for construction and equipment. A 5 -city sub - committee was formed to detail out costs for such a facility. A summary of financial costs are attached as document labeled Attachment 4. As shown in this draft report, up -front capital costs for an independent 5 City Joint Dispatching facility totaled $869,883. Once the 5 City Joint Dispatching facility is in operation, yearly .costs of such operation are estimated at Operation costs $130,143 Staffing /Personnel costs $595,750 which totals: $725,893 This total is the estimated yearly budget for a 5 City independent Local Level Joint Dispatch. This cost of yearly operations for a joint independent 5 Y P 7 P City Dispatch facility is lower than 1991 figures for local level dispatching which is $886,346 for total operating costs for the way we currently do business. To convert our costs to 1993 estimates for dispatching at the local level, you need to increase the 1 91 cost by 3% for 1 92 and 3% for 1 93. By inflating the cost to 1993 figures it is estimated that the cost of dispatching at the local level, the way we are currently doing business for 1993 = $920,324 for all 5 cities combined. Positives as they relate to an independent 5 City Joint Dispatch Operation at the local level are: 1. Control remains at the local level. 2. Cooperative communications can be achieved between 5 cities. 5 3. Operational costs and staffing /personnel costs with a 5 City Joint operation would be less than our current yearly operational costs of individual dispatching. Negatives as they relate to a independent 5 City Joint Dispatch Operation at the local level are: 1. Capital Costs to house a 5 City Joint Dispatch facility are extremely high due to computer /communications equipment needs. This capital cost is estimated at $869,883 combined for the 5 cities. 2. Running a joint dispatch facility is a change in the way we are use to doing business. 3. Running a 5 City Dispatch facility means downsizing each city's current dispatchers and there is uncertainty to their future. Option 3: Remain the same - make no change - continue dispatching at individual cities at the local level. The third option is for cities to continue their operations in the same manner making no major changes to merge, consolidate, or contract their Public Safety Dispatching Operations. Attachment 5 is a report put together by W.M. Montgomery and associates showing the cost of the 5.Cities Public Safety Dispatching by City figures from 1991. Please note that New Hope contracts with Golden Valley for dispatch, therefore the report p shows those costs combined. This attached report is for 1991 city costs. Positives as they relate to no change in operations: 1. We would not have to change the way we do business. Negatives as they relate to no change in operations: 1. No movement toward joint services. 2. Cost. 6 Summary - Request for Council Action All City Managers are bringing this report and additional information to their Council in the second meeting of March 1993. In order to move forward we ask that Councils consider all options presented, if possible, at their second City Council meeting in March. At your Council meeting we are asking each City Council of each of the 5 communities to make a motion in approval of which dispatching option will be pursued by their city. A motion such as this is needed even if you choose to remain the same in operation. The 5 -City Joint Dispatch Study Committee is set to meet again the end of March 1993 to discuss the results of the Council action of each individual City. We will then work together to move dispatching in a forward direction as a group, and will continue to work together as much as possible and as directed. cc. City Managers Police Chiefs Fire Chiefs City Councilmembers 7 Attachment 1 Hennepin County Dispatch Facility is located at 9300 Naper Street in Golden Valley. The map shows the approximate location of the Hennepin County Dispatch Facility r I r 32 30 10 vaoc Spring S '0 81 r 0 Lake ^4 26 14 pa 30 4 24 65 8: ra.. A— rte Co R. 770° • e. sr.a o, j FTidiey 35 6 30 -71 7 z 77 6 130 61 94 6 LL P L: ji --AA Lake( La f L 4 Olumbi "T A. V 152 ekes 52 2 44.1 ",z Lake Ur Lost L i A ke Col m 1. 1 P Pain', 4 :.."e 4aOO 23 - R"Wnvr—� 111. A. 40 17 , 1110� 65 10 8 A 47 6 ei `� _ v S 55 �•r -� ..� .r..to " � °�% .v- _ ;� ,�� ° !%�,+....- '�..:' S2 27 6 ' r.r« � T P.,. V4 A A- 40 722 12 12 94 61 10 2 22 16 inn 3 j3 25 Attachment 2 Hennepin County ANNUAL RENTAL RATES TYPE OF EQUIPMENT 1992 1293 Pre -1987 VHF Programmable Police Mobiles (Price 1) S 278.00 +options S 245.00 +options Add -on VHF Programmable Police Mobiles (Price 2) 337.00 301.00 Police Mobiles (Price 1) - Amortized 164.00 131.00 U11F Police Mobiles 99.00 99.00 Fire Mobiles - Micor 49.00 49.00 Pre -1487 VHF Programmable Fire Mobiles (Price 1) 215.00 +options 210.00 +options Add -on VHF Programmable Fire Mobiles (Price 2) 274.00 266.00 Fire Mobiles (Price 1) - Amortized 104.00 96.00 MOT Police KDT 480 1,500.00 1,500.00 9100 1,564.00 1,564.00 840 Portable (Pre -1993 Price 1) 1,650.00 1,650.00 840 Portable (Add -on Price 2) 1,723.00 anning Police Portables 245.00 231.00 Scanning Police Portables - Amortised 130.00 116.00 6- channel Police Portables 219.00 +options 202.00 +options 6- channel Police Portables - Amortized 123.00 106.00 Scanning Fire Portables 232.00 211.00 Scanning Fire Portables Amortized 117.00 96.00 6- Channel Fire Portables 181.00 162.00 6- Channel Fire Portabbes - Amortized 85.00 66.00 MDT Fire KOT 480 1,500.00 1,500.00 9100 1,564.00 1,564.00 840 Portable (Pre -1993 Price 1) 1,650.00 1,650.00 840 Portable (Add -on Price 2) - 1,723.00 User Base Station with Battery Backup (type A) 158.00 +repairs 158.00 +repairs User Base Station without Battery Backup (type B) 109.00 +repairs 109.00 +repairs Fire Monitor, Fire Pager, and other Billable Repair 27.35/hr +parts 28.50/hr +parts Installation and Removal Rate 20.00 /hr 20.50 /hr 0 Attachment 3 HENNEPIN COUNTY RADIO I LOGIS CAD INTERCONNECT OPTIONS Participants in the Five City Dispatch investigation have asked that LOGIS and Hennepin County personnel investigate the feasibility of moving Computer Aided Dispatch (CAD) data from the Hennepin County Radio system to the Command Data Systems databases at LOGIS. Also to be addressed are estimates of time it would take to accomplish such an arrangement and the associated costs. These requests were outlined by Robbinsdale police chief John Spetch at a meeting on February 8, 1993. Concerns of the Five City Dispatch participants are that proposed solutions are affordable and that they provide similar functionality to what they have now with CD CAD. Concerns of the Hennepin County Sheriff's Radio Division include finding solutions that minimize impact on the Hennepin County CAD system; this may include spending additional programming time up front to make some processes more efficient, using less computer time to accomplish certain tasks. Meetings were held on February 10 and February 12 to discuss ways to implement an interconnect between the two systems and how to format the data to allow it to be added to the LOGIS CDS databases. Two methods were arrived at, and are described below. Method 1: Use PC LOGGING to move Unit and Event detail to LOGIS. Hennepin County's Tiburon CAD system uses a background process that sends each transaction to a logging device; the device, a personal computer, receives and stores each record. The PC software, called PCLS (Personal Computer Logging Software), can be used to print listings of these log files. It may be possible to send this data to an additional logging device, which could be on the LOGIS network. The device could either be the LOGIS computer system itself, or a personal computer running some version of PCLS which would capture the transaction records. Hennepin County Information Services personnel have checked with Tiburon, and they have said that the CAD system could be set up to handle another logging device. If the PCLS program was used, Tiburon would have to make changes to the program to enable a LOGIS program to access the files as the logging process was going on. It appears that this programming could be quite expensive (see ESTIMATED COSTS section). There is a possibility that we could move the same log files to the LOGIS system without using a PC and the PCLS software. This needs further investigation, but it appears that the LOGIS system would be able to support this with hardware and software already in use. If so, the higher -cost programming by Tiburon to provide a special version of PCLS could be avoided. Another possibility would be to set up a program on the LOGIS HP minicomputer as the logging device; this would require the LOGIS HP system to support "LU.6" protocol, which allows a program on the Hennepin County IBM mainframe to communicate 3-1 HCR004. DOC 2112193 HENNEPIN COUNTY RADIO / LOGIS is CAD INTERCONNECT OPTIONS directly with a program on the LOGIS HP minicomputer. While this option has the potential to work the best, it would involve extensive programming changes to the CAD system, as well as programming on the LOGIS side. Since the implementation cost and time period would be much longer than if the present programs were used, this solution will not be considered in this document. Using some process to send log files to LOGIS means that it would be up to LOGIS to write a program to take these log files and move them into the appropriate CDS database files. While it presently looks as though the log files contain all information needed to create unit detail,. event detail, and Closed Call records for each incident, not enough analysis has been done to be certain. There may be a need to periodically move entries from the Hennepin County Closed Calls file to the LOGIS system, if for no other reason than to be sure that no calls were missed. A particularly difficult situation was brought up as we discussed how a program would know which log file records belong to a certain agency. Each record has a "Service Provider" code stored somewhere in the file. However, calls are frequently transferred from one agency's jurisdiction to another during the course of the call; this happens as much as 30% of the time. In order to get all records for a call that started in a non - LOGIS agency and was transferred to a LOGIS agency (or vice - versa), the logging software would have to send all records to the logging device (not just records pertaining to LOGIS agencies), and the software at LOGIS would have to be able to recognize when a call was transferred. If the transfer was to a LOGIS agency, the software would have to go back to all former records for that incident and include them in the closed call record; if the transfer was from a LOGIS agency, the software would need to avoid creation of partial closed call records.. While these things could probably be done, it implies that a rather complex program needs to be written. There is also a question as to whether it would be acceptable for all records coming from the Hennepin County system (including those of non - LOGIS agencies) to be sent to the logging device at LOGIS; the chances are that a security agreement between LOGIS and the Hennepin County Sheriff's office may be all that is required. There could also be licensing problems with having a copy of PCLS on a device at LOGIS. 3-2 HCR004. DOC 1111193 HENNEPIN COUNTY RADIO / LOGIS CAD INTERCONNECT OPTIONS Method 1: Use PC LOGGING to move Unit and Event detail to LOGIS. PROS o Would provide updates to the LOGIS system on nearly a real -time basis, without significant load on the Hennepin County CAD system. o LOGIS agencies could use the CDS CAD system to see unit and event history and current unit status. No new commands or screens would have to be learned. o Slight modifications to the Hennepin County CAD system may be all that are needed to load log files to a device at LOGIS. Very little programming would need to be done by Hennepin County Information Services (however, significant programming to Tiburon's PCLS software may be needed. See "ESTIMATED COSTS" section.). o No special hardware or software would be required at individual LOGIS agencies (some network hardware and software would be needed at LOGIS). o The gateway needed to provide the connection between the Hennepin County system and the LOGIS network could also provide an opportunity for individual agencies to. connect a PC at their sites to the Hennepin County CAD system, allowing event inquiry and file updates. CONS o Significant programming time would have to be expended at LOGIS to move log files from the PC logging device to CDS database files. o If the Tiburon PCLS software needs to be modified, the cost could be anywhere from $5,000 and $20,000 (see ESTIMATED COSTS section, following page). More investigation would be needed to get a firm estimate. o If it is determined that the log files are not sufficient to produce a Closed Call record in CDS, Closed Calls may have to be extracted from the Hennepin County CAD system and transferred to LOGIS several times a day. These records are presently extracted once a day for reporting; doing it more often may place an unacceptable burden on the Hennepin County system, possibly resulting in degraded CAD performance. o Not enough research has been done to be certain that moving logging records into CDS would produce the desired results. o There may be licensing problems involved with having a device with the PCLS software at a site other than a Hennepin County Sheriff facility. 3.3 HCR004.DOC 1111193 HENNEPIN COUNTY RADIO / LOGIS CAD INTERCONNECT OPTIONS Method 1: Use PC LOGGING to move Unit and Event detail to LOGIS. ESTIMATED COSTS o Programming time Tiburon/Hennepin County Info. Svcs. If PCLS is modified $20,000.00 If PCLS is not modified $1,000.00 o Programming time - LOGIS $2,000.00 o Communications Hardware and software for LOGIS network $18,750.00 o Communication line installation $600- Subtotal: If PCLS is modified $41,350.00 If PCLS is not modified $22,350.00 o PC Communication software Either a DOS software package on LOGIS network $1,050.00 or a Windows software package at each PC $175.00 / PC o Communication line charge $260.00 / Mo. o Hennepin Count port charge P Y P 9 $39.00 / Mo. For LOGIS connection (required) plus each PC or printer using "Remote Terminal" connection (optional). o Optional: Printing software for LAN $1.425.00 Total Possible cost: With PCLS Modification $43.825.00 Without PCLS Modification $24,825.00 Plus $650.00 / Mo. 3-4 HCR004. DOC 2122193 H E NNEPIN COUNTY RADIO / LOGIS CAD INTERCONNECT OPTIONS Method 2: Batch transfer closed calls to LOGIS, use Remote Terininals at agencies. Using this method, Hennepin County would extract Closed Call records and would load them to the LOGIS system in batches. A program at LOGIS would take these downloaded files and extract the data in the pioper format to load into the CDS databases. Each agency would be given "Remote Terminal" access to the system, probably using a personal computer running IBM 3270 Emulation software; this would allow them to perform the following functions within the Tiburon CAD system: Event Status Inquiry Unit Status Inquiry Event History Inquiry (for up to 90 days) Unit History Inquiry (for up to 30 days) Maintenance of Personnel, Business, Hydrant, etc., files "Walk -in" incident entry CJIS System Inquiry *Hennepin County Warrant Office Inquiry This method would provide agencies with "real time" inquiry capability using the Hennepin County system. The drawbacks are that some new commands and screens would have to be learned, and some additional hardware and software may be needed on individual PC's at each agency in order to communicate with the Hennepin County system. Since Closed Calls would be downloaded periodically, the LOGIS system would be used for extended searching and reporting purposes, minimizing the impact of such searches on the Hennepin County CAD system. One area that would have to be researched further is how often Closed Calls would need to be extracted. This is presently being done once a day, at around 5 AM, and takes 20 to 30 minutes. Careful consideration would have to be given to doing it more often than this, since it has the potential to degrade CAD system performance. There may have to be some compromise between the agencies' needs (such as for shift reporting) and CAD system impact. There would also be a cost involved for additional downloads based on CPU time; it is estimated that each 20 to 30 minute download of Closed Calls would come to approximately $20.00. There may be a way to further minimize the impact of Closed Call extracts on the system through revised programming. It is estimated that for about $6,000, work could be done to make the extract process more efficient. Downloads could probably be done more often, and would take less time to run (around 5 minutes). The cost of each download would then be approximately $1.00. 3.5 HCR004.DOC 2122193 HENNEPIN COUNTY RADIO / LOGIS CAD INTERCONNECT OPTIONS Method 2: Batch transfer closed calls to LOGIS, use Remote Terminals at a;encies (continued). Inquiries can be made on the Hennepin County CAD system by date and time range. The information returned is less than that contained on the present "Preliminary Close" report on the CDS system, but if it is sufficient for daily agency needs, more frequent Closed Call downloads might not be necessary. In addition, if a date /time range inquiry was made using Remote Terminal, more detailed inquiries could be made on individual calls as necessary. There is also an option to use a package that runs in conjunction with the Remote Terminal access that would allow an agency to perform a search on the Hennepin County system and download the results to a PC. The package, called ARSPC, would then allow custom reports to be built and printed using the downloaded data. There is no extra charge to use the software, but the PC running the package must have a license for Dbase IV. 3 11CR004. DOC 2122193 HENNEPIN COUNTY RADIO / LOGIS CAD INTERCONNECT OPTIONS Method 2: Remote Terminals at agencies, batch transfer closed calls to LOGIS. PROS o Real -time inquiries could be made using Remote Terminal on the Hennepin County CAD system. o Little or no programming time needed from Tiburon. o CJIS and Warrant inquiries would be available at each agency. o Each agency would be able to maintain their own CAD support files, such as personnel, businesses, and hydrants. o Call inquiries could be made by date /time ranges for short term needs, such as shift changes, and could be printed out at the agency. o Agencies could initiate calls from their offices (for example, "walk in" incidents), and would also be able to update call information when the officer returns to the station and has more information to add. o Implementation time and cost would be significantly less than in Method 1. CONS o Agencies would have to learn new commands and screens for inquiry and entry. o Some agencies may have to purchase or upgrade a personal computer for CAD system inquiry use. o There would probably be no real -time "Status Monitor" screen available. Unit status inquiries can be made, but it would be a snapshot of the unit status at the time of the inquiry. o Information provided by CAD inquiry screens may not be sufficient for short- term agency needs (such as running a report at each shift change). If this is true, Closed Call downloads may be needed more often than once a day. o Each device hooked to the Hennepin County mainframe would cost the agency a monthly port charge (currently $39.00 per month). This would be true even if the physical connection was through a network gateway at LOGIS. If printing screens one at a time through a printer connected to the PC is not acceptable, a port charge would also need to be paid for each individual printer connected to the Hennepin County system. 3 -7 KCR004.DOC 2122193 HENNEPIN COUNTY RADIO / LOGIS CAD INTERCONNECT OPTIONS Method 2: Remote Terminals at agencies, batch transfer closed calls to LOGIS. ESTIMATED COSTS o Programming time - Hennepin County $6,000.06 (Assuming extra programming is done for Closed Call extracts o Programming time - LOGIS $1,200.00 o Communications Hardware and software for LOGIS network $18,750.00 o Communication line installation $600.00 $26,550.00 o PC Communication software Either a DOS software package on LOGIS network $1,050.00 or a Windows software package at each PC $175.00 / PC o Communication line charge $260.00 / Mo. o Hennepin County port charge - Each device at LOGIS agencies $39.00 / Mo. o Closed Call batch downloads - Hennepin County CPU time $1.00 / Ea. o Optional; Printing software for LAN $1,425.00 Total Possible cost: $29,025.00 Plus $650.00 / Mo. 3 -8 HCR004.DOC 2122193 HENNEPIN COUNTY RADIO / LOGIS CAD INTERCONNECT OPTIONS RECOALVEADATION Setting each agency up with Remote Terminal access for real -time inquiries and loading Closed Call records in batches from the Hennepin County system to the LOGIS system (Method 2 above), would be simpler and cheaper to implement. Although we have not done time estimates, the consensus is that this method would take significantly less time to program, test, and install. However, this method requires each agency to learn the Hennepin County CAD screens and inquiry commands. While the number of commands and screens are by no means overwhelming, it would involve some retraining. The additional PC (or possible upgrades necessary for some present PC's) may also be difficult for some agencies to afford. Finally, LOGIS agencies must determine whether having Closed Calls loaded into the CDS databases a limited number of times per day is sufficient compared to how they presently use the CDS CAD system. 3-9 HCR004. DOC 2122193 s Attachment 4 7192 5 CITY JOINT DISPATCH DRAFT CAPITAL COSTS: $275,000 Approx. 2,000 sq. ft. $2,000 Fax $30,157 Dictaphone logging machine $60,000 E911 telephone equipment upgrade $55,000 E911 G.V. lease $27,726 Call checks, 6 @ $5,000ea $10,000 Misc. base station modifications $375,000 New dispatch console equipment $10,000 Install new radio control circuits $10,000 Redundency software purchase - LOGIS $15,000 Computer Equipment - PC's & Prts. Repeaters 883 TOTAL • OPERATIONAL COSTS: $15,000 Phone lines $30,000 Contractual Maintenance - console, radio, logger E -911, copier, fax, computers etc. $10,000 Operating supplies $10,000 Insurance: G.L., Property & E &O $10,000 Professional Services $7,000 Building Maintenance (Utils, cleaning etc) $7,040 Lease of CAD Computer to Joint Dispatch $16,150 CAD and Redundency software & Maint. LOGIS $4,000 State system $5,000 Mtg & Conference Expenses $5,000 Capital depreciation costs $5,000 Logis financial and payroll $5,953 Golden Valley fees - financial processing agent ,$130,143 TOTAL OPERATIONAL; STAFFING /PERSONNEL $48,000 1 Manager $336,500 12 Dispatchers $90,500 3 Lead Dispatch $118,750 Benefits at 25% of salary $2,000 Employee Assistance Program $595,750 TOTAL PERSONNEL - t P 5 SAP TOTAL OPERATING COSTS 1991 Data for B.C. estimated based on M figures 400000 300000 200000 ol Robbinsdle 100000 ® Gldn Vally Cr st 0 B Brook. Cat Dollars W. M. Matmmery - 1992 ��,�� 1991 PSAP Wage & Maintenance Costs Community Wages Maintenance , Total Operating Cost c Brooklyn Center $155,302 $10,142 5230,194 D Crystal $135,308 $11,880 E $182,015 -Golden Valley /New Hope $207,028 $ 9,100 $296,039 F Robbinsdale $124 8 S 78.098 TOTAL $621,646 $39,294 $886,346 H Notes: A Cost includes salaries (full and part time) plus overtime; does not include fringe benefits. B Includes recurring contract cost such as maintenance on console equipment, logging recorders, and CJIS connections; excludes telephone cost. . C Includes all costs of operating PSAP including fringe benefits and telephone. D Estimate for 1991; actual cost for 1991 not available. It is calculated by reducing the 1992 total dispatch operating center budget by five percent. E Includes cost for mobile and portable radio maintenance. F Taken from 'Total Expense' column of Joint Dispatch Operations account summary furnished by City. Telephone cost of 526,670 included in this amount is approximately twice that of the other PSAPs and may include funding for new 9 -1 -1 premise equipment referenced elsewhere in this _ report G Does not include cost of MDT access on Hennepin County network. H Includes estimate of '91 total operating costs for both Brooklyn Center and Crystal. Brooklyn Center Cost Attachment 6 Brooklyn Center Police Department 1993 Cost of Communications Center Dispatching Services Provided from the Brooklyn Center Police Depar Personnel Costs Position Status # of Positions Compensation Public Safety Dispatcher Full -Time 6 $221,321 Total Personnel Costs $221,321 Figures are based on 1993 Budget as Adjusted Personnel Costs are based on Total Compensation Operating Costs Dictaphone Maintenance Contract $2,000 Motorola Maintenance Contract $8,100 Scanning Portable Radio $290 U.S. West 911 Line Charge $14,400 U.S. West Dedicated Line $396 U.S. West Dedicated Line $396 911 Printer $182 Total Operating Costs $25,764 Figures are based on 1993 Budget as Adjusted Total Cost i. n 1993. of Dispatchin Services' Provided from g Brooklyn Center Force Department $247,085 V ELIMINARY t R Brooklyn Center Police Department Cost of Communications Center Dispatching Services Provided from the Hennepin County Sheriffs Department Personnel Costs Additional personnel necessary to maintain holding facility 24 hours /7days a week (8,736 hours) Position Status Hours Compensation Code Enforcement Officer (1) Full -Time 2,080 $31,719 Code Enforcement Officer Part-Time 1,300 $16,380 Total 3,380 $48,099 Will be able to utilize the following to fill the remaining hours; Position Status Hours Code Enforcement Officer Full -Time 2,080 Code Enforcement Officer Part-Time 2,205 Property Room Supervisor Full -Time 2,080 Total 6,365 Code Enforcement Officers will pei form CEO duties inhen the holdin cili is not occupied g.f a t7' P Property Room Supervisor will maintain the holding facility during daytime hours Additional Personnel necessary to maintain state terminal for police operation and secure records area 24 hours /7 days a week (8,736 hours) Position Status Hours Compensation Terminal Operators (2) Full -Time 4,160 $57,088 Total 4,160 $57,088 Will be able to utilize the following to fill the remaining hours; Position Status Hours Data Entry Clerk Full -Time 2,080 Data Entry Clerk Part -Time 520 Receptionist Full -Time 2,080 Records Clerk Part-Time 1,560 Secretary Full -Time 2,080 Typists Part-Time 5,624 Total 13,944 Total Personnel Costs $1059187 Operating Costs W i ctaphone Maintenance Contract $2,000 otorola Maintenance Contract $8 MDT's (10 Units) $19,240 Special LOGIS Charges (Monthly) $1,560 Total Operating Costs $30,900 One -Time Operating Costs LOGIS Conversion Programing $8,765 MDT's Installation $2,000 Total One -Time Operating Costs $10,765 Total AnnuaI'City! Cost of Dispatching Services through Hennepin County Sheriffs Department 5136,087* ODoes not include one -time operating costs P g Dispatching from Brooklyn Center Police Deparlxnent ;$247 *085 Dispatching from Hennepin County Sheriffs Department *'� $136;08'7 Total Savings $110;998 * Includes MD7 s Annual Cost DISPATCH SERVICES COST ANALYSIS 1994 Projected Costs - without service enhancement 1993 Brooklyn Center Costs $247,085 + Mobile Digital Terminals (MDTs) annual cost 19.240 1994 Brooklyn Center Costs $266,325* ( without service enhancement) 1994 Projected Costs - With service enhancement 1993 Brooklyn Center Costs $247,085 • Mobile Digital Terminals (MDTs) annual cost 19,240 • one additional dispatcher annual cost 34,500 1994 Brooklyn Center Costs $300,825* ( with service enhancement) 1994 Projected Costs - Hennepin County Option 1994 Brooklyn Center Costs $136 ** (includes $19,240 MDT annual cost) Net Annual Savings of Hennepin County Option vs. 1994 Projected Costs without service enhancement $130,238 Net Annual Savings of Hennepin County Option vs. 1994 Projected Cost with service enhancement $164,738 *Does not include $2,000 one -time cost for installation of MDTs, 1994 compensation cost increases, or any service enhancement. "Does not include $2,000 one -time cost for installation of MDTs, $8,740 one- time LOGIS data link programming cost, or 1994 compensation cost increases. Brooklyn Center Police Department Communications Center Statistics 9 -1 -1 Incoming Calls in 1992 = 14,598 Calls for Service (Including Citation Activity) in 1992 = 21,971 Fire Concerns TO: JERRY SPLINTER FROM: BROOKLYN CENTER FIRE DEPARTMENT DATE: MARCH 26, 1993 SUBJECT: HENNEPIN COUNTY DISPATCHING The Brooklyn Center Fire Department does not favor the migration of the Brooklyn Center dispatching function to Hennepin County with the information received to date. Based on the briefing you provided the Fire Department on 3/1/93 the department has the following concerns: There does not appear to be any perceived improvement in the quality of dispatching from that received today. Decisions will be made on dispatching strictly on computer information and will not reflect real -time situations such as availability of police for medical calls when the Fire Department is already in service, etc. In addition, lack of area familiarity can cause mistakes and confusion in station responses. We currently rely on the dispatchers to make inter - agency contacts while we are operating at an emergency. It is not clear to us that the County dispatchers will perform the same services. The Hennepin County radio personnel have stated they will not provide announcement information on a regular basis. In addition, they only provide radio tests on a twice a week basis, rather than the daily tests done today by our dispatchers. There has been a lack of direct user input in the Hennepin county dispatching function until recently. Much discussion is required to work an issue, rather than face to face contact possible today in Brooklyn Center, leading to delays in implementing needed changes. Several fire departments dispatched today by Hennepin County have gone to handling dispatching functions by their own personnel using their station base radio equipment. This may be done because County dispatchers are not covering all the bases. We do not see a driving need to go with the County to gain earlier use of the advanced 800 mhz capability. It currently appears that the implementation of an advanced system is at least five or more years away. i Page 2 In summary, giving up a frequency should gain Brooklyn Center greater rewards than is apparent at this time. We understand the budget constraints facing Brooklyn Center and economic considerations will play a large part in the final outcome, but it appears any perceived savings will be offset by a system that does not satisfy our needs. Jim McClure Chairman BCFD Dispatch Committee MEMORANDUM Date: May 6, 1993 To: TREVOR HAMPTON, POLICE CHIEF From: RON BOMAN, FIRE CHIEF% Subject: DISPATCH CLARIFICATION Clarification of dispatch problems /concerns listed in Brooklyn Center Fire Department memo of 3/26/93 answers are based on dispatch meetings attended by Chief Boman after memo was sent to City Manager. 1. Based on all information I have received after attending numerous dispatch meetings, the quality of dispatching will not improve by going to the County. According to information given to me by Hennepin County personnel in charge of dispatching, the county could not dispatch our Fire Department out on medicals during the weekends only. We currently respond on all heart and breathing medicals and also all personal injury accidents occurring between 8:00 p.m. Friday to 12:00 p.m. Sunday night. They could dispatch us on all medicals and personal injury accidents seven days a week, 24 hours a day, but this would be unacceptable to the members of the Fire Department as it would burn out our fire fighters responding to the increased number of calls. Also, it would be difficult for the Fire Department to cover all medicals as we do occasionally when the police get involved in a major police incident. Possible Solutions We could have a scanner at each station to monitor police calls. When the police are dispatched to a heart or difficulty breathing call, the fire fighters could automatically respond. This would work when the fire fighters are awake, but when they are sleeping we would have to use a different system. This could be having the sergeant or senior duty officer notify the dispatch to tone out the Fire Department. If the police department has a 24 hour person in the Police Department, perhaps it could be written in that job description to notify the dispatch to tone out the Fire Department. We might consider adding an additional person to the duty crew and just dispatch the duty personnel on medicals and personnel injury accidents during this time period. 2. The County could make the inter - agency contacts we would need whenever we are operating at an emergency. The County has stated that any calls that are needed or requested at any emergency could be made by their dispatchers. 3. The County would only provide radio tests twice a week, and would not provide announcement information on a regular basis as is now provided for the Fire Department, i.e. Monday and Wednesday drill announcements, work detail announcements, etc. Possible Solutions The Fire Department would have to put out special reminder signs. Also, I would recommend that the City print up a yearly reminder calendar with all pertinent drills, meetings and Fire Department information and distribute these at the beginning of each year. 4. There have been concerns by our Fire Department members based on past information received by current users of the County radio that the County radio administrators have not been very receptive to problems and concerns given to them by the present users board. have visited and talked with Fire Department members of the Radio Users Advisory Board and have been informed that the County Radio Administrators have become more receptive to problems and concerns of the users of the Radio System and are working closely with Users Board and are working addressing the problems that the Users Board has given them. 5. The County radio system will not allow for specific paging of key personnel for Fire Department business, i.e. Inspectors, District Chiefs, etc. This happens quite frequently now using station base stations. The County will not allow us use of a fire frequency to page fire fighters from our own base stations if we go to County. So lution Lease or purchase portable phones for key personnel that are small enough to carry on belts so they can be contacted anytime they are needed. 6. There will be a need for the City to install fax machines in the fire stations so we can get copies from the County of our response times and incident information after the emergencies. Robbinsdale Council Resolution Al Member Blonigan moved and Member Zagaros seconded a motion that the following resolution be read and adopted this 20th day of April, 1993. RESOLUTION NO. 4807 A RESOLUTION REQUESTING HENNEPIN COUNTY SHERIFF'S DEPARTMENT TO PROVIDE DISPATCHING SERVICES FOR ROBBINSDALE POLICE AND FIRE DEPARTMENTS WITH CONDITIONS WHEREAS, the City has reviewed several dispatch options; and WHEREAS, the city can save the taxpayers of Robbinsdale tens of thousands of dollars by having Hennepin County Sheriff's Department provide these dispatch services; and WHEREAS, the citizens of Robbinsdale will receive equivalent or better dispatch services under this option; and WHEREAS, the cities of Brooklyn Center, Crystal, and New Hope are entertaining the option of Hennepin County Sheriff's Department dispatching for their communities; and WHEREAS, the Robbinsdale Police Department believes that it would be beneficial in their efforts of combating crime in the community to be involved with direct communications with the aforementioned cities. NOW, THEREFORE, BE IT RESOLVED by the City Council of Robbinsdale that the City of Robbinsdale hereby requests the Hennepin County Sheriff's Department to provide emergency dispatch services for the Police and Fire Departments if the cities of Brooklyn Center, Crystal, and New Hope also request these dispatch services. ALSO BE IT RESOLVED upon review and approval by the City Council of a negotiated final agreement, that the City Manager be authorized to execute said agreement with Hennepin County if Brooklyn Center, Crystal, and New Hope also request and approve these dispatch services. The question was on the adoption of the resolution and upon a vote being taken thereon, the following voted in favor thereof: Blonigan, Zagaros, Holtz, W. Johnson and the following voted against the same: Mayor Robb WHEREUPON SAID RESOLUTION WAS DECLARED DULY PASSED AND ADOPTED THIS 20TH DAY OF APRIL, 1993. J .Robb, Mayor ATTEST: T rri J. Joh&ongity Clerk Res No 4807 Crystal Dispatch Summary City of Crystal Public Safety Dispatching Study Changing our public safety dispatching from the local level to the dispatching service provided by Hennepin County Sheriffs Department April 16, 1993 Memorandum Date: April 16, 1993 To: Jerry Dulgar, City Manager From: Nancy Gohman, Assistant Manager Re: City of Crystal Public Safety Dispatching Study - Changing our public safety dispatching from the local level to the dispatching service provided by Hennepin County Sheriffs Department At the City Council meeting of March 16, 1993, our Council passed a motion to approve option 1 (change to Hennepin County Sheriffs Department for dispatching service) as the method of dispatching to be further pursued and studied by the City of Crystal with City staff coming back to Council with their recommendation. The purpose of this report is to supply the information requested by council and to make a recommendation regarding dispatching operations. STUDY PROCESS: Listed below ate results of a study by our Police, Fire as well as financial and operational considerations regarding changing to Hennepin County Sheriffs Department for Dispatching. Recommendation from staff is also included within this report. The full study included the following: Council tours of Hennepin County Dispatch Facility: City Council Members were invited to tour the Hennepin County Dispatch Facility located in Golden Valley. The tour was to familiarize Council of Hennepin County Dispatching operations, equipment used by the County and also to allow Council to ask questions to staff at Hennepin County. Council Worksession: In order to answer the numerous questions about changing dispatching operations, a 4 City Council informational worksession regarding this topic was held on April 15, 1993. This worksession was attended by the cities of Crystal, Brooklyn Center, New Hope and Robbinsdale. Individuals were present from Hennepin County Sheriffs Department, Plymouth Police Chief, Brooklyn Park Police and Fire Chiefs, LOGIS Representatives, City Managers, and each respective Cities Police and Fire Chiefs. Tab 1 Police Department questions, concerns, answers and recommendation: Attached behind Tab 1 is a memo from Police Chief Jim Mossey. As you know there were many questions that needed to be addressed by our Police Department regarding operational changes if we change to Hennepin County for dispatching service. This information addresses the questions and provides answers and a recommendation. Tab 2 Fire Department questions, concerns, answers and recommendation: Attached behind Tab 2 is a memo from Fire Chief Kevin McGinty. As you know there were also many questions that needed to be .addressed by our Fire Department. This information addresses their departments concern and gives a recommendation. Tab 3 Financial Analysis and comparisons: Attached behind Tab 3 is a memo prepared by Jim Otto, Finance Director breaking out estimated costs of dispatching services. This report details financial estimates of the following options: - Maintain Present Arrangement at Crystal - Change to Hennepin County Sheriffs Department. -Joint Effort between Crystal, New Hope and Robbinsdale. It is very critical when putting together financial estimates for various options that we compare different options on a similar basis. This report compares similar estimated costs as well as gives a recommendation. Tab 4 Dispatch Task list and answers: Attached behind Tab 4 is the 4 page "Task list" of items Crystal dispatch stated are routinely handled by them. This is the same "Task list" Crystal dispatch talked about at our Council meeting on .March 16, 1993. All items on the list have been numbered and addressed in the attached "Task list response key ". This response key details how the 44 listed tasks will be handled. Tab 5 Proposal for 3 City Dispatch put together by Dispatchers of Crystal, Robbinsdale and Brooklyn Center: Attached behind Tab 5 is a copy of a report compiled by Dispatchers from the cities of Robbinsdale, Crystal and Brooklyn Center. Please note, there are no financial figures attached to this proposal at the date of this writing. I would predict that the cost of running such an operation would be similar to other 3 City operations such as we have detailed in the financial section of this report. There are also questions regarding moving and use of existing equipment, variable staffing costs, and can the frequency adequately reach all areas of the Cities involved. Tab 6 Council Information dated March 10, 1993: Attached behind Tab 6 is the full report given to the Council in preparation of the March 16, 1993 Council meeting. The last page is a copy of our City Council motion made on March 16, 1993 regarding this issue. RECOMMENDATION: Based on all information given, staff. recommends the City f Crystal y ry 1 work with Hennepin County Sheriffs Department to transfer dispatching from the local level to public safety dispatching service provided by Hennepin County. Hennepin County can provide adequate, up to date, technically advanced dispatching along with the use of CAD. Since this service of public safety dispatching can be provided by another organization as well as providing the greatest financial savings for our City,' it is our recommendation to change to Hennepin County Sheriffs Department for dispatching. CITY OF CRYSTAL POLICE DEPARTMENT MEMORANDUM DATE: April 13, 1993 TO: Nancy Gohman, Asst. City Manager FROM: James F. Mossey, Chief of Police SUBJECT: CITY COUNCIL QUESTIONS REGARDING THE COUNTY DISPATCH SYSTEM AS IT AFFECTS THE CRYSTAL POLICE DEPARTMENT In response to numerous questions and concerns regarding changing to Hennepin County for public safety dispatching this report has been prepared. I have researched and answered various questions and concerns and operational differences regarding rdin this topic. The following g pic. in are responses g p to direct questions regarding dispatching. p ing. Q:1 What kind of a time delay is there between the time a call comes in requesting a police officer and the time the county .dispatcher puts that call out and how would this affect the efficiency of our present operation? A: There is no difference between the time the call comes in to the dispatcher and the time it is put out. The only delay that is caused in response to a call revolves around the availability of a police car to respond, and that would not change regardless of who does the dispatching. Therefore, there would be no effect on the service provided by the police department relating to the county's dispatching for US. Q:2 Contact the surrounding cities and see how they like being on the county's system. A: The answer to that was all positive comments from those I contacted, but it should be noted that representatives from surrounding cities on the county dispatch system will be available for questions at the work session scheduled for April 15, 1993. 1 it Q:3 The next question was whether or not suspect information going out to the cars would be faster, slower or no change using the county system. A: In reviewing this question I found that most of our suspect information comes through the county system to begin with so logic would dictate that if our officers get the information from the county firsthand, it would have to be faster than waiting for it to go through our system. This would improve the service we provide regarding flow of information. Q:4 There was also a broad question asked about the effect of services to the citizens of Crystal if we are dispatched by the county system. The following is a brief synopsis of the way the services would be affected. A: The two services the county does not provide are the Call Safe system we now have for senior citizens, and the county does not monitor alarms. Regarding call safe, we are currently checking with other senior citizen organizations and North Memorial to transfer this program. The alternative for alarms is to contract out the alarm monitoring that we do with private companies. Our current alarm monitoring is extremely limited as we are attempting to eliminate all alarm monitoring with the exception of what we do for the city itself. Q:5 A question was asked whether the county would receive administrative phone calls for the police department during off- business hours. A: The response was that yes, they do. They do that for the people who they dispatch for now and will do that for any other cities that use their services. Q:6 A question of how the clerical functions now performed by the dispatchers was raised. A: What we intend to do is review very carefully exactly what those clerical functions are and how they might best be addressed by the present police department clerical staff. It is possible that one or possibly 1 -1/2 additional persons would have to be added to the clerical staff, but this is not clear yet nor would I want to make that kind of a decision before we were able to analyze exactly how much this impacted the work load of the present clerical staff. 2 Q:7 A question of whether or not the county had a backup radio system was raised. A: They presently have a backup system at Parker's Lake in the workhouse facility. It's a very basic radio system which can be used if the main system is shut down for some reason. They are presently building a new patrol headquarters on 85th Ave. No. and 169 which would include a complete backup radio system for their county radio function now located on Napier Street in Golden Valley. A county radio personnel did indicate that they have an emergency van which they can dispatch from and, in fact, in a dire emergency, could very easily dispatch from one of their patrol cars. Q:8 There were many general questions about the county operations and what they did or did not provide and questions about frequency crowding, etc. A: The information I received regarding this is.that Hennepin County Radio recently went through a remodel and installation of a computer -aided dispatching system and, in fact, the computer -aided dispatching is about one year old. Many of the concerns about what the county does or does not provide is based on information picked up over the years when the county was on the older system before they remodeled. Since they've remodeled, they've increased their employees from 15 to 35 and stated they would add whatever personnel is necessary to accommodate those cities which wish to join their function. Q:9 There was much discussion about traffic stops and whether or not the county allows those to be called in. A: The fact is the CAD system has a program specifically designed for traffic stops with an automatic alert for the dispatchers when the car has been out longer than a .particular city wants them to be out without rechecking. Q:10 There was also a question about whether or not the county system would merge with our LOGIS computer system regarding report information, etc. A: The county computer techs and LOGIS computer people have stated that these systems will merge and that as the dispatchers for county enter information into the computer - aided dispatching system, it will automatically go into LOGIS within one to two minutes and, therefore, provide the police administration with up to date information on all reports, officer activity, officer status, etc. This can be accessed from a terminal located here in the police department by the on -duty supervisor, the patrol lieutenant or the chief. 3 Q:11 There has been several discussions involving configurations of frequencies as people join the county system and whether or not there would be provided a frequency for police cars to talk to one another without being on the main frequency. A: This system exists at present and would be enhanced, depending on who joined the county and what frequencies they brought with them. It is difficult for the county to ascertain this now in that they don't know how many communities nor how many frequencies they will have access to reconfigure their present system. 12 The CAD system used by the county has what is called a GEO base which means that all of the addresses in the City of Crystal will be entered into that system and when police officers or fire fighters wish to know cross streets, location of hydrants or adjacent houses to a particular address, the information will be immediately accessible to the county dispatchers. In many instances our officers need houses spotted for location purposes, either at night or because of lack of numbers on the house. All this information will be available to the dispatchers through their computer terminals. 13 There may be other questions that need answering at,the council meeting on April 20, 1993. I will be available at that meeting to answer any and all questions that come up. The county has been very accommodating in letting us know exactly what they could do, how they could do it and those things that they cannot nor will not do. The things that they cannot or will not do are very limited and to date consists of taking care of Call Safe and monitoring alarms, which can'be managed by changing these operations to other agencies. Recommendation: After studying the options I recommend that the City works to reach an agreement with Hennepin County to provide public safety dispatching for the City of Crystal. I feel the County will provide adequate dispatching services as well as advanced computerization and upgrading equipment as well as the use of CAD. I also feel Crystal will then be in a better position to handle the change to 800 Mhz. The dispatching services the County provides along with the financial savings to Crystal makes changing to Hennepin County for Dispatching a logical alternative. If you have further questions, please let me know. ames F. Mossey, Chief of Police tJFM/dh 7 4 MEMORANDUM TO: Jerry Dulgar, City Manager FROM: Kevin McGinty, Fire Chief DATE: April 13, 1993 RE: Four City Hennepin County Dispatch Option As requested, I have discussed and researched this option with our fire officers, the other affected fire chiefs, attended the Hennepin Radio User's Advisory Board meeting and have met with personnel from Hennepin Radio. They have been most helpful and patient in answering our questions and concerns. Based on the information I have gathered, I believe the County Radio System can offer, as it relates to the fire service, similar, if not better service than we currently enjoy. There will be some operational and procedural changes, but nothing we can't handle with some additional training and possibly the purchase of a few items. The following is a brief synopsis of major service concerns that we discussed with the county, the county's response and our alternatives, if any. Q:1 To provide an avenue for fire service input into policy decisions for dispatching, we would ask that the User's Advisory Board be expanded to include one representative from the four city fire departments. A: County personnel and the current U.A.B. Members are supportive to increase the U.A.B. Membership and offer one additional fire representative to be chosen from the four cities. (This would require a by -laws change and County Board approval). Q:2 Frequency Allocation: How would the new frequencies be allocated and how would the four cities be implemented into the system, i.e. would the four cities have their own main channel, their own truck to truck channel, etc.? A: Currently, Crystal shares a fire frequency with Brooklyn Center. The issue of frequency allocations, should we go to the county system, has not fully been resolved. It hinges on how many cities go and what the best solution would be. County personnel have suggested that all the affected fire chiefs on the county system, get together and formulate the best solution. We feel confident that we can represent 40 Crystal's best interest in that process. 1 Q:3 How would the County CAD Computer System be set up to dispatch appropriate equipment and agencies to situations? A: Currently, Crystal Dispatchers do this by memory. The County CAD System can be configured on a response basis by situation as dictated by each city. These response scenarios can be different from city to city giving the most flexibility to the individualities of each city's emergency response plans. Q:4 Can the county dispatch single fire station responses to certain calls, and general alarms to others based on the type of call? A: Currently, Crystal Dispatchers do this by memory. The county system can not differentiate between single station and general alarms. This would be the responsibility of the individual fire departments at this time. This would require some slight refresher training on our current Standard Operating Procedures. Q:5 Will the county dispatchers contact other agencies and make pertinent phone calls for fire officers? A: Yes. County dispatchers will make all important phone calls when requested by a fire officer. They would prefer, however, that non - emergency or routine calls be done by a cellular phone in the respective vehicles. This may require one or two additional cellular phones in the fire system. Q:6 How would the county handle a major emergency situation in a community or area? A: The county would dedicate one or two dispatchers to handle that situation exclusively until stabilized. They have several dispatchers on duty at any one time and have the capability of assigning a specific dispatcher if needed. Q:7 Will county dispatchers record all important fire department response times and how would this information be transmitted to the fire department after the incident. A: Yes. County will collect and does currently collect all important response times as requested. If this information is needed immediately after an incident to complete fire reports, they will fax this information to the respective fire stations. This procedure may require the purchase of fax machines for each fire station to receive this information. Q:8 Can fire departments get copies of the recorded radio transmissions from a particular incident for critiquing and training. 2 A: Yes. Representatives must go to the county radio to receive. The tapes are kept for at least 160 days. Q:9 On the county radio system, how do fire officers receive vehicle registration information on vehicle fires? A: Fire officers should copy the information needed from a police department squad MDT. Q:10 Can the county dispatchers page out special announcements such as drills, meetings and other pertinent fire announcements? A: No, unless there is a last minute change in a drill or a meeting. The fire department will need to put up reminder signs and utilize other processes to keep firefighters informed. Q:11 Can the county dispatchers receive and disseminate information on hydrants out, alarm systems out of service and sprinkler systems out of service on the CAD System? A: They will not receive this information from the general public but will put it on the CAD System when requested by a fire officer. Q:12 Will the county radio system allow for the specific paging for key personnel or announcing for certain firefighters to call the station for information or fire inspections? A: Not normally. If Crystal Fire needs to get ahold of certain individuals on a regular basis, i.e. fire inspectors, we may need to lease telephone pagers for those key individuals. Fire Department Consolidations: It should be noted that if any consolidations of fire services were to occur, it would be essential that those fire departments be dispatched from the same location. In conclusion, it would appear that the county radio system can offer the City of Crystal adequate service in the area of the fire department operations. The only additional costs would be the leasing of radio equipment, the possible purchase of a fax machine for each station, the possible purchase of additional cellular phones for certain vehicles and the leasing of a few telephone pagers. I hope this information is helpful. If I can offer any additional information, please do not hesitate to contact me. 3 SUPPLEMENTAL REPORT TO CITY OF CRYSTAL PUBLIC SAFETY DXSVATCEING STUDY MAY 28, 1993 Please bring this information along with the original report titled "City of Crystal Public Safety Dispatching Study" April 16, 1993 to the Council meeting of June 1st. This supplemental report contains the following: Page(s) 1 - 2 Memo from Nancy Gohman, Assistant Manager dated 5/28/93 3 Resolution 93- 4 - 10 Memo from James Mossey, Chief of Police dated 5/26/93 11 - 15 Memo from Jim Otto, Finance Director dated 5/21/93 RESOLUTION NO. 93 -37 RESOLUTION REQUESTING HENNEPIN COUNTY SHERIFFS DEPARTMENT TO PROVIDE DISPATCHING SERVICES FOR THE CRYSTAL POLICE AND FIRE DEPARTMENTS WHEREAS, the City of Crystal has reviewed several dispatch options, and WHEREAS, Hennepin County Sheriffs Department can provide adequate dispatching service which is a financial savings for the City and the taxpayers of Crystal, and WHEREAS, the citizens of Crystal will receive equivalent or better dispatching services under this option, and WHEREAS, the cities of Brooklyn Center, Robbinsdale and New Hope are considering the option of Hennepin County Sheriffs Department Dispatching for their communities, and WHEREAS, the Crystal Police Department believes that it would be beneficial in their efforts of combating crime in the community to be involved with direct communications with the above mentioned cities, NOW, THEREFORE BE IT RESOLVED, by the City of Crystal that the City of Crystal hereby requests the Hennepin County Sheriffs Department to provide emergency dispatch services to the cities of Crystal, Brooklyn Center, Robbinsdale, and New Hope. ALSO BE IT RESOLVED, that the City Manager be authorized to negotiate an agreement with Hennepin County with reviewal and approval by the City Council. Adopted by the City Council this first day of June, 1993. Peter Meintsma, Mayor ATTEST: Darlene George, City Clerk c� Memorandum DATE: May 28, 1993 TO: Jerry Dulgar, City Manager �� � FROM: Nancy Gohman, Assistant Manage rG SUBJECT: public Safety Dispatching Study As you know, the cities of Crystal, Brooklyn Center, Robbinsdale, New Hope and originally Golden Valley, have been involved in discussion regarding changing our dispatching services. At the March 16, 1993 City of Crystal Council meeting, our Council approved a motion to further study changing our public safety dispatching from the local level to the dispatching service provided by Hennepin County Sheriffs Department. Our Council has been studying dispatching by participating in the following: Joint City Council Workseasion: On April 15, 1993 our, Council was involved in a four city council informational work session regarding dispatching. The work session was attended by the cities of Crystal, Brooklyn Center, New Hope and Robbinsdale. Individuals were present from Hennepin County Sheriffs Department, Plymouth Police Chief, Brooklyn Park Police and Fire Chiefs, Logis representatives, City Managers and each respective city's Police and Fire Chief. The work session got the four city councils together to ask questions and obtain information and answers to numerous questions regarding changing our dispatching operations from the local level to Hennepin County. Tours of Facility: Staff at Crystal also set up tours allowing the Council to view the Hennepin County facility and ask questions to Hennepin County staff regarding dispatch operations. The majority of Councilmembers were able to attend tours at the Hennepin County Dispatch facility. Crystal Council Worksession: Finally, our City Council had their own independent work session regarding public safety dispatching, changing our public safety dispatching from the local level to dispatching service provided by Hennepin County Sheriffs Department. Out of the work session our City Council raised several other questions and asked they be addressed. The questions are as follows: A. How do jailers /jailings fit in with the various options? 1 B. What will the procedure be on handling emergency sewer backup or snow plowing calls if we go to Hennepin County for dispatching? C. Traffic stops - can you voice in traffic stops when using Hennepin County Dispatching or do you have to manually enter the data? D. If we continue with a 24 hour police department with dispatching through Hennepin County, how would this type of operation be scheduled and staffed? The answers to these questions are in the attached reports from Jim Massey dated May 26, 1993 and also a financial report from Jim Otto, Finance Director, dated May 21, 1993. To prepare for the June 1st meeting it is important that our Council receive and review all materials attached as well as review the report dated April 16, 1993, titled, "City of Crystal Public Safety Dispatching Study ". Police Chief Jim Mossey, Police Managers Craig Thomseth and Richard Gautsch, Fire Chief Kevin McGinty, Finance Director Jim Otto, and I will be present at the June 1 Council meeting to present the reports and answer questions. Recommendation: As you can see from the report from the Police Department, the recommendation is to change to Hennepin County for Public Safety Dispatching, changing our police department office hours closing to walk up traffic at 11 p.m. for the evening. After 11pm walk in traffic would be handled by having a "hot line" phone connected directly to Hennepin County dispatch. As stated in the April 16, 1993 report based on. all information given, staff continues to recommend that the City of Crystal work with Hennepin County Sheriffs Department to transfer dispatching from local level to public safety dispatching service provided by Hennepin County. Hennepin County can provide adequate, up -to- date, technically advanced dispatching along with the use of CAD. Since.this service of public safety dispatching can be provided by another organization as well as provide the greatest financial savings for our City and taxpayers, it is our recommendation to change to Hennepin County Sheriffs Department for dispatching. At this time, we ask the Council adopt the attached resolution which will allow us to proceed with negotiations with Hennepin County Sheriffs Department to change our public safety dispatching from the local level to the County. As usual, if you have any questions regarding this, please ask. NGl7 s 2 CITY OF CRYSTAL POLICE DEPARTMENT MEMORANDUM DATE: May 26, 1993 TO: Jerry Dulgar City Manager FROM: James F. Mossey Chief of Police SUBJECT: Answers to Dispatch Questions Raised at the City Council Work Session of 05/19/93 On 5/21/93, Lt. Gautsch contacted Sgt. Bruce Lennox of the Hennepin County Sheriff's Department Radio Division. Lennox provided the following responses to the listed questions: 1. What procedure is used for calling out sewer and, water, snow plowing and other city services? A: The cities provide the county radio with a file of information which includes the city service numbers. When county radio receives a request from a citizen concerning a city service, they notify the shift supervisor or other designated officer by radio and request instructions. (Some cities prefer that officers personally verify the problem prior to calling out personnel.) The officers then instruct the dispatchers to call the appropriate person to address the problem. In effect, there is no change from our current system except that dispatchers ask for approval from the shift supervisor of the individual city prior to calling the appropriate person. 2. Can officers use the main channel to report traffic stops? A: Yes. County radio has never had a policy that traffic stops could not be reported on the main channel.. However, most officers don't use the main channel for this purpose (if the traffic stop is routine) because the main channel would become crowded. 4 Officers are encouraged to use the main channel to report traffic stops or any other situations where the officer feels that there is any level of threat to his/her safety. Officers also have the option of using their MDT's to report traffic stops. This automatically starts the (alert timer) in the CAD System. This timer is set to the length of time established by the individual police departments. The MDT is also set up to display the traffic stop information on the MDT. of a second squad as designated by the officer. entering the traffic stop information. Currently, some officers are using Channel 2 to announce their traffic stops to other officers. This is not a mandated procedure of Hennepin County Radio. This is a procedure which has developed within the individual cities. The following information pertains to the Crystal Police Department's C.J.I.s. "Hot Files ". Introduction The Crystal Police Department currently has a computer terminal. linked 24 hours a day to the National (N.C.Y.C.) Criminal Justice Information System (C.J.I.S.). One portion and major responsibility of keeping this computer terminal is the monitoring and maintenance of the "Hot Files" data. "Hot Files" are those computer records entered into the national system that indicate the following: property that is reported stolen; - people that are reported as missing or endangered; "wanted" persons by law enforcement agencies. Each law enforcement agency is responsible for maintaining and keeping these records up -to -date. In other words, if Property or people are located, the agency entering the record must immediately update the computer record. In addition, the agency that enters the. computer record must have the capability to verify an inquiry from another law enforcement agency whether property is still listed as stolen or people are still wanted. The law- enforcement agency is mandated to respond to these inquiries within ten (10) minutes of their receipt, 24 hours a day, and must have a copy of the offense readily available for this verification process. 5 Problem Currently, the duties and responsibilities of monitoring and maintaining the "Hot Files" data is that of the Crystal Police /Fire Dispatchers. If the City of Crystal transfers its Police /Eire Dispatch services to another agency, who will be responsible for maintenance of the "Hot Files" data? Hennepin County Pro nosal Lt. Thomseth spoke with Sgt. Bruce Lennox, Radio Communication Supervisor, Hennepin County Sheriff's Department regarding how this problem would be resolved if the City of Crystal transferred its Police /Fire Dispatch services to his agency. Sgt. Lennox told him that this problem is not unique and that they already provide this service to many of the agencies on the Hennepin County Radio System. He said that they would keep the "Hot Files" inquiries request. He emphasized that it is extremely important that the individual police agency fax a copy of the offense report immediately to the communications center for entry into the C.J:I.S. Computer System. of course, it is equally important that the police agency immediately inform the communications center of any changes or updates in the case, so they can update /cancel the computer record. Conclusion It appears to us that the Hennepin County Radio Communications Center can adequately handle our department's "Hot Files" data if they are selected to provide police /Fire Dispatch services for the City of Crystal.. James F. Mossey Chief of Police JFM.dsl 6 PROPOSED STAFFING REQUIREMENTS The purpose of this memorandum is to show the number of staff that will be required to operate the Crystal. Police Department under following three (3) different scenarios: 1. Using the existing Crystal Police /Fire Dispatch center. 2. Using one of the proposed Three City Joint - Dispatch facilities. 3. Using the proposed Hennepin County Dispatch facility. Listed in the following text are charts that help visualize the personnel it is anticipated that will be needed for staffing under the various scenarios. EXISTING THREE HENNEPIN CRYSTAL CITY COUNTY SYSTEM SYSTEM SYSTEM CLERICAL 20 HRS. 60 HRS. 50 HRS. PERSONNEL PER WEEK PER WEEK PER WEEK NEEDED CLERICAL CLERICAL CLERICAL 1/2 Positions 1.5 Positions 1.5 Positions (NOTE #1) (NOTE #2) (NOTE #2) notes 1. An additional 20 hours of clerical staff are needed to have three (3) clerical staff working M - F, 8:00 AM - 4:30 PM (this will be adding 1/2 person to existing 2.5 personnel currently allocated). The current Dispatch staff would provide 24 hour access to the police department. 2. The above personnel are needed in order to have three (3) clerical staff working M - F, 8:00 AM - 4:30 PM (this will be adding 1/2 person to existing 2.5 personnel currently allocated) and have an additional one (1) person work M - F, 3:00 PM — 11:00 PM. This will allow the police department to be accessible to the public M - F, 8:00 AM - 11:00 PM. 7 0 PROPOSED STAPPING REQUIREMENTS (CONTINUED) EXISTING THREE HENNEPIN CRYSTAL CITY COUNTY SYSTEM SYSTEM SYSTEM JAIL 60 HRS. 60 HRS. 60 HRS /WEEK MONITORING C.S.O./ C.S.O./ C.S.O./ PERSONNEL DETENTION DETENTION DETENTION 1.5 Positions 1.5 Positions 1.5 Positions (Note #1) (Note #2) (NOTE j3) notes 1. Sixty hours of additional C.S.O. personnel time would be needed in order to monitor the jail facility from 11:00 PM - 7:00 AM daily. Existing Dispatch, C.S.O. and Clerical staff (the proposed clerical staff above) would be used to monitor the jail from 7:00 AM - 11:00 PM daily. 2. Sixty hours of additional C.S.O. personnel time would be needed in order to monitor the proposed jail facility from 11:00 PM - 7:00 AM daily. The proposed Dispatch personnel (two working from 7:00 AM - 3:00 AM daily) and existing C.S.O. would be used to monitor the jail from 7:00 AM - 11:00 PM. Clerical Staff would not be used to monitor the jail in this type of scenario. 3. Sixty hours of additional C.S.O. personnel time would be needed in order to monitor the jail facility from 11 :00 PM - 7:00 AM daily. Existing C.S.O. and Clerical staff (including the proposed additional 1.5 clerical staff above) would be used to monitor the jail facility from 7:00 AM - 11:00 PM. 8 PROPOSEb STAFFING# REQUIREMENTS (CONTINUED) EXISTING THREE HENNEPIN CRYSTAL CITY COUNTY SYSTEM SYSTEM SYSTEM 24 HOUR -NONE- 40 HRS /WEEK 60 HRS /WEEK POLICE DISPATCH CLERICAL FACILITY 1 Position 1.5 Positions (Note #1) (Note #2) (Note #3) n ote s-. 1. The existing Police /Fire Dispatchers currently provide this service. 2. The ,proposed Police /Fire Dispatchers could provide this service if the proposed joint dispatch/jail facilit were Y e located at the facility. Crystal fa y it However , the other participating cities would not enjoy this service, and Crystal's share of the dispatch service would have to be adjusted appropriately (40 hours /week additional in salary to be paid by Crystal for this service) 3. In addition to the 60 hours of added clerical staff and 60 hours of added CSO /Detention needed, 60 hours more of either CSO, Detention, or Clerical staff would have to be added in order to have a daily 24 hour facility. 9 PROPOSED STAFFING REQUIREMENTS SUMMARY I The following summary chart shows the number of personnel it is anticipated will be needed to operate the Crystal Police Department so that there is access by the public to the Police Department staff M - F from 8:00 AM - 11:00 PM and the jail facility is staffed 24 hours daily. However, the C.S.O /Detention staff working 11:00 PM - 7:00 AM could be used to answer telephone inquiries and handle walk -in public inquiries (when there is no one in the jail) and in most cases keep the police facility open 24 hours M F. EXISTING THREE HENNEPIN CRYSTAL CITY COUNTY SYSTEM SYSTEM SYSTEM TOTAL PERSONNEL FOR 8:00 AM - 11:00 PM 2.0 Positions 3.0 Positions 3.0 Positions STAFFING AND needed needed needed 24 HR. JAIL FACILITY SUMMARY II This scenario is a summary of all the above and provides the number of personnel that is anticipated will be needed to continue to operate a daily 24 hour staffed police and jail facility. The police department would be accessible to the public 24 hours every day of the week. EXISTING THREE HENNEPIN CRYSTAL CITY COUNTY SYSTEM SYSTEM SYSTEM TOTAL PERSONNEL FOR 24 HOUR 1.5 Positions 3.0 Positions 4.5 Positions STAFFED AND needed needed needed JAIL FACILITY 10 CITY OF CRYSTAL FINANCE DEPARTMENT MEM ORANDUM T0: Jerry Du1 ar FROM: Jim Ott SUBJECT: Costs Attributable to Lock -up Facility DATE: May 21, 1993 The purpose of this memo is document the major costs (personnel.) associated with o er lock-up cwt _., fac � P � u g a loc fac_l.�t given the alternatives being considered by the city council. Hennepin County Alternative Base cast $ 97,491 Lock -up 1.5 CSO 3 8� 367 a Total 5135.95$ Three City Alternative A Base cosh $179,688 Lock -up 1.5 CSO 14,542 b Clerical 1 33.874 c Total 228 X 04 Three City Alternative B Base cost $179,688 Lock =up 1.5 CSO 14,542 d Clerical 1.5 — 51,832 e Total 246 062 Maintain Present Arrangement Al.ternati7e Base cost $261,253 Lack -up 1.5 CSO _ 38,367 f Total, 299 620 11 All items noted above as "Base cost" are the costs from a memo dated Apr-11- 15, 1993, a copy of which I have attached. a. The cost of 1.5 community service officers with fring benefits, the cost of additional clerical is included in the base cost. b. Crystals share of the cost of 1.5 community service officers divided using the formula.used for the five city dispatch cost allocation. C. The cost of or full time clerical with fringes, under the assumption that since the dispatchers will be working for three cities we will be able t.o use some of the dispatchers time for clerical but not all. d. Same as b. e. The cost of 1.5 clerical with fringes, under the assumption that since the dispatchers will be working for three cities we will not be able to use the dispatchers time for clerical work. f. Same as a. cc Gohman Massey Gautsch Thomseth McGinty 12 MEM ORANDUM TO: Jerry Dulgar FROM, Jim Otto SUBJECT: Estimated Costs of Dispatch Operation DATE: April 15, 1993 The purpose of this memo is to outline the estimated costs of three possible alternatives to providing dispatching service. These costs are based on information obtained in discussions with Kevin_ McGinty, Jim Massey, Craig Thomseth, Rick Gautsch, Nancy Gohman, yourself, and information from Hennepin County, and our accounting records. MAINTAIN PRESENT ARRANGEMENT Pere onnel $188,400 Depreciation 30,653 Telephone 14,.396 MDT Rental 12,000 Pol;.ce Equipment Maintenance 13,704 e Fir Equipment Maintenance 1,250 Conferences and Schools 710 Dues and Subscriptions 140 Total 26Z 253 Depreciation expense is based on the Police Department's and Department's projected replacement costs for communications equipment, using an estimated life of 15 years. This includes only the major items, obviously there are additional items that are used in this -function and would be included for a complete cost summary. Other items in addition to miscellaneous depreciation which should be included in the cost of operations for the dispatch function, but would require some analysis and allocation, would at a minimum be: Office supplies Printed forms Personnel Testing and Recruitment Employment Advertising Electric Service Gas Service Rubbish Removal Facilities Repair and Maintenance Special Education. Reimbursement Books and Publications Postage Depreciation on additional equipment and furniture Facilities and Equipment Insurance Liability Insurance 13 it is possible that some of the above cost items could be significant, thus resulting in an annual expense materially higher than the $201,253 noted above. HENNEPIN COUNTY Police Mobile Radios Lease $8,225 Police Portable Radios.Lease 4,880 Police Mobile Data Terminals Lease 16,500 Fire Mobile Radios Lease 2,422 Fire Portable Radios Lease 3,852 Logis charges 3,560 Clerical staff 1.5 persons 51,832 Pager rental and monthly charges 504 Equipment depreciation_ 1,020 Equipment maintenance 2,064 Amortization of initial costs 4,633 Total 97 492 For comparison purposes the initial start -up costs have been amortized over a fifteen year period. This alternative has been configured` assuming the highest dollar cost for each item. J0II4T EFFORT BETWEEN CRYSTAL, NEW HOPE, AND ROBBINSDALE (Crystal share only) Personnel $.20,954 Operations 20,793 Police Mobile Data Terminals Lease 12,000 Police and Fire Mobile and Portable Radio Depreciation 101653 Police and Fire Radio Equipment Maintenance 4,352 Amortization of initial costs � X0,936 Total l79 688 The basis for this data was provided by Craig Thomseth. in order to make: the information comparable I applied the same formulas that were used when considering the five city operation headquartered at Golden Valley. In addition to the information provided by Craig, I included the current lease for mobile data terminals, depreciation on our current equipment which we would continue to maintain based on an Estimated fifteen year life, and the maintenance of same. This alternative does not provide for any severance or unemployment which we may need to account for if this alternative is seriously considered. 14 In summary even though in each case there may be additional costs or it is possible that they could be presented slightly differently, those differences should not materially affect the relati're relationships among the various alternatives. ALTERNATIVE COST MAINTAIN PRESENT ARRANGEMENT $261,253 RENNEPIN COUNTY $ 97,491 THREE CITY OPERATION $179,6$8 At our meeting on April.13, it was agreed by all members of the staff committee that if certain issues could be mitigated (it appears they can) the Hennepin County alternative makes the most sense, and that they were willing to recommend this alternative to the council.. This conclusion was reached by considering the significant Positive financial implications for the City of Crystal in conjunction with the feasibility of using the county system cc Gautsch Lohman McGinty Mossey Thomseth 15 Three City Proposal/ ' Dispatch Memorandum f • �� N CEN BROOKLYN CENTER POLICE POLICE DEPARTMENT MEMORANDUM To: Chief Hampton FROM: Dispatch Staff DAT^: April 1, 1133 SUBJ. Attached proposal Attached please find proposal for three city dispatch; Brooklyn Center, Crystal and Robbinsdale. This proposal is the product of discussions between dispatchers from these se communities. This proposal has been delivered to members of city councils and mayors for all cities involved. There was a concern that Robbinsdale was close to making a decision to go with Hennepin County and we felt that this option should be presented as soon as possible. If you have any questions or would like to discuss this proposal option, we would be happy to meet with you. PROPOSAL FOR THREE C DISPATCH This proposal is being presented to show advantages in clustering police dispatch operations between the cities of Brooklyn Center, Crystal and Robbinsdale. We believe this could be accomplished with minimal cost to each of the cities. The city of Crystal is the recommended site for this cluster operation. The recommendation is not meant to slight any of the other cities. Crystal has the largest jail facility - can house eight prisoners - and has the most strategically located tower - to reach portables for all cities. The city of Crystal is currently in the process of remodeling their city hall. This remodeling includes adding six feet to the existing dispatch center. There is a two station radio console in their dispatch center. Robbinsdale has a single , station radio console in their dispatch center. By moving this console to Crystal, there would be adequate radio equipment to operate this three city cluster. The clustered group would have two fire frequencies and two police channels. The current full -time dispatch staff could be utilized in scheduling which would allow double coverage on all shifts (necessary for three cities) and a power shift from 6:00 PM to 2:00 AM to assist with calls, registrations, drivers license checks, registrations, etc., during, normally, the busiest time of the day. This staff would handle phone calls, dispatch appropriate units, make computer inquiries and entries, manage jail facility, and the many assorted duties required of a dispatcher. There would be no need to hire additional personnel to handle the jail and terminal operation at Robbinsdale or Brooklyn Center - this will be done at the dispatch center. We feel there should be a three person user group - one representative from each city - to make decisions on procedures and operations of the dispatch center. The group itself should be run as a separate civilian entity, with civilian supervision. L There are points of concern we would like to address at this time - one is officer safety. Dispatchers for Brooklyn Center, Crystal and Robbinsdale routinely inquire on officers' welfare a short time after they have checked out on a call or traffic stop. This valuable service would continue with the new dispatch center. Also, we know the citizens of our communties ask administration to change the way they do business. However, we believe these citizens would rather have service from people who are familiar with their cities and problems than some unknown operator who simply wants to get their name and address and get them off the phone. It is also recommended that the Brooklyn Center double console be moved to Robbinsdale. This would afford an off - site training location for new personnel. As experienced dispatchers, we are all aware of the difficulties in on -the- job training in this line of work. As you are starting to explain step one, the phone rings and the new employee must sit' back, wait and watch until all is quiet again, for a couple of minutes. Another possibility - somewhere in the future - this site could be used by other communities as a training center for their new employees (for a reasonable fee). One other consideration would be that this would be a back -up system just in case of a disaster - fire, explosion, whatever - at Crystal, we could be back on line in 15 minutes. We have not been able to get accurate costs for this project. - However, all current radio systems are Motorola, so there would be no problem with incompatability. The only costs would be to physically move the consoles and modify frequencies. Since all cities are currently hooked up to LOGIS, there should be no great expense in transferring these cities to one location and to modify the program to accept city codes when entering a call. There would also be a cost in moving alarm systems to Crystal but, we must keep in mind that these are all one time costs - not the rental fees that go on forever with Hennepin County. And when the time comes for whatever new system is decided upon, this cost will be shared by three cities. None of us think that if Hennepin County has to go to a new radio system that they will absorb the entire cost - the cost would go to the cities they serve. We feel that the benefits in clustering are: 1) Maintaining service to the public, patrol and city 2) Maintaining control over procedures and costs 3) Saving costs to rent and install new equipment /modify LOGIS /rehire personnel to fill jobs dispatchers now perform We would like to have the opportunity to meet with the mayor or city council member from each city to answer any questions you may have. We thank you for your time and look forward to hearing from you. Respectfully, Dispatchers from the cities of Robbinsdale, Crystal and Brooklyn Center ROBBINSDALE, CRYSTAL, BROOKLYN CENTER (NEW HOPE) JOINT DISPATCH PROPOSAL ANNUAL OPERATIONAL COSTS: $10,000.00 TELEPHONE LINES (9 -1 -1, 7 digit number, data lines) $16,800.00 CONTRACTUAL MAINTENANCE Radio and Console .......... $6,000 E- 9- 1- 1 ....................$2,880 FAX .......... .............$ 500 Logging Equipment .......... $2,500 Computer Equipment ......... $5,000 $ 7,000.00 MISCELLANEOUS OPERATING SUPPLIES $ 5,000.00 INSURANCE (LIABILITY) $ 3,000.00 BUILDING MAINTENANCE (utilities, cleaning, etc.) $ 4,000.00 MLNCIS /NCIC CONNECT CHARGES $ 5,000.00 CAD EQUIPMENT LEASE COSTS $ 5,000.00 LEGAL /PROFESSIONAL COSTS $ 7,500.00 TRAINING /MEETING /CONFERENCE $62,380.00 $62,380.00 operational costs divided equally - $ 20,793.00 per city ANNUAL PERSONNEL COSTS: $249,600.00 10 DISPATCHERS $ 26,000.00 1 SUPERVISOR $ 68,900.00 BENEFITS @ 25% OF WAGE $344,500.00 $344,500.00 personnel costs divided equally - $114,833.00 per city ADDING NEW HOPE TO THE ABOVE PROPOSAL WOULD CONSTITUTE THEM CONVERTING TO THE LOGIS SYSTEM AT THEIR EXPENSE AND INCREASING PERSONNEL BY TWO TO THREE, THEREBY SPLITTING ALL ABOVE EXPENSES BY FOUR INSTEAD OF THREE. TRANSFER DISPATCH FUNCTION TO HENNEPIN COUNTY ANNUAL OPERATIONAL COSTS: PROPOSED 1994 COSTS (annual charges) MOBILE UNITS, PORTABLE UNITS AND MDTS - FOR THE CITY OF CRYSTAL IS $36,147.00. ROBBINSDALE WOULD NEED FEWER UNITS, HOWEVER, BROOKLYN CENTER WOULD NEED MORE. THEREFORE, TO GET AN AVERAGE AMOUNT WE ARE MULTIPLYING THIS FIGURE BY THREE. $36,147.00 x 3 = $108,441.00 FEES TO LOGIS: $ 39.00 per month /per city - PORT CHARGE = $ 1,404.00 $650.00 per month - PC LOGGING = $ 7,800.00 $108,441.00 - RADIOS $ 9,204.00 - LOGIS CHARGES $117,680.00 ANNUAL PERSONNEL COSTS: ASSUMING CURRENT PERSONNEL WILL BE ASSIGNED TO HANDLE STATE COMPUTER AND JAILING DUTIES DURING BUSINESS HOURS, IT WOULD BE NECESSARY TO HIRE ADDITIONAL STAFF FOR AFTER HOURS. THESE EMPLOYEES WOULD COVER 4:00 PM UNTIL 8:00 AM MONDAY THROUGH FRIDAY, 24 HOURS WEEKENDS AND HOLIDAYS. THE FOLLOWING FIGURES ALLOW FOR ONE PERSON TO BE ON DUTY TO HANDLE STATE COMPUTER,. JAIL, "WALK- INS ", INFORMATIONAL CALLS, ETC., DURING THESE TIMES. 128 - Total number of hours per week $ 10.00 - Hourly Wage $ 1,280.00 - Cost Per Week X 52 - Weeks Per Year $ 66,560.00 $ 880.00 - Holiday Hours $ 67,440.00 X 3 - Brooklyn Center, Crystal, Robbinsdale $ 203,320.00 X 25% - Benefits $ 50,580.00 $ 203,320.00 + 50,580.00 $ 253,900.00 ROBBINSDALE, CRYSTAL, BROOKLYN CENTER JOINT DISPATCH PROPORAL (COSTS SPLIT EQUALLY) ONE TIME CAPITAL COSTS: $ 2,000.00 FAX $16,000.00 DICTAPHONE 9000 UPGRADE* (10 channels to 30 channels) $15,000.00 E -911 TELEPHONE SYSTEM UPGRADE ** $10,000.00 (2) DIGITAL CALL CHECKS (unless Robbinsdale has one) $15,000.00 BASE STATION MODIFICATION * ** $58,000.00 * Minus trade in on existing equipment ** Amount is lease -to- purchase agreement, amortized over five (5) years. No payments after the fifth year. * ** Using existing Robbinsdale equipment. $58,000 capital costs divided equally- $19,333.00 per city. THERE MAY BE MINIMAL ADDITIONAL COSTS FOR MODIFICATION. SINCE ALL ABOVE FIGURES ARE HIGH ESTIMATES - THESE COSTS WOULD PROBABLY BE ABSORBED. TRANSFER DISPATCH FUNCTION TO HENNEPIN COUNTY ONE TIME CAPITAL COSTS PLUS: $43,825.00 PROGRAMMING CHARGE TO LOGIS THE COST FOR INSTALLATION OF RADIO EQUIPMENT INTO SQUAD CARS MUST BE ADDED THIS FEE - THESE COSTS ARE NOT AVALIABLE TO US. Crystal /Robbinsdale Sun Ap 14, 1893 -5A Ell 4 Crystal will Dknowledge cant be re placed celebrate To the editor: ficers talents and capabilities. system, the citizens will not the police- report typing sup 'A.rborfest' After working over 19 years They know the city intimately, have someone to call after pose you can also hire more ty- Crystal will celebrate for the city of Crystal the last know the trouble spots, in- business hours for the multitude gists to save money. Will Crystal borfest with a variety of events four with City Manager Jerry brate Ar- Y dividuals and have personal of non - emergency information save by selling all the expensive at Bassett Creek Par Saturday, Dul at the helm, I thought I knowledge and experience with or problems. I won't list them- radio and computer could no longer be surprised by them. p uter equipment April 24. inept behavior with public funds we have all called the police on now in use? I think not. A communit and safety. Able to investigate incoming occasion. These calls are ex- Crystal citizens will lose train - slated for 11:30 p 1 30 a a.m., with t o I was wrong. It a calls and screen them to prevent elusive to Crystal citizens and ed dispatchers g• ppears Mr. time loss in with over 50 comm res nse or wa Dulgar is now proposing that he time for non - police issues. The o dis atchandled under a comm picnic and enter - years experience serving Cry - tainment to follow at 12:30 p.m. do away with the police dis- insure that people have someone I person ally don't like to get crime�is in dramaticalt d g, tree i Stat orienteeri nature i h crafts ing duties done at Crystal and have the to talk to in a non - emergency recordings at City Hall when I ly and inner city problems are crafts, and oth dispat b Y Ilea- situation, promote people to give have a problem at night. I can't moving to Crystal, you should be will be set up for visitors follow nepin County. This is proposed information or inquire if police count the times people have trying to replace the two police ing the picnic. Also dis plays will to save taxpayers money. It assistance or investigation is driven to the police station with sergeants and the one be offered b sever may, although I doubt it. What I g do know is Public safety and of- irecessary, a problem following them or in patrolman you are missing now, servation and environmental Perhaps p Y 90 percent of calls to their car with them. Now they not take away the efficiency of organizations. ficer safety will suffer. the Crystal dispatch center are will find a phone to Hennepin what is left. Having worked over 19 years handled or routed by the in- County. Door prizes and music are for Crystal police with our own house dispatcher. Under county Hennepin County dispatch commented that a eft a s he p lanned throughout the event. dispatch center as well as over dispatch, most of these calls will works fairly well with the should only stay three yers. pdmissior free, with lunch five years in Anoka County have to be either expensively amount of traffic they have now. ere five. Perhaps he dispatch, I know the ben departments with count mat costa Y returned by mobile phones, the increased traffic, Ile's been h c, ex- should follow his own advice. He efits as the officer will have to wast e or With e perience indicates officers will certainly found the money to K i h well as the detractions. After iS Of time returning to the office, have trouble getting open air to build new offices. Think about it, g monitoring the County Dispatch which takes him from mobile report emergencies. b all those years, I have the response to emergencies or At present, our dispatchers and then, your safety. Columbus following conclusions. investigations — not to mention double as monitoring Boyd Barrott Crystal dispatchers are the he is not out there to help other vilian Editor's note: -The writer Ais nd ove r a Under the proposed new plan annual following: officers. Dulgar says he will hire ci • Familiar with individual of- jailers to replace them. I don't retired Crystal police officer. sales campaign see the savings. Dispatchers do Crystal- Robbinsdale Knights NCWS r He's always of Columbus will have their an- News Policy 1- 1 �a a d positive experiences Wlt�1 senator nual Tootsie Roll sales cam - The Sun-Post welcomes comments To the editor paign this weekend at locations from its readers and encourages sure Sen. Because my experiences with politics. I and other members of No office - holder can please around both communities. them to send letters to the editor. our family have had contact every constituent on every The campaign is held annual- Short letters generally make for the Sen. Ember Reichgott were so with her and her office a number issue, ly in conjunction with efforts,by p maximum on letters. All letters pr best reading. There is a two-page d evious vious letter - writer, I felt that o from those of a f but I'tn times through the years. We Reichgott values your opinions. Knights councils throughout the must contain the original signature I, also, should write a letter to have found tier to be open, fair So ... your senator needs to state to raise money for' com - of the writer and the name of the and responsive. nrturity program the editor making them known s, such as those writer's communit and phone . I drink most el n results � from you. Call her at number. No politic. iented let I have watched Sen . f or excep al chi lets , will W ace the week show that mos ers a Knights' membe before an elect" Sun .Post Reichgott s performance from p be at preciate the qualit her set- area stores and of er public reserves the rl�ht to request the time she first entered vifP t,, n.. Donald li. hclzclt lTf'l tiralinn of It,., .....- o. .. .+nr.�w.....7t.. PLEASE NOTE OUR COMMENTS AND SUGGESTIONS ATTACHED REGARDING THE PROPOSAL PRESENTED FOR REQUEST FOR COUNCIL CONSIDERATION. IT IS THE CONSENSUS OF OPINION AMONG THE CURRENT DISPATCH STAFF THAT A LOGICAL AND COST EFFECTIVE SCLUTIOi3 WOULD BE TO HAVE A GROUP DISPATCH FUNCTION COMBINING BROOKLYN CENTER, ROBBINSDALE AND CRYSTAL. WITH ADDITIONAL STAFF, THIS COULD BE EFFICIENTLY HANDLED AT THIS CENTER. WE REALIZE THAT CUR CURRENT RADIO SYSTEM IS NOT "STATE OF THE ART ", BUT IT CERTAINLY CAN HANDLE ANOTHER FIVE YEARS OF OPERATION. WE MONITOR THE ABOVE NA14ED COMMUNITIES ON A SCANNER AND ARE AWARE OF THE AMOUNT OF AIR TRAFFIC THAT IS USED. EVEN DURING THE BUSIEST TIMES - USUALLY P- 11DD1JE SHIFT - 3PP-i TO 11PM - OUR MIDDLE SHIFT DISPATCHER BELIEVES THAT WITH TWO DISPATCHERS IN RADIO AND A THIRD DISPATCHER AT A TELEPHONE ANSWERING POINT, ALL OF THESE COMMUNITIES COULD BE EFFECTIVELY AND EFFICIENTLY HANDLED. THERE WOULD BE NO NEED FOR ANY EXTENSIVE RE140DELING - WHICH WAS THE 14AJOR COST IN THE GOLDEN VALLEY PROPOSAL - AND WHEN A NEW RADIO SYSTEM IS REQUIRED, THE SHARED COST SHOULD BE REASONABLE. ESPECIALLY WHEN IT IS LOOKED AT REALISTICALLY AS A 15 YEAR INVESTMENT. ANOTHER POINT FOR CONSIDERATION IS THE MATTER OF CONTROL. IF THIS DEPARTMENT DISPATCH FUNCTION IS TRANSFERED TO HENNEPIN COUNTY, ADMINISTRATION WILL HAVE NO AUTHORITY OVER DISPATCHERS, METHODS TO OBTAIN STATS, ETC. ANY MODIFICATIONS OR PROCEDURES DECIDED UPON BY THE SHERIFF'S DEPARTMENT WOULD BE IMPLEMENTED AND THE COMMUNITY WOULD HAVE TO DEAL WITH IT. AND THIS DEPARTMENT WOULD HAVE TO ADJUST TO ANY PROCEDURES CURRENTLY IN PLACE. PAGE 3 - PARAGRAPH ' AFH HENNEPIN COUNTY HANDLES EACH AND EVERY COMMUNITY THE SAME WAY - BY JOINING AS A GROUP WOULD HAVE NO EFFECT ON CONTROL - IT WILL BE CONTROLLED BY HENNEPIN COUNTY. PAGE 3 - NUMBER 3. THE CITIZENS OF THIS COMMUNITY DO ASK THE CITY TO CHANGE THE WAY THEY DO BUSINESS, HOWEVER, I BELIEVE THEY WOULD RATHER HAVE LOCAL POLICE, FIRE AND AMBULANCE SERVICE FROM PEOPLE WHO ARE FAMILIAR WITH THEIR CITY AND PROBLEMS THAN SOME UNKNOWN OPERATOR WHO SIMPLY WANTS TO GET THEIR NAME AND NU14BER AND GET THEM OFF THE PHONE. PAGE 4 - FIRST NUMBER 5. DIRECT CONTRADICTION TO PAGE 3 - PARAGRAPH I. THERE WILL BE STANDARDIZED PROCEDURES AND FUNCTIONS IN THE COUNTY Si'STE2-i. ANY SPECIAL INTERESTS FOR INDIVIDUAL COMMUNITIES WILL NOT BE ALLOWED. PAGE 4 - NUMBER 6. WE CURRENTLY HAVE CAD PAGE 4 - NUMBER 7. THE 800 MHz TRUNKING IS BEING LOOKED INTO BY THE STATE LEGISLATURE WITH COSTS SHARED BY LOCAL COMMUNITIES, COUNTIES, SHERIFF, AS NOTED IN MPLS STAR TRIBUNE 3- 19 -93. THE ESTIMATED TIME FOR BEGINNING THIS PROGRAM IS APPROXIMATELY FIVE YEARS - WHAT IS THE RUSH TO SUtiE WHAT THE COSTS PRE ARE GOING TO BE. PLEASE NOTE COPY OF NEP7SPAPER ARTICLE APPEARING IN STAR TRIBUNE 3- 20 -33. A BILL DRAFTED BY HET COUNCIL AND INTRODUCED BY REF. STEVE KELLEY, DFL- HOFKINS, AND OTHERS CREATS AN 11 MEMBER BOARD TO PREPARE MONEY- SAVING PLAN FOR A COORDINATED RADIO NETWORI: THAT WOULD INCLUDE METRO 9 -1 -1 SYSTEMS. ONE MEMBER OF THE TASK FORCE QUESTIONS THE COMMITMENT OF LARGE PUBLIC EXPENDITURES ON THE NEW TECHNOLOGY WHEN CHEAPER ALTERNATIVES MIGHT SOON BECOME AVAILABLE. IT IS SUGGESTED THAT SPLITTING FREQUENCIES MAY BE AN ANSWER OR THE MICROWAVE BAND. ANOTHER PROBLE14 NOTED WAS THAT THE THREE MAJOR SUPPLIERS OF 800 MHz TECHNOLOGY MAKE INCOMPATIBLE SYSTEMS. NOTE THE QUOTE BY CRAIG REGARDING A TURF ISSUE. THE NEXT PARAGRAPH MAKES THE POINT THAT LOCAL GOVERNMENTS WOULD NOT HAVE TO GIVE UP THEIR DISPATCH CENTERS, BUT WOULD SIMPLY BE ABLE TO COMMUNICATE WITH OTHERS MORE EFFECTIVELY. MOREOVER, THE SYSTEM WOULD BE DESIGNED BY ITS EVENTUAL USERS, A BOTTOM -UP PROCESS. THE COMMENT BY PAUL LINEE SAYS IT ALL "THIS IS A CLASSIC CASE OF REINVENTING GOVERNMENT - WORKING TOGETHER ON A COOPERATIVE BASIS FOR SOMETHING WE ALL NEED." WITH ALL THE COMMITTEES AND BOARDS WORKING ON THIS SYSTEM, WE BELIEVE THE ADMINISTRATION FOR THIS COMMUNITY IS JUMPING TO CONCLUSIONS THAT AREN'T REALISTIC. PAGE 4 - NU14SER 8. THE COUNT:' SYSTEM DOES NOT DEGRADE THE DISPATCH OF A FIRE CALL, BUT SERVICE TO THE FIRE DEPARTMENT ON THE SCENE IS NEGLIGIBLE - CALLING UTILITIES, RED CROSS, ETC. PAGE 4 - SECOND NUMBER 5. THERE IS NO UNCERTAINTY - WE WILL BE OUT OF JOBS S PAGE 5 - OPTION 2. WE BELIEVE THIS OPTION WAS DISMISSED SOME TIME AGO. NOT A CONSIDERATION AT THIS POINT. PAGE 3 -2 - PARAGRAPH 3 IF EACH RECORD HAS A "SERVICE PROVIDER" CODE STORED SOMEWHERE IN THE FILE, HOW COULD THERE BE A 30o ERROR IN ENTERING THAT CODE WHEN ON PAGE 3 - NUMBER 2. STATES THAT THE TRAINING PROGRAMS FOR THE COUNTY ARE THE BEST. PAGE 3 -2 - PARAGRAPH 4 THERE COULD BE A LICENSING PROBLEM WITH HAVING A COPY OF PCLS ON A DEVICE AT LOGIS - HAS ANYONE RESEARCHED THIS? IF THE LOCAL AGENCIES CANNOT GET THE INFORMATION FROM HENNEPIN COUNTY, THE WORK LOAD WOULD BE DOUBLE - TO A STAFF ALREADY RESPONSIBLE FOR OTHER DUTIES NOW HANDLED BY DISPATCH. PAGE 3 -3 - ENTIRE PAGE SHOULDN'T THE QUESTION OF LICENSING BE ADDRESSED BEFORE AND PROS AND CONS ARE EVEN CONSIDERED? ATTACHMENT 6 PRELIMINARY COST OF COMMUNICATION CENTER ADDITIONAL PERSONNEL NECESSARY TO MAINTAIN STATE TERMINAL FOR POLICE OPERATIONS AND SECURE RECORDS AREA 24 HOURS /7 DAYS A WEEK 8 736 ( HOUR., ) - MY CALCULATIONS SHOW 365 DAY., PER YEAR X 24 HOURS PER DAY TO BE 8,760. TWO TERMINAL OPERATORS ARE TO PICK UP TIME WHEN OTHER PERSONNEL IS NOT ON DUTY. THE POSITIONS LISTED BELOW INCLUDE THE DATA ENTRY 'j - DATA ENTRY CLERIC /10 HOURS PER WEEK NIGHTS - RECEPTIONIST /DAYS - RECORDS CLERIC /DAYS - SECRETARY /DA`IS - T` DAYS AND NIGHTS. THE TWO TERMINAL OPERATORS WOULD THEN BE c� RE IBLE FOR 4:00 PM -8:00 AM MONDAY THRU FRIDAY /24 HOURS SATURDAY AND SUNDAY /24 HOURS ON HOLIDAYS. NOT POSSIBLE. THERE WOULD HAVE TO BE AT LEAST THREE FULL -TIME AND ONE PART -TIME TO FILL THESE HOURS. THESE TERMINAL OPERATORS WOULD HAVE TO BE STATE CERTIFIED*TO OPERATE THE STATE COMPUTER, AND PRESUME THAT THEY WOULD HAVE TO BE TYFISTS TO HANDLE IN- CUSTODY FRISONERS WITH REPORTS THAT HAVE TO BE DONE FOR MORNING COURT. ONE OR MORE OF THE CURRENT CLERICAL STAFF WOULD HAVE TO BE STATE CERTIFIED TO HANDLE STATE COMPUTER DURING DAYTIME HOURS. ONE OF THESE PEOPLE WOULD ALSO HAVE TO APPOINTED TERMINAL AGENCY COORDINATOR (LIASON BETWEEN BCA AND THE DEPARTMENT) TO HANDLE REQUIRED MONTHLY VALIDATIONS, AUDITS FROM BCA (EVERY TWO YEARS) AND FBI, JAIL RECORD INSPECTIONS (YEARLY), ANY PROBLEMS THAT COME UP WITH BCA, ETC. THE ADDITIONAL SALARY FOR ANOTHER ONE FULL TIME AND ONE PART TIME TERMINAL OPERATOR WOULD BE $42,816. THE PROPOSAL TO USE CEO'S TO HANDLE THE JAIL FACILITY DOES NOT ADDRESS THE ISSUE FULLY. THERE ARE MANY CASES WHERE THE CEO WILL NOT BE AVAILABLE BECAUSE HE 14AY ALREADY BE OUT OF THE CITY PERFORMING NOR14AL DUTIES. IN ADDITION, IF THE CEO IS PERFORMING HIS JAIL DUTIES, THIS MEANS HE IS NOT AVAILABLE TO PERFORM HIS NOR14AL DUTIES. THE CEO'S HAVE BEEN A COST SAVINGS TO THE CITY BY ALLOWING THE CITY TO REFRAIN FROM HIRING ADDITIONAL OFFICERS TO HANDLE THESE DUTIES. STUDIES HAVE ALREADY SHOWN THAT OUR OFFICERS ARE THE BUSIEST IN THE METROPOLITAN AREA, AND TO ADD THE CURRENT CEO DUTIES WOULD REQUIRE THE HIRING OF ADDITIONAL FULL TIME OFFICERS. IN ORDER FOR THIS PROPOSAL TO EFFECTIVELY OPERATE, IT WOULD BE NECESSARY TO HAVE FULL TIME JAILERS. THE ESTIMATED COST IN SALARY FOR THREE AND ONE HALF ADDITIONAL EMPLOYEES IS $111,000 PER YEAR. IT SEEMS TO US THAT THE CITY WOULD BE MAI:ING A GRAVE ERROR BY GOING WITH THIS PROPOSAL, SINCE IT WOULD REQUIRE HIRING MORE PERSONNEL TO PERFORM THE SAME FUNCTIONS THAT THE CURRENT DISPATCH STAFF IS HANDLING. THIS DOES NOT INCLUDE THE MANY MINOR FUNCTIONS OR DUTIES THE DISPATCH STAFF CURRENTLY HANDLES. PRELIMINARY OPERATING COSTS IN THE OPERATING COSTS THERE WERE A FEW COSTS NOT INCLUDED. IT WAS MENTIONED EARLIER IN THIS REPORT - PAGE 2 - THAT THE CITY IS CURRENTLY PAYING FOR RADIO EQUIPMENT AT A LOCAL LEVEL AND THIS WOULD BE A REALIGNMENT OR TRANSFER OF RADIO EXPENDITURES. EQUIPMENT NOW BEING USED BY THE POLICE DEPARTMENT WAS PURCHASED - THIS EQUIPMENT IS NOT COMPATIBLE WITH HENNEPIN COUNTY WHICH REQUIRES THE CITY TO RENT ALL RADIOS. THE COST TO RENT PORTABLES - $116.00 X 40 = $4,640.00 THE COST TO RENT MOBIL RADIOS - $131.00 X 17 = $2,227.00 THE COST TO RENT FIRE PORTABLE - $211.00 X 20 = $4,220.00 THE COST TO RENT FIRE FIRE MOBILE RADIOS - $96.00 X 9 = $864.00 THE COST TO RENT FIRE BASE STATION - $109.00 X 2 = $218.00 +REPAIRS TOTAL RENTAL COSTS PER YEAR FOR BASIC EQUIPMENT = $12,169.00 (THIS FIGURE IS JUST AN ESTIMATE BASED ON "1993" RATES AND BASIC EQUIPMENT AND IT MUST BE REALIZED THAT THIS IS FOR EACH AND EVERY YEAR) NOTE: RECENTLY THE BROOI:LYN CENTER POLICE DEPARTMENT PURCHASED NEW PORTABLE RADIOS FOR EACH PATROLMAN AND SERGEANT. THESE RADIOS ARE NOT COMPATIBLE WITH HENNEPIN COUNTY EQUIPMENT, CAUSING A WASTE OF MANY THOUSANDS OF DOLLARS. THIS EQUIPMENT CURRENTLY ALLOWS RADIO COMMUNICATION FOR EVERY OFFICER 24 HOURS PER DAY - WHILE ON REGULARLY ASSIGNED DUTIES, AND FOR SPECIALLY ASSIGNED DUTIES SUCH AS HERITAGE CENTER EVENTS, EARLE BROWN DAY EVENTS, ETC., AS WELL AS APPROVED EXTRA DUTY AND OFF DUTY. THE MOST RECENT EXAMPLE OF THE VALUE OF INDIVIDUAL OFFICER COMMUNICATIONS WAS WHEN AN OFF -DUTY OFFICER MONITORED A HOLD -UP AT LIQUOR ONE. THE CALL WAS GIVEN OUT BY OUR DISPATCHER WITH A DESCRIPTION OF THE PERPETRATOR AND HIS VEHICLE. OFFICER RAYL WAS OFF -DUT`I BUT HEARD CALL AND DESCRIPTIONS. HE SAW A VEHICLE MATCHING THE DESCRIPTION BEING DRIVEN BY A PARTY ALSO MATCHING DESCRIPTION. HE ADVISED RESPONDING OFFICERS AND KEPT THE ROBBER IN SIGHT - RESULTING IN THE ARREST AND CONVICTION OF THE PERPETRATOR. ANOTHER POINT WE WOULD LIKE TO MAI:E - WE DISPATCHERS SCREEN A LARGE NU14BER OF CALLS RECEIVED. WHEN A PERSON STATES THEY WANT TO MAKE A REPORT OF SOME I:IND, WE ASI: QUESTIONS TO DETERMINE WHAT KIND OF CALL THE OFFICE WOULD BE GOING ON. MANY, MANY TIMES WE ARE TOLD OF CIRCUMSTANCES THAT WOULD EITHER MAKE THE CALL A CIVIL MATTER INSTEAD OF A POLICE MATTER, WRONG PERSON TRYING TO MAKE REPORT, OR MANY OTHER SITUATIONS THAT ARE HANDLED BY US. THIS IS NOT DONE AT HENNEPIN COUNTY - OFFICERS ARE DISPATCHED TO THE CALL AND THEY ADVISE CALLER" THAT THEY CAN'T TALE THE REPORT. BECAUSE OF THE NUMBER OF THESE TYPES OF CALL RECEIVED BY THIS AGENCY ALONE, THERE WILL BE A REDUCTION IN PRO- ACTIVE PATROL - OFFICERS WILL BE GOING FROM CALL TO CALL, NOT ABLE TO WORI: ON TRAFFIC. SINCE CEO'S WILL BE RESPONSIBLE FOR THE JAIL FACILITY WHEN OCCUPIED, OFFICERS WILL HAVE TO HANDLE NON CRIMINAL ACTIVITY (LOCI:OUTS, DOG COMPLAINTS, FOUND PROPERTY, ETC) THAT IS CURRENTLY HANDLED BY THE CEO's. THE CEO'S WERE HIRED AS A MEANS OF RELIEVING THE OFFICERS OF SOME OF THE NON CRIMINAL CALLS SO THAT THEY COULD SPEND THEIR TIME MORE COST EFFECTIVELY ON THE CRIMINAL MATTERS. REMOVING THE CEO's FROM THEIR PRIMARY FUNCTION APPEARS TO BE A STEP BACKWARDS. P REL114INARY OPERATING COSTS DICTAPHONE MAINTENANCE CONTRACT $2, ©,0,0 MOTOROLA 14AINTENANCE CONTRA T C ao J 'Ur" & U , I n n SPECIAL LOGIS CHARGES $18,760 MDT'S (10 UNITS) $19,240 PORTABLE /140BIL RENTAL $12,169 ADDITIONAL PERSONNEL &,258,019 TOTAL OPERATING COSTS $318,248 TOTAL ANNUAL CITY COST OF DISPATCHING SER`JICES THROUGH HENNEPIN COUNTY SHERIFF'S DEPARTMENT $318,248 - DOES NOT INCLUDE ONE- TIME OPERATING COSTS DISPATCHING FROM BROOKLYN CENTER POLICE $247,085 DISPATCHING FROM HENNEPIN COUNTY SHERIFF $318,248 TOTAL LOSS $71,163 EDEN PRAIRIE was previously dispatched by Hennepin County from 197S u In 1984 they left Hennepin County because they were not gettin the service they felt they needed or deserved. They joined with Richfield Police Dept. as they felt two departments would function well together. They stayed with Richfield until they recently opened their own facility. The main problems with Hennepin County were TOO MAN:' CITIES ON THE S�'STEt They wanted more personal service for their community as well as their officers. They were not pleased with the way Henn Co throws out the calls and somebody has to grab them. The air time was always very hard to come by. They are much happier on their own and hope to stay that way. Corporal Luke Eden Prairie Police Dept. 1- 111INETONKA POLICE were previously dispatched through Hennepin Co. but the basic reason they left was for more individual service. They now have assigned officers instead of calls being thrown out and they have the CAD system which makes it much easier. They too plan to stay on their own. Dispatcher Anne Kruschke Minnetonka Police BROOKLYN PARI: POLICE are currently dispatched through Hennepin Co radio. Their biggest complaint is the air time. During the summer months which are generally busier they have a hard time getting ont the air. Also if there is a chase or something going on and then a medical or personal injury accident, something of emergency nature Hennepin starts throwing those calls out too and its hard to keep track of where the car is on the chase. As far as not being personalized you get used to it. Scott Stroupe, Officer Brooklyn Park Police By Kevin Duchschere -._. Staff Writer Larry Holmberg says that folks concerned about his new , adult bookstore moving in half a block from a day care x center in downtown Minneapolis have nothing to worry fi about. t YV #i "We have the same clientele that goes to day care centers, wf�� �' S that drops those kids off," he said. Nevertheless, Holmberg's lightning -fast overnight move f into what used to be McCready's Pub at the corner of 3rd St. and 3rd Av. S. has nearby workers and residents steaming — and city officials scrambling to see what can sr' bone to boot him out. "How could he be allowed to just open without someone making an issue of it first ?" asked Barb Ingham, director,, ; of Sick Kid Kare, a day care center for mildly ill children.�°x According to McCready's owner and manager, the answer'° is that Holmberg kept secret his intentions to replace the bar with a sex - oriented business — even from them. y "it just amazes me. It's a bar at 1 in the morning on w F March 18, and an adult bookstore at 9 a.m. on March? 19," said Diane Schmidt, McCready's manager. Holmberg is no novice to the X -rated trade. His Amuse- Store continued on page 5B ■ R eg i o na l News inside / r�'o Durenberger 's fate Police, fire units could share his s Dave Durenberger said f his standing in public opinion polls would "make things really difficult ... if I were �j network across metro area thinking of running right t '� now." Page 2B. By B Kevin Diaz St Y 11- member board, made up mostly Privatization Sta. Staff Writer of elected local officials, to prepare a Because state janitors make money- saving plan for a coordinated $7,000 a year more than pri- A At a time when the clarion call of radio network that would include vate- sector janitors, it looked he.- public service has become "reinvent- metropolitan 911 systems. like the state could save mon- whi ing government," the Metropolitan ey by hiring a private firm. But his Council proposed Friday to test in- The board, which will report to the a study shows it's not that ati� tergovernmental cooperation with a 1994 Legislature, also has to find a simple. Page 5B. Cor new regionwide radio system. way for the governments in the re- gion to pay the estimated $73 million Sales tax proposal "Tr The plan would put police cars, fire cost of the "backbone" transmission Leaders of St. Paul's legisla- Wh trucks, ambulances, snowplows, facilities of the new system. tive delegation said a plan to tole MTC buses and all other forms of use some of the proceeds of call "antennaed" public vehicles in the Supporters say that while the cost is a half -cent sales tax to relieve "Ar Twin Cities area on the same radio steep, that amount must be com- property taxes would doom ery: network. pared with the $100 million to $200 the proposal. Page 5B. you million it would cost for all 200 or so or But two -way radio frequencies aren't governmental units to upgrade their The columnists Hoi the only concern: Local government systems to the level of the new tech- his budgets, staffs and political turf are nology. b Jim KIOuChar: Ou r involved. " While the board can consider alterna- intrepid columnist finds a OK A bill drafted by the Met Council and tives, including scrapping the whole bungee jumping platform. righ introduced by Rep, Steve Kelley Does he do it? Page 3B, tria; DFL- Hopkins, and others creates an Network continued on page 2B I in I # etwork/ Better communication expected tinued from page IB project, the only plan on the table Sharing an emergency response system involves 800 megahertz digital tech- The Metropolitan Council has proposed a $73 million regional radio system aimed at nology that differs markedly from the improving emergency response and reducing overall costs for police, fire and rescue tow- frequency analog signals used in services in the metro area. The system would be shared by local, regional and state about 20,000 government radio units governments and based on a control center connecting nine substations –.the seven in the metropolitan area. counties, Minneapolis and St. Paul. Here is how it would work: Among its advantages, the "trunked" , system of shared radio channels } would allow a large number of users ` to share a limited number of scarce '�; police car radios for ttefp. • i radio channels. i 'The call is transmitted by" one of tttesystem'stwo � It also would allow police, fire and Vuayradio towers .. , safety officials to communicate across jurisdictional lines. "It is not always possible to do that today," said Met Council Chairwoman Dot- ; tie Rietow. i : 5y The council, anxious to shed its im- G 1420 E. 78t . age as an all -plan- and -no- action {i .�` ! i a *V agency, has marshaled the support of """ r, �� m�,. (612) 861 Gov. Arne Carlson and a host o f p Hours: Moi legislators behind its effort, which s M/NNEAPOUS ► `b� :� „ ;. Prices subject u began two years ago. �: SUBSTA77ff F 2, Mesa g a is received by The current plan is the product of a be MinneapoUSsubstation � 1- member advisory task force made rued to the region-' of local officials and communica- wid control center suasranr�nis ns experts. "It's a real -life applica- tion of how planning leads to things," said Cindy Bielke, council spokeswoman. Source: Metropolitan Council Star Tribune Graphic But the proposal has its critics. ible systems. Representatives of the others more effectively. companies have been following the Bill Craig, West St. Paul city manager regional plan closely, he said. Moreover, they say, the system and a member of the task force, ques- would be designed by its eventual tions the commitment of large pub- But the real sticking point may prove users. "It's a bottom - up process," lic expenditures on the new technol- to be a political one, with local gov- said Ken Morris, Met Council assis- ogy when cheaper alternatives might emment officials and bureaucrats re- tant chairman. Fe soon become available. luctant to relinquish control over their radio communications to a cen- The urgency comes be there are "It's all a wonderful idea, but it's not tral computer. There are 35 police a limited number of UHF and VHF been proven to me that that's the and fire dispatch centers in the 2,100- channels available, and also because way to spend our money yet," Craig square -mile, seven - county metro of new Federal Communications said. "It's a question of how to pro- area. Commission policies on channel al- ceed. Do we spend our money now location that will'take effect this sum - or do we keep our powder dry? I'm "It's not so much a turf issue as it is mer. Accordingly, the bill would pro- for keeping our powder dry." wanting to have a dispatcher, a per- hibit municipalities from applying son who is alert and awake all night, for new channels until the board E xc( e j Craig said it soon may be possible to watching alarms and performing lots completes its planning. "split" existing frequencies, thereby of different functions right down at doubling the strained radio capacity the local municipal building nearby," Paul Linee, Minneapolis 911 director used by public safety agencies in the Craig said. "The question is whether and a leading force behind the inte- Twin Cities area. The microwave we'll get the same degree of service grated radio network, said a shared band offers another alternative, he citizens expect." government project is the most effi- said, cient way to go: "This is a classic case Backers of the new system say that of reinventing government — work - Another technical problem is that the will be possible and more. Local gov- ing together on a cooperative basis three major suppliers of 800 -mega- emments would not have to give up for something we all need." rtz technology — G.E., Motorola their dispatch centers, but would a: d E.F. Johnson — make incompat- simply be able to communicate with Road n1an/ Council vote can't stop interim IanP 6�` � CENr BROOKLYN CENTER POLICE POLICE DEPARTMENT MEMORANDUM To. Chief Trevor Hampton City ,-tanager G. G. Splinter Front, Jean Dorweiler Date. 1 -lay 24, 1933 Subj: Five 'fear Committee ieeting Attached are copies of memos submitted by officers of the New Hope Police Department regarding ride - alongs and interviews with officers from Brooklyn Park and 1 -1aple Grove Police Departments. There are a number of favorable comments, mostly from officers who have never been with an independent city. The unfavorable comments are of great concern. The majority involve officer safety - not being allowed to use the main channel for traffic stops, having to use the IIDT, if there is time, or call in stop on channel two, hoping someone will hear it; not being able to get time on the air; the computer jargon preceding a call, distracting officers attention; etc. I cannot see these problems being resolved with four more cities coming into the system, even bringing their frequencies with them. It was mentioned that the computer alerts the dispatcher to officer's safety. That alert does not activate until one hour has been spent at the scene. I can assure you, we dispatchers don't wait an hour when officers are on the scene before we check their welfare. with the influx of more violent crime to the suburbs. I think the concern should be for increased awareness of officer's safety on the street, not a reduction. Another point I would like to make is the so- called free service. I was in the gallery during one of the four city work sessions hosted by Hennepin County. when a council person asked about the tax payers already paying for the jail facility and county still charging high fees for that service, the Hennepin County representative said that because of the high number of misdemeanor bookings coming in, they just had to charge a fee. He stated that Hennepin County is required by law to provide basic radio service to all communities within the county. I can't help but think, with the above logic, that Hennepin County could easily decide that since they operate a police function, the high number of non -crime calls they receive (lockouts, stalled cars, dogs in street, etc.) would have to have a fee added. I don't believe that Hennepin County will re- model, add dispatchers, install additional radios, for nothing!!!! I also believe the extra costs facing the Fire Department should be taken away from the savings mentioned. The equipment and personnel that will be required to effectively run that department will be a direct result of the elimination of the dispatch function who currently supply these services. And, on the topic of dispatchers, it was again mentioned that current dispatchers with Brooklyn, Center and Robbinsdale would receive greater consideration. I refer you to the letter sent to Linda Larson informing her that she would go no further in the I-. process. I spoke with a Sergeant from Hennepin County Administration when that letter had been faxed to their office. 1 stated that there could be no special consideration given to dispatchers being eliminated. He stated that the large number of applications from all over the area are scored by length of service, experience, college or not, etc. The applicants chosen to continue are those scoring the highest in this initial process. In closing, I have one question to ask - What if Brooklyn, Center City Council votes to not join the Hennepin County dispatch function? What would Robbinsdale, Crystal and New Hope do? Would they start hustling for another alternative? It appears that the original plan is for all to go or none. So, what would happen? CX'TY Off' NEW HOPE Memorandum DATE: May 3, 1993 TO: Director of Police Kastanos FROM: Officer Hazzard SUBJECT: HENNEPIN COUN'T'Y DISPATCHING (My RIDE-ALONG WITH BROOKLYN PARK PD ON 05/01/93 On my ride -along with Brooklyn Park officers on 05/01/93, it was a very slow transmission night, so I had very little opportunity to hear the county system in use. I talked to many of the officers during any time spent with Brooklyn Park, and all the officers I spoke with felt there were problems with County Radio. They especially felt that if other departments were added, more dispatchers would be needed. $OH$ OF TR7? CON NS Not enou91h dispatchers. At times, it was difficult'to get airtime. At times, there is a delay of many - minutes on getting calls to officers when it is busy. Officers stated they were not to use dispatch for traffic stops. They would usually just inform another Officer of their stop in case they needed assistance. Th ee is a way to inform dispatch of stops through the Dispatchers do not know the city very well. Citizens calling in will have difficulty telling dispatch locations since dispatch won't know streets and building locations; i.e., dispatch saying a vehicle went east on a road that runs north /south. Officers did seem to think the county system has improved in the last couple of years. They all stated that they would prefer to have their own city dispatch. Again, their biggest concern is that the system is too busy. The comments I have after listening to the officers from Brooklyn Park are: The department would have to have improved radio communications with our office for routine checks and inquiries. Also, we would still need a channel for communication between officers. - If we o to county y dispatch, our officers and our community would most likely have to get used to a little slower, less accessible system. C =TY OF NLW I�OpE Memorandum DATE: May 4, 1993 TO: Chief Kastanos FROM: Officer Ekstedt SUBJECT: CONSOLIDATION of DISPATCH sERvIcEs As requested, I went to the Maple Grove Police Department on 04/30/93, at approximately 2000 hours, to ride with the officers there in their squad cars to see how the radio system, which includes the CAD system, functioned in the squad cars. Upon my arrival at Maple Grove Police Department, I was met by John Peterson who is a police officer with one yyear of experience with the Maple Grove Police Department. in riding with Officer Peterson, this officer observed the CAD system being used very effectively by Officer Peterson. The point that this officer observed, which was much better than what is now presently in use, is the fact that they receive their calls not only by the radio, but on their MDT screen, - and this shows the address where the call is originating from and cross . streets so that an officer can find the area easily. This would greatly assist an officer who was unfamiliar with an area, but knew the general routes into the area in finding a call area. If an officer was to work a different police department area, he /she could find the call zones readily with this type of system in place officer Peterson seemed to think that the CAD system aided him greatly in doing his Job easier and better. I had occasion to watch a vehicle stop being made using the CAD system Y where the format was brought gh up for the atop. The stop was punched in in a matter of a second, and it came up on the screen which would alert the dispatchers that a squad car had effected a stop at a given area, and Officer Peterson also had radio contact with another squad advising him where he was going. to be. This all took place in a matter of effecting the stop, . taking no more than two or three seconds. From my observations of Officer Peterson, it was obvious that he had acquainted himself with the use of the CAD system. Officer Peterson did state that it took him a little while to get used to it, but once he got used to the system, he found it superior to any type of dispatch system held had exposure to in the past. . It was obvious that familiarization with the new system made the system far superior to the type of dispatching that this officer has been accustomed to for many years. Also, in talking to officer Peterson, there is the capability of being able to type reports on the CAD system which would be extremely time saving. Such calls such as property damage and minor thefts could be done in the squad car by the officer, the report coming up on the computer printer in the office. It was unknown by officer Peterson exactly how far out this type of service is, however, should it become in place, it would be of tremendous assistance in doing reports. if the logs could be done on the CAD system, it would be a tremendous plus. One thing I almost forgot to mention in talking with Officer Peterson is that he stated that all calls an officer receives can be scrolled up on the screen so that it can assist an officer in filling out the to at the end of the shift. I know myself that if I could have this type of system, I'd really see it as a plus in managing and accounting for time on a patrol log. After riding with Officer Peterson for awhile, I was turn ed over to officer Dave Persell. Dave has approximately 20 years of service on the Maple Grove Police Department. Dave was asked how he liked the CAD system. He stated that he thought it was good, but could see some improvements such as the system not going down as frequently as it does, and that some the system's designs could be more simplified, meaning that different keys that would brine formats up should be less complicated. I was not sure precisely what Officer Persell meant by this but, then again, I am not familiar with the CAD system. For my time spent with Officers Peterson and Persell, I felt that the CAD system and this type of dispatching would be as good, if not superior, to the dispatch system we are experiencing now. If a mobile phone was placed in the squad car to assist with the CAD system, the system would be way above the present service we are now getting from our present dispatch system. The mobile phone would free an officer for other types of duties, rather than running around trying to find a phone to make phone calls or being reached by any other persons while in the squad car. If the system is put into place, I would suggest that high emphasis be placed on making officers totally familiar with the CAD system. I think its acceptability would rise tremendously if this was done. Also, I think it would aid tremendously in assisting officers working in unfamiliar areas such as surrounding departments it it was found that consolidation of police departments was the way to go. I think you would see a great deal of dependency of an officer on the CAD system should that type of consolidation be necessary. C:=TY OF NEW HOPE Memorandum DATE: May 5, 1993 To: Chief Kastanos FROM: Detective Rudolph SUBJECT: SURVEY OF MAPLE GROVE oFFIcERS ON THE HENNNEPIN COUNTY RADIO SYSTEM On 05/04/93, I went to the Maple Grove Police Department and interviewed a patrol supervisor, 2 patrol officers, and an investigator concerning their opinions and views of the Hennepin County Dispatch System. I initially spoke with Patrol sergeant Jack Richardson. Sgt. Richardson spoke highly of the radio system, and felt that the dispatchers were good at taking information from people calling in and relaying the appropriate information to the squads. He stated they have also been good about keeping complainants on the line in in- progress situations and appropriately relaying the information as it is given to them. He also talked about the CAD system and said that they seem to be constantly expanding and improving upon it, and the current system of the calls going both on the air and on the computer system works efficiently for the officers in bath receiving the calls and keeping track of them. Sgt. Richardson stated that his major criticism of the system is that if the dispatchers happen to be on the fire main, they might not hear squads calling in and won't answer. I next spoke with Patrol Officer Ken Kirkovold. Officer Kirkovold also spoke highly of the CAD system, and stated that the computer automatically gives cross streets for the calls that are put out on the computers. This enables the cars to identity locations sooner, but they still do not have the capability to pinpoint a specific address. As a major criticism, officer Kirkovold stated that when things are busy, it is very difficult to get airtime and you have to wait for things to quiet down before you can get on the radio. I next spoke with Patrol Officer John Peterson who also expressed 'some concern about airtime being hard to get, particularly on weekends. He spoke highly of the MDT system, and stated that he likes the aspect of the calls coming over the computer, as well as being put on the air. Officer Peterson showed me the form that Maple Grove P.D. uses, which is similar to the forms used by other police departments on the county system, which is an extended ICR (see the attached ' form). Officer Peterson stated that this form has to be completed for every call they are dispatched on since Hennepin Radio does not have the capability to issue ICR's or complete any paperwork for the officers. The ICR form is similar to the cover sheets we use for our reporting system; however, this form must be completed for every `'call no matter how insignificant such as vehicle lockouts, minor medicals, motorist aids, and other miscellaneous public situations. This is a rather time consuming duty, and would be a rather large step back for our officers to have to deal with the additional, paperwork of filling ICR's out for each call. I next spoke with Investigator Kyle Larson who has worked at Maple Grove for 6 years, and worked for the Mound Police Department prior to that. Investigator Larson stated that, overall, he likes the system very much and it has improved greatly over the years since he has worked for Mound P.D. Larson stated that the traffic stop situation is similar to what Brooklyn Park does; the traffic stops are either mentioned by officers on channel 2 with the belief that someone will overhear them and /or entered into the MDT if the officer has the time to do so prior to making the stop. I also asked Investigator Larson about the situation regarding the ICR's in that the Hennepin dispatchers do not issue case numbers. I inquired about what difficulties, if any, he encountered in having to deal with evidence and other related paperwork to a particular case that has not been numbered yet. Larson said that the issuance of case numbers is a clerical function done by the office personnel who; in turn, also track ,, the evidence and write the case numbers on the items of evidence, as well as the evidence sheets, intoxilyzer test records, and any other related paperwork that needs to be numbered. He stated that the fact that the items .haven't been immediately numbered by the police officers hasn't been a problem for him, -- - but it is a time consuming duty for the daytime clerical staff. The common denominators' amongst the officers I spoke with were that they were highly favorable of the CAD/MDT system and felt that the dispatchers, in general, were very .good. The other comment made by everyone I spoke with on the negative side was that, when things became busy, the dispatchers might not respond to a squad until they called in two or three times and the airtime might be hard to come by on a busy night. C2TY OF N3✓W HOPE Memorandum DATE: May 4, 1993 TO: Chief Kastanos FROM: Detective Rudolph SUBJECT: SURVEY OF BROOKLYN PARK SUPERVISORS AND PATROL OFFICERS ON THE HENNEPIN COUNTY RADIO SYSTEM On 05/03/93, I went to the Brooklyn Park Police Department and interviewed 7 officers (3 patrol supervisors, 3 patrol officers, and 1 investigator). One of the patrol supervisors I interviewed was done by telephone. The telephone interview I conducted was with Sgt. Mike Baldwin. Sgt. Baldwin informed me that prior to working for Brooklyn Park Police Department, he had 5 years' experience as a patrol officer with the Hopkins Police Department. Sgt. Baldwin stated that, based on what he knew of. each system (the Hennepin system versus the Hopkins dispatch operation), he felt very strongly that the L,-indepandent systems were much more beneficial in terms of "personalized service" which enables the dispatchers to spend more time handling officers' requests, as well as speaking with people who call in for general information. He stated that, although Hennepin County does a very good job overall, they simply don't have the time to spend with individuals in nonemergency situations due to the fact that they handle such a large volume of telephone and radio traffic. I also interviewed Officer Roger Dahl who is presently working in the Investigation Division. Investigator Dahl's opinion of the System is that overall it is very good. He felt that the CAD system was very beneficial, as was the routing of calls to the appropriate officers. He said that there is usually a designated dispatcher for their city who keeps track of their officers, and that there is minimal overlapping between dispatchers when dealing with their city. Investigator Dahl also stated that most of the nonemergency traffic such as asking for an impound or r having the dispatcher make a phone call is done via channel 3 or by use of the MDT. I asked Investigator Dahl what his major criticisms, if any, of the system were and he stated that if the dispatchers became very busy, they might forget a squad's location. He stated that they previously had problems with dispatchers not staying on the phone line with people calling in in- progress calls, but that has improved greatly in recent years. T next interviewed Patrol Officer Eric Nelson who has 4 years' experience. Officer Nelson conveyed to me that the traffic stops are difficult to communicate to dispatch since their procedure is that they must type them in on the MDT, and it is sometimes difficult to be able to type in the plate and location while at the same time trying to watch the occupants of the car that v = you're stopping. Oftentimes when a stop is called in, the location might be typed into the MDT, but the violator fails to stop and the vehicle location that is type is actually stopped some distance from the d into the MDT, which does not allow the dispatcher to have your actual location unless you send a second message. He indicated that the driver's license and warrant checks are fast and efficient via use of the MDT, but he also pointed out ./the lack of personalized service from dispatch such as them being able to pinpoint a house for them. A specific example of this would be a residential burglary in- progress call with the officer wishing to know the exact location of a residence, such as how many houses north of an intersection it might be, to enable the officer to park a few houses away and walk up to the house, thereby not having to drive directly to the house and spotlight it. Hennepin Radio does not have a map such as the one at Golden Valley dispatch which shows each address in the city. He also stated that the dispatchers at Hennepin Radio do a very good job with the complainants, and do keep them on the line and gather sufficient information for the squads. His major criticism of the system was that the main channel becomes overcrowded on a busy night and it becomes very difficult to use the radio. 2 then spoke with Patrol Sgt Butch Swanson who has 29 years' experience with Brooklyn Park Police Department. He stated that o the Hennepin County Radio system is the nly system he has ever known and likes it very much overall. He feels that the calls are spread out equitably to his cars and they are automatically assigned to the appropriate zone car, and if the zone cards tied UP, the call is routed to the next nearest available car. Scit. Swanson was highly supportive of the system; but as a disadvantage, he also indicated that they were unable to in of an address for squads, and the s P P nt traffic stops and simply utilized channel they Will be out with a violator at a particular location. I then interviewed Patrol officer Chuck Ryan who has 3 years' experience with Brooklyn Park Police Department. Officer Ryan stated that, in general, he felt the dispatch system does an adequate job. He felt that the dispatchers hang up too soon with complainants and don't elicit enough information which causes him to ask for additional information on a frequent basis. He stated that most calls are put out both on the air and sent on the MDT. He stated that disadvantages of having calls sent on the MDT are that they are sometimes difficult to pick up off of the screen due to the fact that the messages are preceded by a long message number and a heading "Hennepin County Sheriff." He stated that there is too much nonessential information on the screen. He stated that you have to look at the screen for too long a period of time to pick up the essential information for the call such as the address, and that this can be a hazardous situation. Several officers pointed out that extra caution has to be used when reading the MDT screen as there have been squad car ✓ accidents relative to that, and they had one as recently as two days ago when one of the officers was involved in a minor property damage accident directly related to the fact that she was reading the MDT screen while driving. Officer Ryan reiterated that his major criticism was that the dispatchers oftentimes hang up on the callers too soon before getting adequate information. I then interviewed Patrol Officer D. Kolb who has 5 years' experience as a Brooklyn Park patrol officer, and prior to that was employed as a Lindstrom Police officer. Officer Kolb felt very strongly about the fact that Hennepin County does not have, and felt they should have, a set of specific rules and guidelines that all officers should follow relating to use of the radio. He stated that the officers do entirely "too much babbling" on the radio which unnecessarily ties it up and makes the overcrowding situation even worse. Officer Kolb stated that when he was employed as a Lindstrom officer, they were dispatched by the Chisago County Sheriff's Office. He stated that they had a set of guidelines in place that the officers and deputies were required to utilize when talking on the radio. He stated there was absolutely no problem there with unnecessary radio usage and that it was a very well thought out and efficient system. He also made the comparison between Chisago and Hennepin stating that Chisago County had a specific radio call -in procedure for traffic stops which was very brief and took no more than 5 seconds of airtime. He stated that the system they use with Hennepin County is that the squads go to channel .2 and call in ` the stop location ( 11 5110 will be out with one at 63rd and Zane. ") in the hopes that the other officers overhear that and will remember where that officer was last known to be in case something happens. He stated that the only acknowledgement of the fact that the officer is out at the stop location is that officers who Y 7 acknowledge it just simply click the mike on channel P 2 which is the acknowledgement for knowing owin that someone is out with a traffic violator. He cave an example that occurred fairly recently in which an officer had called in a traffic stop on channel 2 to the other squads and a short time later, the officer was yelling for help on the main channel stating he was in a foot chase. The dispatcher had no idea what was going on or where the officer was, but fortunately other officers had overheard the traffic stop on channel 2 and were able to locate the officer asking for help. Officer Kolb's fear is that Hennepin County will fail to act on this particular procedure until someone is seriously injured and then, in hindsight, decide that they should come up with a policy relating to traffic stops other than the MDT system which is often too time consuming to utilize when. attempting a traffic stop. Officer Kolb also stated that there is generally not enough use of the MDT system, and officers do a lot of things on the radio that could easily be done on the MDT such as arriving on a call, asking for impounds, etc. He reiterated that Hennepin County needs to come up with a set of guidelines for general use of the radio for all of the users of the system and suggested that a e user board get together with representatives of the Sh r iff s Department and discuss the matter. He commented that since he has been at Brooklyn ever visited from the kl P Sheriff's Department rk askin no one h as g for input, offering questionnaires, or discussing with the users, in any way, how they feel about the system or offering the opportunity for any input whatsoever. Officer Kolb also commented about the use of the alert tone which is used by the dispatchers for medicals. He stated that he feels that there is a gross misuse of the alert tone and it is utilized for such things as minor medicals (an individual experiencing a high fever or diarrhea) instead of for true medical emergencies or situations such as a holdup alarm or burglary in progress. I then spoke with Patrol Supervisor Brian Kampa who is of the opinion that for officer safety, "Smaller is better." He went on ✓to state that he felt that the system that Golden Valley/New Hope is presently utilizing is best for officer safety; if for no other reason, less crowding on the main dispatch channel. He stated that they have some minor criticisms of the dispatchers and cited as example that the dispatchers forgot to order an ambulance for a medical that occurred in their city last week. He stated that when they have forwarded complaints to County Radio, they only get lip service and the complaints "duly noted," but he is not aware that anything has been done on follow ' through with those complaints. In speaking with the officers and supervisors, I noted there were several contradictions officers regarding their ion between the offs r r g g personal opinions of the system, but a common denominator was that there is often an "overcrowding ;' situation on the main channel, and a common concern of the officers is the system, or actually lack of a system, that is efficient in calling in traffic stops. While I was interviewing the individual' officers and riding with Sgt. Swanson I t that g noted the radio traffic that particular night was unusually light. I also had the opportunity to look at some of the dispatched calls sent on the MDT, and as previously noted by Officer Chuck Ryan, I did see that some of the essential call information does appear to be buried in the middle of the screen after a somewhat lengthy message number and heading which announces the system "Hennepin County Sheriff." This would only seem to be a difficulty if the car was in motion at the time you were attempting to read the message on the screen. r New Hope Resolution • 4401 Xylon Avenue North Telephone: 612 - 531 -5100 City Hall Fax: #612- 531 -513r New Hope, Minnesota 55428 -4898 TDD Line: 612 - 531 -5109 Police Fax: #612- 531 - 517 Public Works Fax: #612 - 533 -765( F� Ho Q May 26, 1993 Gerald Splinter City Manager City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn Center, MN 55430 Re: Emergency Communications Study Dear Jerry: Y t The New Hope City Council has met twice in worksessions reviewing the Emergency Communications options. At the Council meeting of May 24, 1993, the City Council passed the enclosed resolution. The resolution establishes nine principles and policies in which to judge the four dispatch options before the Council. With the agreement on those principles and policies, then the Council evaluated the options and recommended that staff proceed in putting together the Hennepin County Emergency Communications option. The direction is dependent upon the cities of Brooklyn Center, Crystal, and Robbinsdale also coming to similar findings. Feel free to share the resolution with your Council and staff and let me know if there is any further information I can provide. Sincerely, '� Zad A-' itt�� �f Daniel J. Donahue City Manager Enclosure Family S t y led City For Fami Liv y ty y y n g y i CITY OF NEW HOPE RESOLUTION NO. 93 -76 4V RESOLUTION AUTHORIZING ENTERING NEGOTIATIONS WITH HENNEPIN COUNTY SHERIFF'S DEPARTMENT TO PROVIDE EMERGENCY COMMUNICATION SERVICES FOR THE CITY OF NEW HOPE i WHEREAS, the City Council of New Hope directed City Staff to review the emergency communication system for public safety programs in the City to determine future service needs; and WHEREAS, the City Council further directed City Staff to enter into discussions with the Cities of: Golden Valley, Brooklyn Center, Robbinsdale, and Crystal to study possible consolidation of their emergency communication systems; and WHEREAS, City Staff developed the following options and presented those options on March 22, 1993: 1) Consolidate with the four other neighboring cities 2) All neighboring cities consolidate with Hennepin County 3) Stay with Golden Valley 4) Consolidate with Crystal and Golden Valley WHEREAS, the City Council directed staff to further study all options and obtain more information on the Hennepin County option; and WHEREAS, the City Council and City Staff extensively studied all factors in the Hennepin County Option by: 1) Holding a public work session with Hennepin County on April 15, 1993. 2) Visiting the Hennepin County Emergency Communication Center on April 6th and April 7th, 1993 3) Holding two special Council work sessions, one of which had the Hennepin County Chief Deputy in attendance. WHEREAS, the City Council held Special City Council Work Session Meetings on May 11th and 19th, 1993, to review all options and determined the City of New Hope's participation in an Emergency Communication System should be based on the following criteria: 1) The system should have the capacity to be upgradable to accept future technological changes such as trunking of frequencies, digital electronics and 800 Megahertz utilization. 2) Ability to contain costs and deliver the best return for resources expended. 3) The system must be at what is considered a "state of the art" in terms of technology and services provided. 4) The system must facilitate the communication requirements that are needed in order to share personnel and resources for service demands and future program changes. 5) The system must not hinder or prevent any efforts by the City to review and consider consolidation of programs and services with neighboring cities. I Radio Equipment Memorandum • JUN 00 '93 03:23PM HENN CO SHERIFF COMM fhv P.Z gat AW - OpN oMob]' SHERIFF BCOURTHOUSE * '` MINNEAPOLIS, MINNESOTA 55415 DON OMODT (612) 348 -3744 June 8, 1993 Chief Trevor Hampton Brooklyn Center Police 6301 Shingle Creek Parkway Brooklyn Center, MN 55430 Dear Chief Hampton: You inquired about the policy for continued use of your current radio equipment if Brooklyn Center chooses to join the Sheriff's Communications system. As you are aware, the law requires that all communications equipment shall, unless otherwise provided by the Hennepin County Board, be owned, maintained, and serviced by Hennepin County. It is the intention of the Sheriff's Department to recommend to the County Board, that if the equipment is compatible, your city continue with your existing portables, mobiles, and present service agreements. Additional equipment, and /or system replacement, would be provided by Hennepin County. As I understand your equipment, it is compatible and would continue to remain in service with appropriate fre uenc changes, frequency es. 9 If you have any further questions, please let me know. Sincerely, DON OMODT, SHERIFF By: Donald H. Vodegel Captain - Communications Division 9300 Naper Street Golden Valley, MN 55427 (612) 525 -6206 DHV :djt cc: Chief LaBerge Inspector Postle Minn. Stat. 387.03 "The sheriff shall keep and preserve the peace of his county..." • CITY OF BROOKLYN CENTER Council Meeting Date June 14 , 1993 Agenda Item Number — /0&21 REQUEST FOR COUNCIL CONSIDERATION ******************************************************** * * * * * * * * * * * * * * * * * * * * * * * * * * * * * ** ITEM DESCRIPTION: PROPOSED ORDINANCE AMENDMENT TO CHAPTER 19 ALLOWING TOW TRUCKS TO BE PARKED IN RESIDENTIAL AREAS DEPT. APPROVAL: Brad Hoffman, Director oeO6mmunity Development MANAGER'S REVIEW/RECOAMENDATION: ��Xo • No comments to supplement this report Comments below /attached SUMMARY EXPLANATION: (supplemental sheets attached ) You have asked me to provide with a memo briefly outlining the history and reasons for the adoption of Section 19 -103, Subdivision 12, of the City's nuisance ordinance. This particular ordinance was adopted by the City Council on December 5, 1988, and became effective on June 1, 1989. The City Council adopted this ordinance after receiving citizen complaints and approximately two years of study and deliberation regarding the matter of allowing commercial vehicles to be parked in residential areas. It was part of an effort by the City Council to strengthen and maintain the residential character of the City's neighborhoods and prohibit conditions that were deemed to unreasonably annoy, injure, or endanger the safety, health, morals, comfort, and repose of members of the public in residential areas. Other nuisance regulations, such as Sections 19 -103, Subdivisions 13 and 14, involving the parking and storing of vehicles and equipment in residential areas were also adopted after the provision in question was adopted for the same general reasons. The City Council, prior to adopting Section 19 -103, Subdivision 12, held a number of hearings on this matter. There was support as well as disagreement over the benefits of the prohibition involving the parking of trucks and commercial vehicles in residential areas. The Council reviewed • a number of drafts of possible ordinance language dealing with this question. In fact, two home owners that were truck drivers and had parked or stored there truck tractors at home appeared before the City Council to object to the ordinance noting the inconvenience such a prohibition would cause them. Another individual objected claiming the ordinance would put him out of his food delivery business. The Council considered these opinions as well as other opinions expressed at the various public hearings. Again, after due deliberation the Council adopted the current ordinance on December 5, 1988. They established June 1, 1989, as the effective date of the ordinance to give people who parked or stored prohibited vehicles time to make necessary arrangements to relocate these vehicles or equipment. The City Council even re- reviewed their decision in January and February of 1989 with no change taking place. The enforcement of the ordinance began around July, 1989, with people in violation of the ordinance being sent letters giving them 30 days notice to comply or face receiving citations for misdemeanor violations. This has been generally the way the ordinance has been enforced since the time of its adoption. Compliance has been good, but has caused some inconvenience to people who have had to make various changes or other arrangements for the parking and /or storage of their vehicles. This ordinance was again reaffirmed in City Council Resolution No. 91 -243 which was adopted by the City Council in October of 1991, in response to an appeal submitted by Dennis and Gloria Cardinal. In addition to denying their appeal, the Council found no compelling reason to amend the ordinance or provide other relief sought by the Cardinals. - I have briefly had the opportunity to review the ordinance amendment language proposed by Robert Wilson, an attorney representing the Cardinals. The proposal would make an exception to Section 19 -103, Subdivision 12, to allow tow trucks used to respond to police, highway patrol, or fire department requests to be parked or stored in a garage on residential property provided the tow truck engines and motors are kept off and no maintenance, cleaning, or repair is done to the vehicle on the property. This exception no doubt would help the Cardinal situation. This suggestion was offered by the Cardinals two years ago during their appeal and was rejected. Comments had been made then about the importance of a timely response to accident scenes by tow trucks and that having them at home would be helpful. However, I do not believe it has been shown that prohibiting tow trucks from being parked in residential areas will necessarily lead to a reduced response time. Other arrangements can be made to reasonably accommodate such concerns. It may also be difficult to try to determine which tow trucks are being used to respond to emergency requests. I believe a number of towing vehicles can be used to respond to various emergencies. Perhaps, anyone with a tow truck could make the claim that they will respond to emergencies and, therefore, should be allowed to park these vehicles on residential property. Parking tow trucks in residential garages may also be argued to be a hardship because, in some cases, they may not fit in a garage. Good arguments could be made to allow the vehicles to be parked in yards provided they are screened by a fence and are not visible from the street. Again, this will open the opportunity for parking these kind of vehicles in residential areas in order to treat people fairly. In the meantime, these vehicles will be coming and going in these residential areas creating the kind of nuisance activity that was objected to at the time of the adoption of the current ordinance provisions. To me the real question is "does the Council wish to allow these types of vehicles in residential areas on a regular, routine basis." I believe the ordinance provision has served the City and its citizens well and, overall, has helped to maintain the residential character of the City's neighborhoods. RECOMMENDED CITY COUNCIL ACTION Direct staff as to Council's desire. • 11:24 BHUEF.' c - ROBERT E. WILSON AnI'ORNEYATLAW SUITE 201 400 THIRD AVENL1 NORTH MINNEAPOLIS, 311'NNESOTA 55401 TELEPHONE (612) 334 -3444 FAX (612) 333 -1738 ' May 14, 1993 TO: Brooklyn Center City Council Members and other Interested officials From: Robert E. Wilson I am submitting the following Proposed Addition to Brooklyn Center City Ordinance 19- 103 (12) for your review. I believe this addition to the existing ordinance satisfies all the concerns that were raised about a tow truck being parked in a residential area. The purpose of the proposed amendment to the ordinance is two fold: 1) to allow tow trucks to respond. quick enough to secure accident and tow scenes, thereby promoting the safety of the public and law enforcement,and rescue personnel. 2 to keep trucks rucks parked In garages so they are in no way a public nuisance This matter will be on the agenda May 24th, 1993. I look forward to discussing the matter at that time. If anyone has any suggestions or questions, I encourage you to call me. Very truly yours, Robert E. Wilson f'Hl' 1 7 9; 11:24 BHI_Ep�i= '',__LE _ fiFL_ = flvl_ __�= 1'uctiotl c(lilf. pment, farm vch:r- and equipment, or a commercial vehicle with a length greater than 21 feat, or a height greater than 8 feet, or a gross vehicle weight greater than 4 pounds, continuously for more than two hours on any property within a residential zoning district or being lawfully used for residential purposes or on any public street adjacent to such properties, Such equipment and vehicles shall include, but are not limited to, the following: dump trucks, construction trailers, back hoes, front -end loaders, bobcats, well drilling equipment, farm trucks, combines, thrashers, tractors, tow trucks, truck tractors, step vans, cube vans and the like. The prohibitions of this subdivision shall not apply to the following: a) Any equipment or vehicle described above being used by a public utility, governmental agency, construction company, moving company or similar company which is actually being used to service a residence not belonging to or occupied by the operator of the vehicle. b) Any equipment or vehicle described above which is actually making a• pickup or delivery at the location where it is parked. Parking for any period of time beyond the time reasonably necessary to make such a pickup or delivery and in excess of the two hour limit shall be unlawful. c) Any equipment or vehicle exceeding the above described length, height or weight limitations, but which is classified as recreation equipment ,#s.,Apeo4fied,An „Minnesota Statutes 158,011, Subdivision '~ 25. �; d) Any equipment or vehicle described above which is parked or stored It on property zoned residential and being luwfuLly used as a church, school, cemetery, golf course, park, playground or publicly owned structure provided the equipment or vehicle is used by said use in the conduct of its normal affairs. 4) Any equipment or vehicle described above which is parked or stored on property which is zoned residencial and the principal use is nonconforming within the meaning of Section 35 -111 of the City Ordinances, provided such parking or storage is nor. increased or expanded after the effective date of this ordinance. Proposed addition to Brooklyn Center City Ordinance 19 -103 (12): f) Any tow truck which is used to respond to Police, Highway Patrol or Fire Department requests for assistance, provided that (1)such tow trucks are parked in existing garages with the garage door closed, (2) such tow truck engines and motors are kept off, and (3) no maintenance, cleaning or repair is done on the tow truck while at the residential site, MEMORANDUM TO: Mayor Todd Paulson Councilmember Dave Rosene Councilmember Celia Scott Councilmember Barb Kalligher Councilmember Kristen Mann FROM: Gerald G. Splinter, City Manager DATE: May 7, 1993 SUBJECT: Status of Cardinal Towing Lawsuit - SE Area Map - Councilmember _ Kalligher Today I became aware of the receipt of the attached letter from Corrine Heine to Judge Lange of the District Court regarding the Cardinal v. Brooklyn Center case. You will recall that approximately one month ago I updated the Council on the status of this case. This attached letter indicates that Judge Lange's office misfiled the previous court documents and Corrine is indicating in the letter the City renews its motion with a new submission date of May I,1, 1993. Of particular interest, and the reason why I am writing this memo at this time, is the second paragraph of this letter in which Corrine indicates that in discussion with Cardinal's attorney, Mr. Wilson, he indicates he is preparing an ordinance amendment for consideration by the City Council on May 10, 1993. Neither Mr. Cardinal nor Mr. Wilson have contacted my office or any other staff member regarding this proposed ordinance amendment, and so I would anticipate, if they follow through on this, that they would be appearing on open forum. I have attached a copy of a resolution passed by the City Council on this issue in which they indicated support for staying with the current ordinance. When the original nuisance ordinance was passed, we had a number of specific complaints about wreckers and their activity in residential areas. The first was over by 62nd and Lyndale, close to previous Councilmember Lhotka's home. In this location, someone was actually operating a virtual junkyard by using a wrecker to haul cars in and out of the backyard in his backyard and adjoining state property. He also left the wrecker parked in front with damaged and wrecked cars attached for extenders periods of time. I can recollect two other complaints about wreckers being brought home, and one was up on Willow Lane and the other was a Bill West employee who parked the wrecker up in I believe it was Creek Villa townhouses. We had a number of other complaints about wreckers, but nothing that I can recall specifically. Enclosed also please find color copies of a map indicating the responses on the southeast area street utility project survey. Councilmember Kalligher will not be able to attend Monday's Council meeting. She is home from the hospital, doing fine, but will not be able to attend Monday's meeting. The Council should remember that four affirmative votes will be needed to pass the street and utility program. If four affirmative votes are available Monday night, the Council could proceed. If not, you may wish to delay consideration to your next meeting. HOLMES & GRAVEN CHARTERED Attareeys at Law JOHN M. LEFivYE, JY. 470 Pillsbury Center, Minneapolis, Minnesota 55502 ROBERT J. LI`IDALL ROBERT A. ALSOP (612) 337 -9300 LAUitA K. MOLLET RONALD H. BATTY BARBARA L POYTWOOD STErHEN J. Bunt. Facsimile (612) 337.9310 JAMES M. STYOFL1IEy JOHN B. DEAN N. GAL JAMES J. THOMSON, IX STLFANIE N. AL NARY C. N S LARRY M. WERTHEIM EY BONME L- WILKINS CORYLNE A. HEINE GARY P. WINTESt JAMES S. HOLMES WRITERS DIRECT DIAL DAVID L. GRAYLY (1929.1991) DAVIDJ. KENNEDY 337 -9217 JOHN R. L.AYSON -- OFCOUNSEL WELLINGTON H. LAW ROBERT C. CARLSON CHARLES L LZFrVERE ROBERT I- DAVMSON May 3, 1993 The Hon. LaJune T. Lange Judge of District Court C -909 Government Center - Minneapolis, MN 55487 RE: Cardinal v. City of Brooklyn Center Court File No. MX 91- 019273 Dear Judge Lange: Your law clerk has informed me that the City's motion for summary judgment, which was submitted for decision on October 23, 1992, was misfiled. Accordingly, the City renews its motion with a new submission date of May 11, 1993. Your law clerk indicated that the renewed motion could be made upon the motion papers and memoranda that were filed last fall. If you would like the papers refiled, please let me know. - We are asking for a new submission date of May 11, 1993, in order to provide the parties an opportunity to discuss settlement of this matter. The plaintiff's attorney has indicated that he will prepare a proposed ordinance amendment for consideration by the defendant City's council on May 10, 1993. If no settlement is reached on May 10, we will proceed with our motion. Pursuant to Minn. R. Gen. Prac. 121, we will Immediately notify the Court if any settlement is reached. Sincerely, HOLMES & GRAVEN, CHARTERED .. .; Corrine A. Heine cc: Robert E. Wilson CARS2723 CA115 -1S ' Member Philip Cohen introduced the following resolution and moved its adoption: RESOLUTION NO. 91 -243 RESOLUTION REGARDING THE DISPOSITION OF PLANNING COMMISSION APPLICATION NO.91017' SUBMITTED BY DENNIS AND GLORIA CARDINAL WHEREAS, Planning Commission Application No. 91017 was submitted by Dennis and Gloria Cardinal seeking an appeal of a determination by the Director of Planning and Inspection that parking a tow truck in a residential zone is a nuisance as defined by Section 19 -103 of the City Ordinances and is not a land use eligible for a special use permit; WHEREAS, the application was considered by the Planning Commission at its September 12, 1991 regular meeting where testimony regarding the request was received; and WHEREAS, the Planning Commission considered the staff report relating to this application and the submittal and points raised by the applicants and their representative; and WHEREAS, following deliberation of the matter the Planning Commission recommended to the City Council that Application No. 91017 be denied on the grounds that the parking of a tow truck is considered a nuisance activity and not a land use and is, therefore, not eligible for a special use permit; and WHEREAS, the City Council of the City of Brooklyn Center considered said appeal at a duly called City Council meeting on September 23, 1991; and " WHEREAS, the City Council has reviewed all of the materials submitted, the record of the Planning Commission's review of this matter, and information supplied and testimony presented by applicant's representative relating to said appeal; and WHEREAS, the City Council has, furthermore, considered and deliberated a request made by the applicants and their representative to either amend the ordinance to make an exception that would allow tow trucks to be parked, in residential "areas or provide other relief such as determining the parking of a tow truck to be a legal nonconformity within the meaning of Section 19 -103 subdivision 12 e; and WHEREAS, the City Council, after full consideration and review of the above, makes the following findings and considerations: RESOLUTION NO. 91 -243 1. The use of property for off street parking and loading purposes in residential areas in the City of Brooklyn Center is an accessory use of property, not a principal use of property, within the meaning of the City's Zoning Ordinance. 2. The parking or storage of vehicles and equipment are not listed as uses, either permitted or special, in the City's Zoning Ordinance. 3. Special uses are those which may be required for the public welfare in a given district but which are, in some respects, incompatible with permitted uses in the district. 4. The applicants have claimed that the parking of a - tow truck should be considered a special use and, therefore, eligible for a special use permit under the ordinance. 5. Tow trucks responding promptly to accident scenes may be an important activity as indicated ,by the State Trooper affidavit submitted, but they do not have to be parked in residential areas for the public welfare. There are other available non - residential areas within the City for parking and storing such vehicles to adequately and quickly respond to accident scenes. 6. Parking or storing tow trucks in residential areas is incompatible with the permitted uses in residential areas. However, this incompatibility does not make the parking or storage of a tow truck in a residential area a "special use" eligible for a special use permit under the Zoning Ordinance. 7. The parking or storage of vehicles and equipment in residential areas of the city is an activity, not a land use, and is regulated by Section 19 -103, subdivision 12 of the City's Nuisance Ordinance. 8. The parking or storage of a- tow s , truck in a residential area such as 6544 France Avenue North"is prohibited by Section 19 -103, subdivision 12. 9. Section 19 -103, subdivision 12 a allows otherwise prohibited vehicles or equipment to be parked on property which is zoned residential and the principal use is nonconforming within the meaning of Section 35 -111. This provision does not exempt the parking of a tow truck at 6544 France Avenue North as the principal use of that property has been residential at least since the 1950's when the home at that address was built. RESOLUTION NO. 91 -243 10. The City Council adopted the restrictions and prohibitions regarding the parking or storing of certain vehicles in residential areas after much review, public hearing and deliberation. 11. The City Council believes that it is important to preserve and protect the residential character of its various neighborhoods and has, therefore, adopted the regulations contained in Section 19 -103, subdivision 12 as a means of controlling activity which they have determined unreasonably annoys, injuries or endangers the safety, Health, morals, _ comfort, or repose of members of the public. 12. The City Council has not been presented with compelling reasons to amend its ordinances to allow the parking or storage of a tow truck in a residential area. NOW THEREFORE BE IT RESOLVED by the City Council of the City of Brooklyn Center based upon the above findings and considerations to deny the appeal under Planning Commission Application No. 91017 and to uphold the Director of Planning and Inspection's determination that the parking of a tow truck in a residential area is a nuisance activity and not a land use and is, therefore, not eligible for a special use permit. BE IT FURTHER RESOLVED based upon the above findings and considerations that the City Council of the-City of Brooklyn Center finds no compelling reason to amend Section 19 -103, subdivision 12 of the City Ordinances, or provide other relief sought by the applicants in this situation. . J October 7, 1991 Date Todd Paulson, Mayor ATTEST: a, Deputy Clerk . The motion for the adoption of the foregoing resolution was duly seconded by member Dave Rosene , and upon vote being taken thereon, the following voted in favor thereof: Todd Paulson, Celia Scott, Jerry Pedlar, Dave Rosene, and Philip Cohen; and the following voted against the same: none, whereupon said resolution was declared duly passed and adopted. CITY OF BROOKLYN CENTER council Meeting Date 6/14/93 Agenda Item Number le, REQUEST FOR COUNCIL CONSIDERATION 4 ITEM DESCRIPTION: Proposed Council Work Session on June 21, 1993 DEPT. APPROVAL: Gerald G. Splinter, City Mana er MANAGER'S REVIEW/RECOlVEVIENDATION: No comments to supplement this report Comments below /attached SUMMARY EXPLANATION: (supplemental sheets attached ) Attached please find a copy of a draft agenda for a work session on June 21, 1993. This draft agenda has suggested items for your consideration. You will note most items relate to the EDA, as the last three or four work sessions have been composed of other items. Should the Council wish to have any additional items or remove items, please indicate your preference. RECOMMENDED CITY COUNCIL ACTION We recommend the City Council by motion establish June 21, 1993, as a Council work session and approve the agenda as submitted or modified. • COUNCIL /EDA WORKSHOP JUNE 21 1993 1. Call to Order: 7:00 P.M. 2. Roll Call 3. Discussion Items: a. Brooklyn Boulevard Phase II Study: - a consultant recommendation b. Business Retention /Job Expansion Program C. Brooklyn Center Redevelopment Policy d. Program /Cost Center Budgeting e. Brookdale Task Force 4. Other Business of Interest to the Council /EDA 5. Adjournment Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION AUTHORIZING THE MAYOR AND CITY MANAGER TO ENTER INTO AN AGREEMENT BETWEEN THE CITY OF BROOKLYN CENTER AND PRISM. INC. WHEREAS, the City of Brooklyn Center has allocated in the 1993 budget, Unit 111, Object 4310, for consulting services; and WHEREAS, the City of Brooklyn Center and Prism are desirous of entering into an agreement for the provision of services; and WHEREAS, the City Council of the City of Brooklyn Center grants an exception to its consulting services procurement policy for this contract. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center: 1. The Mayor and City Manager are authorized and directed to execute the agreement on behalf of the City. 2. The City Manager is directed to transmit an executed copy of the agreement to Prism. Date Todd Paulson Mayor ATTEST: Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded by member , and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. Chang It the pulse of our highly competitic.•e marketplace. It's why some organizations thrice and others firil or merely maintain the stratus quo. Its a force to be identified, understood, harnessed, Recognizing the need for change and naasterin it execution is the difference between goals realized and goals dismissed. Change It's sound business practice. It's our business. R I S N N\\\ �7 Developing Tomorrow's Organizations 'today A and rJltL;GIniz Itlon C'��C'�t11't'JtL'.�.� � "r)TIJ[dttil�r �lrt)1. ALAN WATTS Alan Watts is Chairman of PRISM, Inc., a management and organization effectiveness consulting firm. Since 1983 PRISM has assisted organizations with strategy formulation, organization design, team effectiveness, quality and service strategy development and implementation, strategic hum re t P an zz�ar�a eznen and leadership development. 8 g p p Alan's experience includes over 20 years of management and consulting in food and agricultural, engineering, manufacturing, health care and financial services industries as well as for government and not - for - profit organizations, He has successfully conducted strategy development and team effectiveness sessions for executives and boards. His one - on-one executive coaching process has helped many executives get back on track. He has extensive experience in organization analysis and assessment for an array of organizations resulting in improved organization performance. He has developed leadership, executive and management development strategy and programs that support an organization's key business goals. Hundreds of individuals have attended workshops he has conducted on strategy, succession planning, leadership, teamwork, selection, Train - the - Trainer and many other topics. He is certified to present Galloway Halffs Quality courseware. Mr. Watts gained 12 years of practical organizational experience in human resources and management capacities for Land Q'Lakes, Rosemount and Dun & Bradstreet Advanced Manufacturing prior to PRISM. Rumung his own business broadens his perspective on what is required for success. Alan serves as adjunct faculty for the University of St. Thomas and Metropolitan State University. He is a member of the Minnesota Council for Quality, the Planning Forum, the Human Resource Planning Society, the Twin. Cities Personnel Association, the World Future Society and the American Society for Training and Development (ASTIR). He served as Chapter President and Region Director for ASTD, and is the Charter President of the Minnesota Human Resource Planning Society. Developing Tomorrow's Organizations Today What We Off ... You know your business. We can help you see it from decidedly different angles. Your inside knowledge and our outside perspective crystalizes the need for change into meaningful direction. Clarity of purpose demands a combination of vision and strategy, together with the courage to take action. PRISM works with you to leverage the innate wisdom and effectiveness of your organization. Our core services focus on these integrated specialties. ■ Strategy Development ■ Executive Selection, Development and We help you develop or rethink your Coaching ; organization's mission, values, Executive leadership is � critical success strategies and plans. We emphasize factor. PRISM provides'you with concrete "thinking outside the box" to discover tools for expanding the leadership new capabilities and opportunities. capacity of your organization. Too often priorities and actions are not ■ Quality and Service strategy aligned with strategy. We help make Development and implementation sure that your approaches to quality and Total quality management and people management fit with the overall exceptional customer service are key direction of your business, indicators of organization success. PRISM works with your organization to r Organization Design build quality and service initiatives that Structure aligned with strategy is a work. hallmark of organizations that satisfy customer needs. We work with you and We help staff groups become true your staff to structure organizations, business partners by learning to operate work groups and individual jobs to as a service business within your support strategic decisions. business. ■ Team Effectiveness ■ Strategic Human Resource PRISM works with you to build focused Management and effective work teams. When Effective human resource strategy managing across functions is critical, begins with the business plan. PRISM's we help team members take the steps practical approach helps align your that lead to real competitive advantage. human resource management practices with your business strategy. How We'll Work With You ... PRISM consultants help your organization adapt using proven methods for managing change. Our approach is customized and targeted. We zero in on what warrants change ... and what doesn't, A We Analyze We Observe PRISM consultants understand that Keen observation allows us to transform effective change comes from a solid direct feedback from your organization understanding of the dynamics of your and its people into a strategic action organization. To begin, we examine your plan. We listen to what's spoken and organization inside and out. what's not. With greater understanding of what you do, we search for fresh, • What is your strategy and is it creative and sensible answers. Producing the results you want? ■ • Are organization and management We Collaborate Systems effective and do they Organizations differ. We respect support improved customer differences and tailor our approach 0 satisfaction? accordingly. Your organization is unique. PRISM presents you with equally unique • How do your organization's input and ideas. We facilitate your effectiveness measures decision process, and help you identify compare? and use powerful levers for promoting productive change. • Are line and staff groups working together to support the strategy, We Support keep costs competitive and We present pragmatic recommendations develop innovative ways to serve designed to produce results, not shelf customers? decorations. We think big and we consider the details important to making Our role is to ask the questions your vision a working reality. We give you and question the answers with your the theory behind our recommendations deoisiion makers. and the next steps to see it through. Moreover, we evaluate our effectiveness based on your results. Today's ever- chaltglilg mclr]< ?etplctce is hcircllyfoigtvilig of'Urgcinizatioris ttrztvillirtg or tinable to embrace change as ct bottom line reality. Y'vtir competitors knoty the merit of proactive, productive chcinge. Holy yot.i vieic! cirzcl itVlemertt change determines what you need to do todgY ... and where yott 'll be tumor rots.}. PRISNN\\\ Developing Tomorrow's organizations Today Since 1983 One Main at Riverplace 1Main Street S. E., Suite 502 Minneapolis, MN 55414 Telephone, (612) 331 -7520 Fax; (612) 331 -7446 REPRESENTATIVE PRISM CLIENTS American Crystal Sugar * Bemis * Cargill * Cenexkand O'Lakes • Coca Cola • Cowles Media - Star Tribune Cray Research • Oavid Mitchell & Associates * Fast Central Electric • First Bank System * Flow international • General Milts * Grand Metropolitan - Pillsbury • Great Clips • Heritage Oisplay GrouP • Hitchcock Industries Hutchinson Technology * Lutheran Brotherhood • 3M • MNC Financial • Minnesota Department of Natural Resources * Minnesota Mutual` Life insurance * Minnesota Technicai College System *(Northern States Power • Northwestern National Life • Norwest Banks • Groan • Pensar • Pharrnacia Deltec • St. Paul Companies Schwan's Sales Enterprises • Strategicare • Twin Cities Habitat for Humanity * University of Minnesota - Zapp Bank CITY OF BROOKLYN CENTER o..ws Uneft Dmft 12 �� 93 A&v& U,. n=WWr //a__ REQUEST FOR COUNCIL CONSIDERATION *********************************************************** * * * * * * * * * * * * * * * * * * * * * * * * * * * * * ** ITEM DESCRIPTION: Amending the 1993 General Fund Budget and Approving the Purchase of Pen -Based Computers and Software *********************************************************** * * * * * * * * * * * * * * * * * * * * * * * * * * * * * ** DEPT. APPROVAL: Mark P. Parish Ci ty Assessor *************************************** * * * * * * * * * * * * * * * * * * * * * * * * * * * * * ** * * * * * * * * * * * * * * ** MANAGER'S REVIEW/RECOMIVIENDATION: No comments to supplement this report x Comments below /attached SUMMARY EXPLANATION: (supplemental sheets attached • Council approval is requested in order to authorize the purchase of two pen -based computers, program development and license fees for a system to be used by the Assessing Department for data collection on residential reinspections. This project was authorized in the 1993 budget under data processing for an amount of $9,586.00. Due to additional costs involved with the program development of the software, an additional $1,000.00 will be necessary to complete this project and will be transferred from the professional services portion of the Assessing Department budget. This project will allow the Assessing Department to directly download residential characteristics from the LOGIS system to a hand -held computer. It will then be used for field data verification and collection. While the computer is actually a 386 based personal computer with keyboard, it utilizes a pen for verification and entry of data in the field. An electronic pen is touched to the screen of the computer in much the same manner a mouse is used with an arrow to control functions on a computer screen. Once the data is verified or entered in the field, the appraiser returns to the office and plugs the computer into network connection enabling the data to be uploaded back to the main data base. The advantage of this system is in the following areas: 1. Reduced clerical effort. By eliminating the need to reprint, sort and file paper field cards, our clerical support needs will be diminished. This will save us both in terms of time and staff dollars. 2. Accuracy. Because the data is electronically uploaded to LOGIS, the need for the additional • time and cost of data entry of the inspection results is eliminated. The elimination of a second manual process should increase accuracy. The total cost of this project is estimated at $10,586.00. This cost is broken down as follows: $6,264.00 for hardware, including two pen -based computers, one network interface, and sales tax. (Grid Systems, 0 Inc. trhough Ameridata on state contract pricing.) $3,900.00 for programming costs and license fees. (Payable to GOGIS for Technology Solutions, Inc.) $422.00 as a contingency for hardware costs differential. As previously mentioned, the 1993 budget included an allocation of $9,586.00 in the data processing budget for this project. In order to cover the increased cost, $1,000.00 will be transferred from the professional services portion of the Assessing Department budget to cover this item. We believe that use of this type of technology is essential for Assessing to remain in compliance of our statutory duties at a time of reduced staffing. While this project will not allow us to further reduce staffing levels, it will allow us to reallocate existing staff in order to cover all of our responsibilities and respond in an efficient manner. When the Assessing staffing level was reduced in 1991, this type of project was envisioned as a way for the department to work more efficiently and succeed in doing more with less. W If there are any questions on this matter, please feel free to contact Mark Parish at 569 -3355. RECOMMENDED CITY COUNCIL ACTION: We respectfully request Council approval of this project and the funding as recommended by passage of the attached Resolution. • Ila Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION AMENDING THE 1993 GENERAL FUND BUDGET AND APPROVING THE PURCHASE OF PEN -BASED COMPUTERS AND SOFTWARE WHEREAS, Section 7.07 of the City Charter does provide that no obligation shall be incurred for any purpose not in the approved budget or for any amount in excess of the amount appropriated in the budget; and WHEREAS, the Data Processing Division 1993 capital outlay budget included $9,586.00 for the purchase of pen based computers and software; and WHEREAS, quotes have been taken and the lowest quote for the purchase is $6,264.00 plus contingency $422.00, program development and license fees of $3,900, for a total cost of $10,586; and WHEREAS, other planned expenditures in the Assessing Department have been under budget in amounts sufficient to cover the $1,000 of additional cost. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center, Minnesota, as follows: 1. The appropriation for the Assessing Department for the object 4310 is reduced by $1,000.00. 2. The appropriation for the Data Processing Department for object 4551 is increased by $1,000.00. 3. The sum of $10,586.00 is authorized to be expended from Division 20, Object #4551 for the purchase of pen based computers and software from funds appropriated. Date Todd Paulson, Mayor ATTEST: Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded by member , and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. CITY OF BROOKLYN CENTER Council Meeting Date 6/14/93 Agenda It= Number 146 REQUEST FOR COUNCIL CONSIDERATION ITEM DESCRIPTION: RESOLUTION AUTHORIZING THE MAYOR AND CITY MANAGER TO ENTER INTO AN AGREEMENT WITH HENNEPIN COUNTY ALLOWING THE POLICE DEPARTMENT ACCESS TO COMPUTERIZED COUNTY DATA FILES DEPT. APPROVAL: "K Sharon Knutson, Deputy City Clerk MANAGER'S REVIEW/RECOMMENDATION: No comments to supplement this report Comments below /attached SUN MARY EXPLANATION: (supplemental sheets attached ) In 1989 the City Council authorized Contract Number 90455 (A04559) with Hennepin County to allow the police department to access computer County court data files. It has been determined certain changes to the Contract should be made in order to enable the parties to deal more effectively with the various issues that arise hereunder. It has also been determined such changes can be accomplished more satisfactorily by the substitution of a new contract rather than by the amendment of Contract Number 90455 (A04559). RECOMMENDED CITY COUNCIL ACTION Approve a Resolution Authorizing the Mayor and City Manger to Enter into an Agreement with Hennepin County Allowing the Police Department Access to Computerized County Data Files. • Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION AUTHORIZING THE MAYOR AND CITY MANAGER TO ENTER INTO AN AGREEMENT WITH HENNEPIN COUNTY ALLOWING THE POLICE DEPARTMENT ACCESS TO COMPUTERIZED COUNTY DATA FILES WHEREAS, on March 13, 1989, the City Council of the City of Brooklyn Center adopted City Council Resolution No. 89 -40 authorizing the Mayor and City Manager to enter into an agreement with Hennepin County allowing the police department access to computerized County court data files; and WHEREAS, certain changes to the agreement have been made to enable the parties to deal more effectively with the various issues that arise hereunder; and WHEREAS, such changes have been accomplished more satisfactorily by the substitution of a new contract rather than the amendment of the existing one. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Brooklyn Center that the Mayor and City Manager be authorized to enter into this agreement with Hennepin County allowing the police department access to computerized County data files. Date Todd Paulson, Mayor ATTEST: Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded by member , and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. AGREEMENT Contract No. A11472 THIS AGREEMENT, made and entered into between the COUNTY OF HENNEPIN, a political subdivision of the State of Minnesota, hereinafter referred to as "COUNTY" and the CITY OF BROOKLYN CENTER, on behalf of its Police Department, said City being a political subdivision of the State of Minnesota, hereinafter referred to as "USER "; WITNESSETH: WHEREAS, pursuant to Contract Number 90455 (A04559) dated April 18, 1989, the County agreed to furnish to USER certain public information by means of the COUNTY's computer system; and WHEREAS, the parties hereto believe that certain changes to said Contract should be made in order to enable the herein parties to deal more effectively with the various issues that arise hereunder; and WHEREAS, said parties also believe that such changes can be accomplished more satisfactorily by the substitution of a new contract rather than by the amendment of said Contract Number 90455 (A04559); NOW, THEREFORE, the parties hereto agree as follows: A. The COUNTY shall allow the USER access to certain public information contained in COUNTY computerized data files ( "public information ") through computer equipment operating in conjunction with the COUNTY computer system as follows: 1. The COUNTY will permit USER File Inquiry access to the computer system as set forth in Exhibit A, attached hereto and made a part hereof by this reference. 2. USER shall be solely responsible for selecting obtaining, installing, maintaining, repairing, modifying and /or replacing any equipment used to access or attempt to access said computer system. At USER's request, the COUNTY will furnish to USER information concerning equipment which the COUNTY reasonably believes to be compatible with the COUNTY's computer system. It will be the USER's responsibility to verify with the seller, manufacturer, distributor, etc. of the equipment, the accuracy of the information so furnished by the COUNTY and also to obtain from any such entity any additional necessary information. The furnishing of such information shall in no manner be construed as an expression of the COUNTY's guarantee or warranty of the equipment's quality or performance or its compatibility with said computer system. Supplemental to Paragraph D hereof which, together with Paragraph L hereof, primarily governs all aspects of information furnished to USER under this Paragraph, it is agreed that the COUNTY shall incur no liability whatsoever with respect to the furnishing or content of said information or with respect to the equipment's quality, performance or incompatibility. Information so received from the COUNTY shall not preclude USER from acquiring other equipment which USER believes to be compatible with the computer system, provided that the COUNTY shall in no manner be liable with respect to any resulting incompatibility or in any other respect whatsoever. Further, USER shall provide all necessary cabling between said equipment and any County- owned communications equipment (including but not limited to terminal controllers, modems, digital sharing devices, etc.) connected to a telephone line(s) to facilitate USER's access to the COUNTY's computer system. It is understood that maintenance, repair, modification, replacement, etc. respecting said cabling is USER's sole responsibility. • 1 3. The COUNTY will make arrangements with a telephone company for installation and /or de- installation of a telephone line(s) if such a connection is to be employed between the USER's equipment and the COUNTY's computer system. The USER understands and agrees that it is generally in its own best interest to cooperate in good faith with the telephone company so that safe, reasonable and timely access to the USER's premises is provided to personnel of the telephone company for efficient and expeditious installation and /or de- installation of any such telephone lines. It is agreed that nothing herein shall be construed as obviating the necessity of the telephone company or its employees or representatives from obtaining USER's consent to gain access to and work within USER's premises when so required by USER. Nor shall anything herein diminish any right of the USER to be present during any such work of the telephone company in order to assure that persons and property, real or personal, are reasonably protected. 4. a ) It is understood and agreed that with respect to any County -owned communications equipment connected to a telephone line as aforesaid, the COUNTY is hereby duly authorized to keep, maintain, operate, remove, replace, modify and /or repair the same on USER's premises during the term of this Agreement or any extension hereof and until 30 days after cancellation or termination or any such extension. b) USER hereby provides the COUNTY, subject to reasonable security rules of USER, full, safe and free access to said County-owned communications equipment; adequate workspace; heat, light and ventilation; all necessary electrical facilities, all of the foregoing at no cost to the COUNTY. c) Except for the negligence of the COUNTY, USER hereby assumes and shall bear risk of loss and damage to the County -owned communications equipment from any and every cause whatsoever, whether or not insured. d) In the event of loss or damage of any kind to the County-owned communications equipment, or any part thereof, at the option of the COUNTY, USER shall (1) pay COUNTY for placing the same in good repair, condition and working order; or (2) pay COUNTY therefor in cash the loss value as reasonably determined by COUNTY. e) USER shall not make repair to or alter, align, dismantle, modify or replace any of said county-owned communications ications equipment. f) Title to said County -owned communications equipment, at all times, shall remain in the COUNTY and at all times USER will ro n defend i p testa d de e d sa d title, at USER's cost and expense, from and against all claims, liens and legal processes of creditors of the USER and keep all such equipment free and clear from all such claims, liens and processes. Said equipment is and shall remain personal property. B. It is understood and agreed that if it is determined by the COUNTY that it is necessary to allocate time and capacity utilization of the computer system in order to carry out COUNTY activities properly, the COUNTY may reduce or discontinue service for such length of time as the COUNTY may deem appropriate. The COUNTY, in good faith, shall endeavor to notify the USER prior to any such service interruption whenever the COUNTY shall determine the pertinent circumstances reasonably permit such notification. . 2 C. The hours of service furnished hereunder are limited to the business hours observed by the COUNTY at the Hennepin County Government Center and, therefore, will be observed as follows: 1. Monday through Friday - 8:00 a.m. to 5:00 p.m. 2. Service will not be available on holidays or other time off observed by the COUNTY. 3. The COUNTY reserves the right to change said business hours and shall give written notice to USER of any such change. D. 1. The COUNTY does not warranty or guarantee the performance of the main computer system, the telephone lines and /or cabling, or any software and /or equipment in connection or in association with any or all of the foregoing, nor does the COUNTY warranty or guarantee any programming utilized in any of the above. Further, the COUNTY shall have no obligation or liability whatsoever concerning any aspect of the telephone lines, including, without limitation, their installation, de- installation, repair, operation, malfunctioning, maintenance, implication or circumstance regarding injury to person or property and /or signal /data transmission quality or deficiencies. It is specifically understood by the USER that changes and adjustments are made in the official records from time to time which may be in process at any given time; and, under the circumstances, the information received by the USER will be subject to such changes and adjustments. Accordingly, errors or omissions may occur in the data received on or through the pertinent equipment utilized by or servicing the USER. Further, the USER specifically understands and agrees that the service furnished under this Agreement is subject to the temporary or permanent inability of the COUNTY to furnish either and also is subject to errors, omissions, damages, reductions, discontinuances, malfunctions, inoperativeness, scheduled downtimes, delays or interruptions which may be due to any one or a combination of a wide spectrum of causes. While the COUNTY shall endeavor in good faith to maintain a high degree of accuracy and efficiency in the services provided hereunder, the sole and exclusive remedy for any breach of this Agreement by the COUNTY and for COUNTY liability of any kind whatsoever, including but not limited to liability for nonperformance or any deficiencies with respect to said services or County -owned communications equipment, shall be limited to diligently restoring the services and /or any deficiency in said service or County -owned communications equipment as is reasonably possible under the pertinent circumstances. USER fully understands and agrees that the COUNTY may change, modify and /or replace said computer system and any components thereof including, without limitation, any related equipment, software, wiring and /or cabling, and that, incidental thereto, any such change, etc. could possibly extinguish or impair the compatibility between USER's equipment and said computer system, thus necessitating, perhaps, the replacement of, changes to, and /or modification of USER's equipment to access said computer system; and that in any such event the COUNTY will in no manner be liable for the costs and /or damages which are sustained by USER and which are, in any respect, associated, directly or indirectly, with any or all of the foregoing occurrences but that USER shall bear the full costs thereof. In no event shall the COUNTY be liable for actual, direct, indirect, special, incidental, consequential damages (even if the COUNTY has been advised of the possibility of such damage) or loss of profit, loss of business or any other financial loss or any other damages. 2. Public information furnished and to be furnished has been and shall be obtained from the COUNTY'S records and is believed to be reliable. But the accuracy, completeness, timeliness or correct sequencing of the information is not guaranteed by COUNTY. There may be delays, interruptions, omissions or inaccuracies in the receipt of the public information. The USER agrees that the COUNTY shall have no liability, contingent or otherwise, for the accuracy, completeness, timeliness or correct sequencing of the data, or for any decision made or action taken by USER in reliance upon the data. THERE IS NO WARRANTY OF MERCHANTABILITY, NO WARRANTY OF FITNESS FOR PARTICULAR USE, AND NO OTHER WARRANTY OF ANY KIND, EXPRESS OR IMPLIED, REGARDING THE INFORMATION OR ANY ASPECT OF THE SERVICE. 3 E. The COUNTY in said Exhibit A shall set forth costs, billing and payment information, and the type(s) of public information which the COUNTY will permit the USER to access. USER shall be responsible for the payment of the File Inquiry fees, connection charges, telephone line charges, and telephone installation /de- installation charges. USER will be billed by the COUNTY on a monthly basis. The bill shall show the File Inquiry fee, connection charge, and any telephone line and /or telephone line installation /de- installation charge, provided the COUNTY may bill USER separately with respect to any installation /de- installation charge. Payment shall be made by USER within thirty (30) days after receipt of each said bill. Connection and telephone charges shall be payable whether or not USER has assessed the public information during any month USER is permitted to access such public information. F. During the contract period, the COUNTY may change any portion of the monthly fee /charges, provided that a ninety (90) day written notice be given to the USER prior to the effective date of said fee /charge change. Any fee /charge so changed will appear on the appropriate monthly billing, except that any telephone charge change shall not require written notice but shall be effective immediately and shall be payable when included in the monthly billing presented to USER as provided herein. If a USER has been authorized access to more than one type of public information, it may, upon sixty (60) days' written notice to the COUNTY cancel any of them at any time, provided that if all such access is so cancelled by USER, the File Inquiry fees, connection and telephone line charges set forth in said Exhibit A shall continue unabated unless and until this contract is cancelled in accordance with the terms of Paragraph G hereof. The USER may request of the COUNTY that access to additional public information be authorized. If USER cancels any such access or if the COUNTY assents to any request for additional access, the COUNTY shall set forth such information in an exhibit which shall be dated, bear this contract number, bear an exhibit letter in proper sequence to Exhibit A, and be attached hereto. At the COUNTY's option, however, any such public information access change may be effected through a formal amendment hereof, including therein an amendment to Exhibit A. USER agrees that if there is a change in the File Inquiry fee, as above set forth, USER will pay the changed File Inquiry fee, as well as any other charge or fee that is changed, after notification of the change, as above provided, unless this contract is cancelled prior to the effective date of any such change. G. 1. This Agreement shall commence on the date of its approval by the County and remain in effect until December 31, 1993. Upon mutual consent of both parties hereto, this Agreement will be extended for a twelve month period commencing January 1 of each calendar year after 1993. Mutual consent shall be shown and the extension shall be effective if each party shall, prior to December 31 of each year, receive written notice from the other party of said other party's desire or intent to so extend. Each extension term shall be upon the same terms and conditions as herein set forth. USER agrees that it hereby waives any and all rights it may at any time possess to contest, in any respect whatsoever, the validity of any such extension notice and /or the effect thereof. USER further agrees that it shall be conclusively presumed that (a) the signatory(ies) on any said extension notice of USER to have been duly authorized by USER to sign and send such notice on behalf of USER and (b) USER intended that such extension notice be valid and effective. 2. This Agreement may be cancelled by either party giving 60 days prior written notice thereof to the other party. H. USER agrees that during the term of this Agreement, in addition to the fees /charges provided herein to be paid, it will promptly pay all taxes, assessments and other governmental charges, if any, levied or assessed upon the services furnished hereunder to USER, and USER will promptly pay or reimburse the COUNTY for all taxes levied or assessed against and paid by the COUNTY on account of its furnishing services to USER hereunder. 4 I. In the event the USER shall fail duly and promptly to perform any of its obligations under the provisions of this Agreement, the COUNTY, at its option may immediately, or any time thereafter, perform the same for the account of the USER without waiving such default and any amount paid or expense or liability incurred by the COUNTY in such performance, together with interest thereon at the highest maximum rate permitted by applicable law until paid by the USER to the COUNTY, shall be payable by the USER upon demand. J. 1. There shall be deemed to be a breach of this Agreement: (a) If the USER shall default in any payment due hereunder and such default shall continue for a period of ten (10) days after due; (b) If the USER shall default in the performance of any of the other covenants or provisions herein and such default shall continue uncured for fifteen (15) days after written notice to the USER. (c) If USER, without the COUNTY's prior written consent, removes or permits any of the same to be used by anyone, or sells, pledges, assigns, hypothecates, transfers, subleases or otherwise disposes of or encumbers this Agreement or any part hereof or any County-owned communications equipment or any part thereof or attempts to do any of the aforesaid. 2. In the event of USER's breach of this Agreement, as herein defined: (a) The COUNTY may cancel this Agreement upon written notice to USER. (b) Upon COUNTY's demand, the County-owned communications equipment shall be delivered forthwith to COUNTY at USER's expense to such place as COUNTY shall designate, and COUNTY and /or its agents may enter into any premises under control or jurisdiction of USER or any agent of USER where said equipment may be or is believed to be by COUNTY and repossess all or any part of the County-owned communications equipment, disconnecting and separating all thereof from any other property and using all force necessary or permitted by applicable law so to do, USER hereby expressly waiving all further rights to possession of said equipment and all claims for injuries suffered through or loss caused by such repossession. (c) The USER shall be liable for all costs, damages and losses incurred by the COUNTY on account of said breach and /or also in cancelling or terminating this Agreement. (d) All sums due and to become due hereunder, at the COUNTY's option, shall become payable forthwith. (e) The COUNTY may also enforce specific performance of the applicable covenants of this Agreement by appropriate legal proceedings, as well as any other remedy herein provided. Should any legal proceedings be instituted by the COUNTY to recover any monies due or to become due hereunder, and /or to recover other damages sustained by the COUNTY on account of such breach, the USER shall pay a reasonable sum as attorney's fees. K. No right or remedy of the COUNTY hereunder shall be exclusive of any other right or remedy herein or by law, statute or equity provided, but each shall be cumulative and in addition to every other right or remedy, and shall be deemed to be continuing, none of which shall be exhausted by being exercised on one or more occasion and may be enforced concurrently or from time to time. 5 L. The USER shall defend, indemnify and save the COUNTY harmless from any liability, claims, damages, judgments, costs (including reasonable attorneys' fees), demands or actions arising, directly or indirectly, out of any act or omission on the part of the USER, its employees, officers, agents, contractors or representatives relating to the obtaining, use, and or possession of information provided hereunder, USER's access to the computer system, including without limitation, the obtainment, installation /de- installation and /or existence of telephone lines and any and all activities related thereto, and /or relating to the ownership, use or operation of USER's equipment and from all loss or liability by reason of failure of the USER, in any respect, to perform fully or observe all obligations under this Agreement. M. Any notice or demand, which may or must be given or made by a party hereto, under the terms of this Agreement or any statute or ordinance, shall be in writing and shall be sent registered or certified mail to the other party addressed as follows: TO USER: City of Brooklyn Center Attn: Captain Scott Kline, Brooklyn Center Police Department 6301 Shingle Creek Parkway Brooklyn Center, MN 55430 TO COUNTY: Hennepin County Administrator A -2300 Government Center Minneapolis, MN 55487 Copy to: Director, Information Services A -015 Government Center Minneapolis, MN 55487 Copy to: City of Brooklyn Center Attn: City Manager Gerald Splinter 6301 Shingle Creek Parkway Brooklyn Center, MN 55430 Either party may designate a different addressee or address at any time by giving written notice thereof as above provided. Any notice, if mailed, properly addressed, postage prepaid, registered or certified mail, shall be deemed dispatched on the registered date or that stamped on the certified mail receipt and shall be deemed received within the second business day thereafter or when it is actually received, whichever is sooner. Any notice delivered by hand shall be deemed received upon actual delivery. N. No oral agreement, guarantee, promise, condition, representation or warranty shall be binding; all prior conversations, agreement or representations related hereto are integrated herein, and no modification hereof shall be binding unless in writing and signed by the COUNTY. O. This Agreement shall be governed by and construed under the laws of the State of Minnesota. Hennepin County shall be the appropriate venue and jurisdiction for any litigation arising hereunder, except that venue and jurisdiction in the Federal courts shall be in the appropriate Federal Court within the State of Minnesota. If any provision of the Contract is held invalid, illegal, or unenforceable, the remaining provisions will not be affected. 6 P. It is agreed that nothing herein contained is intended or should be construed in any manner as creating or establishing the relationship of joint ventures or co- partners between the parties hereto or as constituting the USER as the agent, representative or employee of the COUNTY for any purpose or in any manner whatsoever. The USER is to be and shall remain an independent USER under this Agreement. Any and all personnel of the USER or other persons, while engaged in the performance of any activity under this Agreement, shall have no Contractual relationship with the COUNTY and shall not be considered employees of the COUNTY and any and all claims that may or might arise under the workers' compensation act of the State of Minnesota on behalf of said personnel or other persons while so engaged, and any and all claims whatsoever on behalf of any such person or personnel arising out of employment or alleged employment including, without limitation, claims of discrimination against the USER, its officers, agents, the USER or employees shall in no way be the responsibility of the COUNTY, and the USER shall defend, indemnify and hold the COUNTY, its officers, agents and employees harmless from any and all such claims regardless of any determination of any pertinent tribunal, agency, board, commission or court, Such personnel or other persons shall not require nor be entitled to any compensation, rights or benefits of any kind whatsoever from the COUNTY, including, without limitation, tenure rights, medical and hospital care, sick and vacation leave, workers' compensation, unemployment compensation, disability, severance pay and P.E.R.A. Q. It is understood and agreed that the obligations of the USER under Paragraphs A.4, H, J, L and P hereof and the obligations of the USER which, by their sense and context are intended to survive the completion of performance thereof by the USER, shall so survive the completion of performance and termination or cancellation of this Contract, including without limitation the making of any and all payments hereunder. R. The COUNTY's failure to insist upon strict performance of any covenant, Agreement or stipulation of the Contract or to exercise any right herein contained shall not be a waiver or relinquishment of such covenant, Agreement, stipulation or right unless the COUNTY consents thereto in writing. Any such written consent shall not constitute a waiver or relinquishment of the future of such covenant, Agreement, stipulation or right. S. Upon the date of approval of this Contract by the County, said Contract bearing Contract Number 90455 (A04559) and its amendments shall be cancelled and this Contract, bearing Contract Number A11472 shall commence and be substituted therefor. It is agreed, however, that Paragraphs H, L, and Q of said Contract Number 90455 (A04559) shall survive said cancellation with respect to USER's obligation thereunder; also, those provisions relating to USER's obligations, which by their sense and context are intended to survive the performance thereof by USER, shall so survive the completion of performance and cancellation of said Contract Number 90455 (A04559), including without limitation the making of any and all payments under said Contract. It is further agreed that the COUNTY, if it determines the same to be necessary, will make arrangements with the pertinent telephone company for the de- installation of the telephone line(s) associated with equipment furnished under said Contract Number 90455 (A04559) if de- installation of the same is deemed necessary the COUNTY. USER shall coo Y Y e ate in good faith with said d com an p g company in order to accomplish the safe, efficient and expeditious de- installation of said telephone line(s). USER shall be responsible for all charges relating to said telephone line(s) de- installation. The COUNTY shall bill USER for said charges and receive payment from USER therefore all in accordance with Paragraph E of this Contract Number A11472. T. The matters set forth in the "Whereas" clauses on Page 1 of this Agreement are incorporated into and made a part hereof by this reference. 7 USER, having signed this Agreement, and Hennepin County having duly approved this Agreement on the dayof , 199 and pursuant to such approval, the proper County officials having signed this Agreement, the parties hereto agree to be bound by the provisions set forth herein. COUNTY OF HENNEPIN, STATE OF MINNESOTA Upon proper execution, this Agreement will be legally v id and binding. BY: Deputy/Associate County Administrator istan unty orney Da — APPROVED AS TO EXECUTION: Assistant County Attorney CITY OF BROOKLYN CENTER Date Its Mayor And: Its City Manager 8 EXHIBIT A to Contract A11472 CITY OF BROOKLYN CENTER 1993 I. The COUNTY will provide inquiry-only access to the following information systems: Subject in Process: Access to this system will permit inquiry into the District Court System. Information to be obtained includes case - related information concerning offense, disposition, participants, scheduling and other public data contained in the Subject in Process System. II. Usage Charge A file inquiry fee of $.0222 per transaction will be charged monthly for inquiries to the system. III. Network Support Charge The USER will be charged $39.00 monthly for one workstation connected to Hennepin County's teleprocessing network. The USER will be charged an additional $39.00 monthly for each additional workstation connected to Hennepin County's teleprocessing network. IV. Phone Line Charge The USER will be charged the County's monthly cost of the phone line. The current charge is $142.44 but will be adjusted accordingly to new rate increases/ decreases. Charges relating to the de- installation of telephone lines may be included in a monthly billing or included in a separate billing. V. Other Equipment Furnished One (1) Modem Model 5822 9 CITY OF BROOKLYN CENTER Council Meeting Date 6/14/93 Agenda Item Number REQUEST FOR COUNCIL CONSIDERATION ITEM DESCRIPTION: RESOLUTION ACCEPTING PROPOSAL FOR OPTICAL DISK MANAGEMENT FEASIBILITY STUDY DEPT. APPROVAL: )�� *"J'm- Sharon Knutson, Deputy City Clerk MANAGER'S REVIEW/RECOM MNDATION: ' No comments to supplement this report T Comments below /attached SUNEWARY EXPLANATION: (supplemental sheets attached _) In the 1993 budget, the data processing department allocated $4,000 for an optical disk management feasibility study that would examine what type of optical disk management system would serve Brooklyn Center and to identify the potential image processing applications. The focus of the feasibility study will be placed on the specific application of property records within the Community Development Department. In April 1993, a Request for Proposal was prepared and advertised in the Brooklyn Center Sun - Post and mailed to three consultants (there are very few consultants in this field). Two consultants submitted proposals as follows: Parish Data Strategies, Inc. $12,500 Patricia A. Zimmerman, CRM 6,225 Staff has reviewed the proposals and recommends accepting the proposal from Patricia A. Zimmerman, CRM in the amount of $6,225, $4,000 to be paid from Data Processing, Division 120, Object #4310, Professional Services, and the additional $2,225 to be paid from Economic Development Authority, Division 325, Object #430, Professional Services. RECOMMENDED CITY COUNCIL ACTION Approve a Resolution Accepting Proposal for Optical Disk Management Feasibility Study and set • date for City Council work session as an information session to generally review the records management function and outline the feasibility study process. t Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION ACCEPTING PROPOSAL FOR OPTICAL DISK MANAGEMENT FEASIBILITY STUDY WHEREAS, an appropriation was made in the 1993 data processing budget to do a feasibility study that would examine what type of optical disk management system would serve Brooklyn Center and to identify the potential image processing applications; and WHEREAS, a Request for Proposal (RFP) was prepared and advertised in the local newspaper; and WHEREAS, two proposals were received, one from Parish Data Strategies, Inc. and one from Patricia A. Zimmerman, CRM; and WHEREAS, staff has reviewed the two proposals and recommends accepting the proposal submitted by Patricia A. Zimmerman, CRM. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL of the City of Brooklyn Center to accept the proposal received from Patricia A. Zimmerman, CRM in the amount of $6,225. Date Todd Paulson, Mayor ATTEST: Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded -by member , and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. # z PROPOSAL FOR OPTICAL DISK FEASIBILITY STUDY CITY OF BROOKLYN CENTER Submitted by: PATRICIA A. ZIMMERMAN, CRM Dated May 7, 1993 May 7 1993 Ms. Barbara A. Gallo MIS Coordinator CITY OF BROOKLYN CENTER 6301 Shingle Creed Parkway Brooklyn Center, MN 55430 Dear Ms. Gallo: Please accept the attached proposal as my response to your letter dated April 21, 1993, for a proposal for an optical disk feasibility study. I received your letter from Shancy Saban, an independent records contractor which I have worked with in the past. I followed the outline provided assuming that the five phases detailed are your specific requirements and preferred methodology to complete your stated objective. In addition, I attached the qualifications of both myself and my advisory team members including references. i Thank you for the opportunity to submit a proposal for Y our consideration. Please call 533 -1281 if you have further questions. Sincerely, ! J ZP j atri(i Zimmerman, CRM PROPOSAL FOR OPTICAL DISK FEASIBILITY STUDY CITY OF BROOKLYN CENTER May 7, 1993 OBJECTIVE: As outlined in the Request for Proposal, the objective of this project is to conduct an optical disk feasibility study which will focus on specific record series maintained by the City but will ultimately consider applications City -wide. The action plan outlined requests a five phase methodology which has been adhered to within our response. Because this proposal is from a firm rather than an individual, timelines have been altered to reflect work load and availability. Phase I: Information Session An educational workshop will be held for all those interested in the scope of the feasibility study as well as records and information management in general. The consultant will introduce the project and the input to be requested in the department evaluations. A question and answer session will be encouraged Price Unit: No Charge for two hour session Phase II: Department Evaluations A representative from each department will be interviewed to determine records management needs within their respective area(s) and to identify potential imaging applications. These evaluations will be presented to the MIS Coordinator and Records Manager for their input. Decisions as to which record series will be included in the on -site study will be resolved. Price Unit: Billed at $50 per hour Proposal Estimate: 12 hours $ 600 Timeline: 2 days Phase III: On -site Study Based on the results of the department evaluations, the property records and all series which are identified as good candidates for imaging systems will be thoroughly reviewed. The chosen record series will be analyzed from creation through storage or disposition including the identification of distribution patterns and access requirements. A meeting with the MIS Coordinator and Records Manager will conclude this phase to finalize report contents. Price Unit: Billed at $75 per hour Proposal Estimate: 35 hours $2,625 Timeline: 5 days Phase IV: Data Analysis /Report Generation The data collected in Phase III will compiled with respect to maintenance within three disciplines: high density shelving, microforms (film and fiche) and optical disk. The eight comparison items requested by the RFP will be classified within the final report. Price Unit: Flat Fee Proposal Estimate: $3,000 Timeline: 2 weeks Phase V: Presentation The final report will be presented to department managers and /or any City personnel interested. Price Unit: No charge for two hour session Timeline: To be scheduled by City personnel TOTAL ESTIMATE PHASES I -V: $6,225 CONSULTANT BACKGROUND Patricia Zimmerman, CRM, has been in the records management service industry for seven years. Patti received her bachelors degree from the University of North Dakota in Information Management and Finance Management and has also been designated as a Certified Records Manager. Upon graduation, Patti initiated her career by joining The Bottom Line, a consulting firm, as a systems analyst and project leader. She consulted with over 35 organizations including seven city and county agencies. In 1987, Patti accepted a management position with a startup commercial records center, ProFile Systems Inc. At ProFile, Patti was Vice President of Operations and supervised the data processing and customer service areas. Records management systems were implemented for organizations such as Northwest Airlines, Briggs & Morgan, Ecolab, Unisys and GE Capital Fleet Services to name a few. Patti left ProFile after three years to manage the consulting division of Universal Data Management. At UDM, Patti facilitated consulting projects in all phases of records management from inventory and retention programs to implementing sophisticated optical disk systems. In late 1991, Patti accepted a position to lead the information services division of Exchange Resources which added disaster recovery planning to the list of services offered. Patti left ERI in early 1993 and started an independent consulting firm which is still in its' development stage. ADVISORY TEAM MEMBERS: Keith Palm is owner of Bluewater Systems, a systems development firm in St. Paul. Keith's firm specializes in records management programs encompassing active file tracking systems through applications for managing inactive storage in both commercially and client -owned centers. Mr. Palm's barcode -based tracking applications have gained special notoriety. Keith and Ms. Zimmerman formed a business alliance over four years ago for Bluewater Systems to develop and support all software applications resulting from projects of the consulting firm. Shancy Saban and Ms. Zimmerman worked together at Universal Data Management as well as implementing records management projects contracted by Exchange Resources. As an independent contractor, Shancy has completed records projects for city agencies in 1991- 92 n and continues to support pp t records ro rams for all clients. p g Bill Champa and Ms. Zimmerman are records management colleagues who have worked together for information management professional associations and as co- members of an advisory board for a filing equipment vendor. Mr. Champa's expertise is utilized for all projects performed for government agencies because of his knowledge base of city government records and data privacy guidelines. Presently, Mr. Champa is serving on a task force which is revising State of Minnesota retention guidelines for city records. REFERENCES Ms. Julie Schmidt Vice President Regional Health Services HealthSpan Systems (formerly Health One) (612) 574 -7693 Ms. Holly Rutkowski Vice President Information Services QVC Network, Inc. (215) 430 -1086 Ms. Roberta Mueller Vice President Universal Data Management (612) 941 -7414 REQUEST FOR PROPOSAL Optical Disk Management Feasibility Study April 1993 SCOPE The feasibility study for the City of Brooklyn Center will include an educational workshop where records management is reviewed and optical imaging technology is defined. Each department head will be interviewed and their optical imaging needs evaluated. The focus of the feasibility study will be placed on the specific application of property records within the Community Development Department. The major benefits would be a central storage for all property records, multi -user access to the records, and reduction in staff time in retrieving documents from storage location. ACTION PLAN Phase I Information Session Phase II Department Evaluations Phase III On -Site Study Phase IV Data Analysis and Report Generation Phase V Presentation CRITICAL TASKS /TIMELINE Phase I Information Session (May /June council work session) The information presented to the department heads, council members, and other interested staff will generally review the records management function. High density shelving and microforms will be briefly discussed, and the remainder of the information provided will be directed at optical imaging technology. Phase II Department Evaluations (Two days) Each department will be evaluated separately to identify any potential optical imaging applications within the department. This will be accomplished by interviewing each department head that attended the Information Session. Phase III On -Site Study (Five days) Specific information relating to the property records will be gathered during the on -site study: • Type, value, quantity, and activity of information • File organization • Document flow and access requirements • Criteria for evaluating and purchasing Optical Disk Management Feasibility Study Page 2 After the data is collected and organized, the MIS Coordinator and Records Manager will review the data prior to further analysis and report compilation. Phase IV Data Analysis (Ten days) The data collected in Phase III will be analyzed and the results will be compared to equipment and software for high density shelving, microforms, and optical disk. Comparisons will include: • One -time costs • On -going costs • Space requirements • Equipment requirements • Staffing requirements • System capacity • Retrieval speed • Legibility /archival quality Phase V Presentation The results of the study will be documented in a written format and orally presented. SCHEDULE FOR SUBMISSION AND CONTACT PERSON The completed RFPs are due no later than 4:30 p.m. on May 7, 1993. Eight (8) copies of the RFP should be delivered to: MIS Coordinator Barbara Gallo City of Brooklyn Center 6301 Shingle Creek Parkway Brooklyn n Center MN 4 y 55 30 (612) 569 -3300 [f: \depts\admin \knutson \general \optdisk.rfp] I� CITY OF BROOKLYN CENTER Council Meeting Date 6/14/93 Agenda Item Number REQUEST FOR COUNCIL CONSIDERATION ITEM DESCRIPTION: RESOLUTION REJECTING ALL BIDS RECEIVED FOR REPLACEMENT OF WATER MAINS ON LAWRENCE ROAD AND ON ALDRICH COURT, IMPROVEMENT PROJECT NO. 1993 -07, CONTRACT 1993 -C DEPT. APPROVAL: y app, Dir c or of Public Works MANAGER'S REVIEW/RECOMMENDATION: Aed"A f.4 No comments to supplement this report Comments below /attached SUMMARY EXPLANATION: (supplemental sheets attached . On June 3, 1993, bids were received for Replacement of Water Mains on Lawrence Road and Aldrich Court, Improvement Project No. 1993 -07, with the results as follows: Bidder Bid Amount W. B. Miller, Inc. $50,478.75 Valley -Rich Co., Inc. $52,757.00 Old is Gold Construction $55,090.00 Metro Utilities $56,935.00 Thomas & Sons $57,441.45 S. R. Weidema, Inc. $59,353.20 The Engineer's Estimate for these improvements as reported to the Council at the May 10, 1993 meeting was $41,253. The low bid above represents an overrun of $9,225, or 22 %. While there appeared to be substantial interest (competition) in the project (as evidenced by the number of bidders), examination of the bids revealed higher than anticipated unit prices for a number of items. In our opinion, the unit prices in the bids submitted most probably reflect the (relatively) small quantities of work involved in the project. For this reason, we feel that it may be in the best interest of the City to reject these bids, combine this improvement with another improvement and re -bid this work as part of a larger contract. The nature of these water main improvements can be described as minor, or maintenance, and the integrity of the water supply system won't be compromised by delaying the construction to accommodate the re- bidding with a compatible project. Such a compatible project (Sewer Repairs in the Southeast Neighborhood) is included as a separate item on this agenda. RECOMMENDED CITY COUNCIL ACTION A resolution which rejects all bids for Improvement Project No. 1993 -07 is attached for consideration. Member introduced the following esolution and g n moved its adoption: RESOLUTION NO. RESOLUTION REJECTING ALL BIDS RECEIVED FOR REPLACEMENT OF WATER MAINS ON LAWRENCE ROAD AND ON ALDRICH COURT, IMPROVEMENT PROJECT NO. 1993 -07, CONTRACT 1993 -C WHEREAS, pursuant to Resolution No. 93 -66 the following bids were received and opened on June 3, 1993, for Replacement of Water Mains on Lawrence Road and on Aldrich Court, Improvement Project No. 1993 -07: Bidder Bid Amount W. B. Miller, Inc. $50,478.75 Valley -Rich Co., Inc. $52,757.00 Old is Gold Construction $55,090.00 Metro Utilities $56,935.00 Thomas & Sons $57,441.45 S. R. Weidema, Inc. $59,353.20 WHEREAS, all bids exceed the Engineer's Estimate of $41,253, which had previously been reported to the City Council; and WHEREAS, the City Engineer has recommended that the bids received on June 3, 1993, for Improvement Project No. 1993 -07 be rejected. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL of the City of Brooklyn Center, Minnesota, that: 1. All bids received and opened on June 3, 1993 are hereby rejected. 2. The Deputy City Clerk is hereby directed to return to all the bidders the deposits made with their bids. Date Todd Paulson, Mayor ATTEST: Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded by member , and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. CITY OF BROOKLYN CENTER Council Meetin g Date 6/14;93 Agenda Item Number • REQUEST FOR COUNCIL CONSIDERATION ITEM DESCRIPTION: RESOLUTION ESTABLISHING PROJECT AND APPROVING PLANS AND SPECIFICATIONS FOR IMPROVEMENT PROJECT NO. 1993 -16, SANITARY SEWER REPAIRS; AND DIRECTING ADVERTISEMENT FOR BIDS FOR SANITARY SEWER IMPROVEMENT PROJECT NO. 1993 -16 AND FOR WATER MAIN IMPROVEMENT PROJECT NO. 1993 -07, CONTRACT 1993 -C DEPT. APPROVAL: S �app, : i ector of Public Works MANAGER'S REVIEW/RECOMMENDATION: No comments to supplement this report Comments below/attach.,, SUMMARY EXPLANATION: (supplemental sheets attached Yes • During his ear's consideration of the Southeast Area Study p rovided g Y y� P reports regarding the condition of the sanitary sewers in the area. These reports were based largely on last year's televised inspections, together with a thorough examination of City maintenance records. The recommendation in the Southeast Study was for complete replacement of at least 75% of the sanitary sewers within the study area. This recommendation was made considering the most cost - effective approach to utility repair and maintenance, in the context of a complete reconstruction program. City staff have identified isolated areas within or adjacent to the Southeast neighborhood where the sanitary sewers require immediate attention. It is our opinion that these five areas are in real danger of suffering a sewer collapse and the resulting blockages and back -ups could be a source of damage and potential claims. These isolated areas are characterized by severely cracked, broken or missing pipe sections, which became evident during the televised inspections. At this time, it is recommended that a project be established to address the sewer repairs necessary at these isolated locations. Please refer to the attached map for the location of the proposed sanitary sewer repairs. Accordingly, the City Engineer has developed plans and specifications for Improvement Project No. 1993 -16, Sanitary Sewer Repairs. This proposed project is similar to a 1991 project in which the City contracted for the repairs to four separate sanitary sewer "trouble spots ", two of which were in or adjacent to the Southeast Study area. The Engineer's Estimate for the construction cost of these improvements is $30,100. In addition, staff is recommending that Improvement Project No. 1993 -07, Replacement of Water Mains on Lawrence Road and on Aldrich Court, be combined with the above described Sanitary Sewer Repair project into Contract 1993 -C, for administrative and bidding purposes. By way of a separate item on this agenda, staff has recommended the rejection of bids recently received for this improvement, and consideration of re- bidding with a compatible project. RECOMMENDED CITY COUNCIL ACTION A resolution which establishes the project and approves plans and specifications for Improvement Project No. 1993 -16, Sanitary Sewer Repairs, and directs advertisement for bids for Contract 1993 -C, is provided for consideration. • 9STX. A I N. SM AVE, � I N , r s ERICON ® Cn \ C cn H N. 94 7;2� \ SST AW N. _ BON AVE. 58tD A N 1 LOCATION MAP SANITARY SEWER REPAIR IMPROVEMENT PROJECT 1993 -16 CONTRACT 1993 -C Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION ESTABLISHING PROJECT AND APPROVING PLANS AND SPECIFICATIONS FOR IMPROVEMENT PROJECT NO. 1993 -16, SANITARY SEWER REPAIRS; AND DIRECTING ADVERTISEMENT FOR BIDS FOR SANITARY SEWER IMPROVEMENT PROJECT NO. 1993 -16, AND FOR WATER MAIN IMPROVEMENT PROJECT NO. 1993 -07, CONTRACT 1993 -C WHEREAS, the City Engineer has reported to the City Council that there exists portions of the City's sanitary sewer system which requires replacement; and WHEREAS, the required replacement is beyond the scope of usual maintenance performed by City forces. WHEREAS, Improvement Project No. 1993 -07, Replacement of Water Mains on Lawrence Road and on Aldrich Court, was previously established by Resolution No. 93 -16, and bids were subsequently received, tabulated, and rejected; and WHEREAS, it is the desire of the City Council to receive new bids for Improvement Project No. 1993 -07, in conjunction with another compatible improvement. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL of the City of Brooklyn Center, Minnesota, that: 1. Improvement Project No. 1993 -16, Sanitary Sewer Repairs is hereby established. 2. Said plans and specifications for Improvement Project No. 1993 -16, as prepared by the City Engineer, are hereby approved. 3. Improvement Project Nos. 1993 -07 and 1993 -16 are hereby combined into Contract 1993 -C for the purpose of administration and bidding. 4. The Deputy City Clerk shall prepare and cause to be inserted in the official newspaper and in the Construction Bulletin an advertisement for bids for the making of such improvement in accordance with the approved plans and specifications. The advertisement shall be published in accordance with Minnesota Statutes, shall specify the work to be done and shall state the time and location at which bids will be opened by the Deputy City Clerk and the City Manager or their designees. Any bidder whose responsibility is questioned during consideration of the bid will be given an opportunity to address the Council on the issue of responsibility. No bids will be considered unless sealed and filed with the Deputy City Clerk and accompanied by a cash deposit, cashier's check, bid bond, or certified check payable to the City Clerk for 5 percent of the amount of such bid. 5. The estimated project costs for Improvement Project No. 1993 -16, Sanitary Sewer Repairs, are established as follows: Contract $30,100 Contingency (15 %) 4,515 Subtotal Construction $34,615 Staff Engineering (10 %) 3,462 Admin. & Legal (3%) 1.038 Total Est. Project Cost $39,115 6. All costs relating to Improvement Project No. 1993 -16, Sanitary Sewer Repairs, shall be charged to the Sanitary Sewer Utility Fund. Date Todd Paulson, Mayor ATTEST: Deputy Clerk The motion for the adoption of the foregoing resolution was duly seconded by member , and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. CITY OF BROOKLYN CENTER Council Meeting Date 06/14/93 Agenda Item Number REQUEST FOR COUNCIL CONSIDERATION ************************************************** * * * * * * * * * * * * * * * * * * * * * * * * * * * * * ** ITEM DESCRIPTION: RESOLUTION DECLARING A PUBLIC NUISANCE AND ORDERING THE REMOVAL OF DISEASED TREES DEPT. APPROVAL: 1 ry S app, D' ector of Public Works MANAGER'S REVIEW/RECOMMENDATION: No comments to supplement this report Comments below /attached SUMMARY EXPLANATION: (supplemental sheets attached The attached resolution represents the official Council action required to expedite removal of the trees most recently marked by the City tree inspector, in accordance with approved procedures. It is anticipated that this resolution will be submitted for Council consideration each meeting during the summer and fall as new trees are marked. RECOMMENDED CITY COUNCIL ACTION It is recommended the Council adopt the attached resolution. Member introduced the following resolution and moved its adoption: RESOLUTION NO. RESOLUTION DECLARING A PUBLIC NUISANCE AND ORDERING THE REMOVAL OF DISEASED TREES (ORDER NO. DST 06/14/93 ) WHEREAS, a Notice to Abate Nuisance and Diseased Tree Removal Agreement has been issued to the owners of certain properties in the City of Brooklyn Center giving the owners twenty (20) days to remove diseased trees on the owners' property; and WHEREAS, the City can expedite the removal of these diseased trees by declaring them a public nuisance: . NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL of the City of Brooklyn Center, Minnesota that: 1. The diseased trees at the following addresses are hereby declared to be a public nuisance: TREE PROPERTY OWNER PROPERTY ADDRESS NUMBER ---------------------- - - - - -- ----------------------- - - - - -- -- - - - - -- RICK & CINDY JOHNSON 7143 MORGAN AVE N 12 LUCILLE MOREK 7131 PALMER LAKE DR W 13 2. After twenty (20) days from the date of the notice, the property owner(s) will receive a second written notice providing five (5) business days in which to contest the determination of the City Council by requesting, in writing, a hearing. Said request shall be filed with the City Clerk. 3. After five (5) days, if the property owner fails to request a hearing, the tree(s) shall be removed by the City. All removal costs, including legal, financing,,and administrative charges, shall be specially assessed against the property. Date Mayor ATTEST: Deputy City Clerk RESOLUTION NO_ The motion for the adoption of the foregoing resolution was duly seconded by member , and upon vote being taken thereon, the following voted in favor thereof: and the following voted against the same: whereupon said resolution was declared duly passed and adopted. CITY OF BROOKLYN CENTER Council Meeting Date 6/14/93 Agenda Item Number REQUEST FOR COUNCIL CONSIDERATION ITEM DESCRIPTION: LICENSES DEPT. "PRO AL: Sharon Knutson, Deputy City Clerk MANAGER'S REVIEW/RECONBIENDATION: No comments to supplement this report Comments below /attached SUNEVIARY EXPLANATION: (supplemental sheets attached ) Attached is the list of licenses to be approved by the city council. RECOMMENDED CITY COUNCIL ACTION Approve licenses. i �a Licenses to be approved by the City Council on June 14, 1993: AMUSEMENT DEVICES - VENDOR C.D.L. Co. 1317 North Highway 169 Carousel International Corporation P. O. Box 307 w City Clerk J4 GARBAGE AND REFUSE COLLECTION VEHICLES r�{ • _ Block Sanitation 8924 Ashley Terrace w City Clerk n /, RENTAL DWELLINGS Renewal: Irvin and Ruth Schloff 4819 Azelia Ave. N. Thomas B. Egan 5239 -41 Drew Ave. N. Lyndon and Carole Carlson 5819 Halifax Ave. N. Sherry Ward 6915 Indiana Ave. N. Amos Levang 4100 Lakebreeze Ave. N. Richard M. Schurman 4204 Lakebreeze Ave. N. James and Bobbie Simons 4210 Lakebreeze Ave. N. Michael and Jane Danielson 4216 Lakebreeze Ave. N. 0 Norwest Bank, Trust Division 7002 Quail Circle West Jim Stalberger /Jay D. Beyer- Kropuenske 3129 49th Ave. N. Jim Stalberger /Jay D. Beyer - Kropuenske 3135 49th Ave. N. Kathryn D. Hess (Stevens) 1329 68th Lane N. Myrna L. Hubert 5300 70th Circle N. Director of Community Development SIGN HANGER Kaufman Sign Co. 103 1st Ave. NE n • Q � — Stillwater Sign Co. 804 West Laurel Street C� Building Official 4k GENERAL APPROVAL: Sharon Knutson, Deputy City Clerk