Council Work Session Memorandum
TO: City Council FROM: Tim Murray, City Administrator MEETING DATE: March 16, 2021 SUBJECT: 2020 Annual Report Presentation
Discussion: Administration and all departments have completed the preparation of the 2020 Annual Report, a copy of which is attached for review. The City Department Heads will each be preparing and giving a short presentation on their respective departments at the meeting, providing some background information and highlighting their activities and accomplishments in 2020. The Council is encouraged to comment and/or ask questions during the presentations.
Attachments: • 2020 Annual Report 2020 Annual Report
2020 Annual Report
This is the City of Faribault’s All-Department Report to the Faribault City Council. The information provided references data available through December 31, 2020.
CITY OF FARIBAULT 2020 ANNUAL REPORT TABLE OF CONTENTS Page GENERAL GOVERNMENT Legislative ...... 1 2020 City Council Activities – Highlights ...... 5 Overview of City Departments ...... 8 Organizational Chart ...... 10
ADMINISTRATION Administrative Services ...... 11 Human Resources Division ...... 15 Information Technologies Division ...... 19
POLICE DEPARTMENT Police Administration ...... 21 Police Patrol Operations ...... 24 Police Investigative Services ...... 27 Community Services Division ...... 31 Records Division ...... 33
FIRE DEPARTMENT Fire Administration ...... 35 Fire Suppression ...... 37 Emergency Management and Civil Defense ...... 48
PUBLIC WORKS DEPARTMENT Public Works Administration ...... 51 Streets Division ...... 54 Utilities Division ...... 57 Water Reclamation Facility...... 61 Municipal Airport ...... 64
COMMUNITY & ECONOMIC DEVELOPMENT DEPARTMENT Community Development Administration ...... 65 Economic Development ...... 68 Housing...... 71 Planning and Zoning ...... 74 Building Codes ...... 78 Heritage Preservation ...... 81
PARKS & RECREATION DEPARTMENT Administration ...... 83 Tommy Allen Endowment Fund ...... 85 Youth Programming ...... 86 Adult Programming ...... 89 Enrichment Programming ...... 92 Aquatics ...... 94 Parks Maintenance Division … ...... 96
LIBRARY SERVICES DEPARTMENT Buckham Memorial Library ...... 103 Communications … ...... 121
FINANCE DEPARTMENT Financial Administration ...... 123
ENGINEERING DEPARTMENT Engineering Services ...... 131
This page left intentionally blank.
LEGISLATIVE General Government
City Governance Faribault is a Home Rule Charter City—the current Charter was adopted at an election in 1975. The form of government established by this charter is the "Council-Administrator Plan". The Council exercises the legislative power of the City and determines all matters of policy. The City Administrator is the head of the administrative branch of the city government and is responsible to the Council for the proper administration of all affairs relating to the city.
The City Council is comprised of a Mayor and six Council members elected for staggered 4-year terms. City Council Committees include Joint, General Affairs, and Finance, along with Ad Hoc committees that may be established to address specific issues or topics. Specialized citizen boards and commissions are annually appointed by the Council to act in an advisory capacity in numerous areas such as planning, recreation, airport, and library services.
For 2020, the City budget authorized 131 permanent full-time, 39 permanent part-time, and 161 temporary/ seasonal employees. The overall total expenditures budget was approximately $61.6 million, with General Fund expenditures of approximately $16.5 million.
2020 Faribault City Council Mayor Kevin Voracek* Term Expires: 2020 Council member Elizabeth Cap Term Expires: 2020 Council member Royal Ross* Term Expires: 2020 Council member Peter van Sluis Term Expires: 2022 Council member Thomas Spooner Term Expires: 2022 Council member Janna Viscomi Term Expires: 2022 Council member Jonathan Wood* Term Expires: 2020 * Mayor Voracek and Council members Ross and Wood were re-elected in 2020 to additional terms expiring at the end of 2024.
The City Council conducts its business meetings on the second and fourth Tuesday each month at 6 p.m. in the City Council Chambers at City Hall. Council committee meetings are generally held the first and third Tuesday each month starting after 6 pm, in the First Floor Public Meeting Room at City Hall. At the first business meeting each year, the City Council makes appointments to the City’s standing committees and other appointment positions.
Due to the COVID-19 pandemic in 2020, meetings of the Council were modified several times. From March 24 to June 9, 2020, all meetings were conducted remotely/virtually. From June 9 to November 24, in-person meetings were resumed, with the option to participate remotely/virtually, and in response to a spike in the number of coronavirus cases, meetings were returned to full remote/virtual format from November 24, 2020 through the end of the year. Additionally, all in-person meetings were held in the Council Chambers, with the seating reconfigured to provide a minimum separation of six (6) feet.
For 2020, the standing City Council committees were composed of the following: Joint Council Committee – Mayor and all City Council members
2020 Annual Report – General Government Page 1
General Affairs Committee – Council members Ross, Spooner, Viscomi Addresses personnel issues, traffic studies, and organizational policy matters.
Finance Committee – Council members Cap, van Sluis, Wood Reviews and evaluates bond issues, general fiscal and budgetary matters, and physical planning and development issues.
Ad Hoc Committees Special committees established at Council discretion on an issue by issue basis. The Mayor serves on all established Ad Hoc Committees, along with two Council members, one each representing the General Affairs and Finance Committees.
2020 Council Committee Appointments
City Council members appointed to serve on or represent the City Council on the following committees or positions in 2020 were as follows:
Committee Name Appointee Name
Vice Mayor...... Council member Viscomi Alexander Park Committee ...... Mayor Voracek, Council member Spooner Allina District One Hospital Appointing Committee ...... Mayor Voracek, Council member Viscomi Annexation Committee ...... Mayor Voracek, Council members Ross, Cap BMX Track Board ...... Council members Wood, Ross Buckham West (Senior Center) Representative ...... Council member Ross Charitable Gambling Board ...... Council member Viscomi Economic Development Authority ...... Mayor Voracek, Council member Viscomi Faribault House Committee ...... Council member van Sluis Housing and Redevelopment Authority ...... Council member Wood Ice Arena ...... Council members Viscomi, van Sluis Joint Dispatch Board ...... Council member van Sluis Labor Committee...... Mayor Voracek, Council member Ross Main Street Committee...... Council member Viscomi Mill Towns Trail Board ...... Council members Cap, Wood Paradise Center for the Arts Board ...... Council member van Sluis River Bend Nature Center ...... Council member Spooner Senior Advisory Committee ...... Mayor Voracek, Council members Cap, Viscomi Soccer Complex Board ...... Council member Cap Technology Committee ...... Council members Cap, van Sluis Tourism Commission ...... Council member Wood Township Fire Contract Committee ...... Mayor Voracek, Council member Spooner Ad Hoc Committee – On-Street Bicycle Routes ...... Mayor Voracek, Council members Cap, Viscomi
2020 Boards and Commissions
Board and Commission members are appointed by the City Council. Members volunteer their time to provide advisory services to the City. Some groups also have duties defined in State law. A description of each board and its 2020 members is listed below:
2020 Annual Report – General Government Page 2
Airport Advisory Board advises the City Council and City Administrator on the construction, improvement, maintenance and operation of the municipal airport, and general aviation activities affecting the community. Members: Frank Ahlman, Mike Brown, Sr., (James) Carl Hooper, (Robert) Pete Johnson, Doug Nelson, William Smith and Tom Waarvik.
Joint Airport Zoning Board establishes, administers, and enforces zoning laws for the area surrounding the airport and for the protection of the airport and the public. City Representatives: Chuck Ackman (Planning Commission Rep) and Tom Waarvik (Airport Board Rep).
Charitable Gambling Board is made up of representatives of the holders of gambling licenses. The Board makes recommendations to the City Council on how the City’s gambling tax should be spent.
City Council – Janna Viscomi American Legion – Luverne Malecha Bethlehem Academy – Patty Radatz/Troy Marquardt Divine Mercy School – Daniel Moyer Eagles – Jon Sirek/Clayton LaCroix Elks – Cory Evenstad Faribault Wrestling Club – Jason Tobin/Jamie Hausen Faribault Hockey Association – Rick Caron River Bend Nature Center - Doug Zahn/Stacy Dupont Knights of Columbus – Peter Dodge Moose – Jim DeGezelle/Tim Schmidtke Morristown Fire Relief - Terry Meschke/Mike Ahlman Defeat of Jesse James Days – Sheila Radtke/Debra Anthony
Charter Commission is responsible for reviewing and revising the City Charter to ensure that it meets all applicable State and Federal laws and meets the needs of the citizens. Appointments made by District Chief Judge. Members: Chuck Ackman, David Albers, Kymn Anderson, Dan Behrens, Daniel Burns, Elizabeth Cap (Council Rep), Kay Duchene, John Jasinski and Pat Rice.
Children’s Fund (Aquatic Center) Board advises City Council and staff on the Aquatic Center Scholarship fund monies. Members: Ken Hubert, Merissa Menge and Chad Christianson.
Economic Development Authority has authority to take action on economic development programs for business and industry. The EDA manages tax increment financing districts and varieties of grant and loan programs. Its powers are defined by state law. Members: David Albers, Matt Carlander, Matthew Drevlow, Rodney Gramse, Gary Kindseth, Janna Viscomi (Council Rep.), and Mayor Kevin Voracek (Council Rep.).
Environmental Commission (newly created in 2020) advises the City Council on environmental issues and opportunities affecting the City while respecting the City’s economic and social environments. Members: Chuck Ackman, Tom Boevers, Dan Behrens, Cynthia Diessner, Richard Huston, Emily Nesvold, and Roger Steinkamp.
Heritage Preservation Commission advises City Council and staff on issues related to the preservation of the community's cultural, historical and architectural heritage. The Commission is actively involved in a variety of educational efforts which highlight Faribault's past. Members: Ron Dwyer, Lee Nordmeyer, Lyn Rein, David Sauer, Sam Temple, and Karl Vohs (one position vacant for all of 2020).
Housing and Redevelopment Authority handles a variety of housing programs. It also manages public housing units, Trails Edge Apartments and Robinwood Manor senior housing. Members: Loni Ahlers, Narren Brown, Zulema Delgado, Brendan Kennedy, Richard Olson (resigned in December 2020), Matt Speckhals, and Jon Wood (Council Rep).
Ice Arena Board (City Representatives) members makes decisions regarding the Ice Arena maintenance and operation, which is jointly owned by the City, School District, and Faribault Hockey Association. Members: Paul Froman (City Rep), Peter van Sluis (Council Rep) and Janna Viscomi (Council Rep).
2020 Annual Report – General Government Page 3
Library Advisory Board advises the City Council and the City Administrator regarding the maintenance and operation of Buckham Memorial Library. Members: Crystal Bauer, Travis Davidson, Melissa Kuhl, Isabell O’Connor, Keri Simon, Jane Spooner, and Nevaeh Weeg (Student Rep).
Park & Recreation Advisory Board advises the City Council and staff on park land development and recreation programs. Members: Lola Brand, Sally Kramer, Chad Kreager, Bruce Krinke, Mike Ross, Elsie Slinger, Troy Temple, and Henry Schonebaum (Student Rep).
Peter Smith Advisory Board advises on expenditures from the Peter Smith trust fund for youth recreation programs. Members: Don Burkhartzmeyer (two open positions for all of 2020).
Planning Commission makes recommendations to the City Council on land use related issues, variances, Conditional Use Permits, subdivisions, and zoning changes. Members: Chuck Ackman, David Albers, Faysal Ali, David Campbell, Joe Faugstad (resigned in July 2020), Sam Temple, and Steve White.
Technology Committee advises City Council and staff on the Technology issues. Members: Elizabeth Cap (Council Rep) and Peter Van Sluis (Council Rep).
Tommy Allen Youth Endowment Fund advises City Council and staff on the Fund, administers program, determines guidelines to subsidize youth rec programs, and develop fundraising efforts. Members: Sharon Dell, Cindy Griesert, and Mike Jarvis.
Tourism Commission advises the City Council and staff on the appropriation of funds collected for the purpose of marketing and promoting the city as a tourist and convention center. Members: Steve Bortz, David Connelly, Susan Garwood, Heidi Nelson (Agency Rep), Miki Orr, John Sheesley (resigned in September 2020), and Jon Wood (Council Rep).
Tree Board advises the Park/Rec Board on issues related to trees. Members: Ed Bastyr, Wendy Eckert, Susan Erickson, Sally Kramer (Park/Rec Board Rep), Greg Mews, Jim Munson, Pat Rice, Pauline Schreiber, Rueben Tangren, and Mark Zentner. Faribault Charter Commission
The Faribault Charter Commission met on September 24, 2020. Minutes from the October 16, 2019 Charter Commission meeting were approved. Members appointed to four-year terms on the Charter Commission include Chuck Ackman, David Albers, Kymn Anderson, Dan Behrens, Daniel Burns, Elizabeth Cap (Council Rep), Kay Duchene, John Jasinski, and Pat Rice.
The Charter Commission recommended two (2) revisions be made to the City Charter, with the City Council electing to proceed with both of them. Ordinances that revise the City Charter require a unanimous vote of the full Council (7 of 7). Revisions were made to the following sections of the Charter:
• Sec. 2.04. – Incompatible offices; interest in contract. Language regarding non-contract situations was added, augmenting existing language on conflicts of interest for members of the City Council.
• Sec. 7.14. – Authority for expenditures. Timing for the requirement to review and approve the Public Expenditure Policy was changed from annually to not less often than biannually (the Council can still review it more often at their discretion).
2020 Annual Report – General Government Page 4
2020 City Council Activities – Highlights
In 2020 the City Council deliberated and acted upon hundreds of items and issues. Amongst the many items the City Council considered, the following are noted from each month: January • Amended Chapter 14, Article X of the Faribault City Code of Ordinances regarding Pawnbrokers • Approved an Interim Use Permit for an Outdoor Display Area at 3701 Hwy 60 W in the C- 2 Highway Commercial District
February • Approved the establishment of an Environmental Commission • Approved an Interim Use Permit to Place Refrigerated Processing/ Storage Containers and Trailers in the Front Yard and Corner Side Yard of 1512 30th Street NW
March • Adopted City of Faribault Official Map No. 1 — East View Drive • Approved Preliminary and Final Plats of State Avenue Subdivision at 734 and 810 Division Street E. • EMERGENCY MEETING held on 3/15/2020 – Mayoral Proclamation for Declaration of Local State of Emergency due to the COVID-19 Pandemic • Approved Continuation of the Local Emergency Declaration • Approve Property Tax Abatement and Contract for Private Development for Trystar, Inc. • EMERGENCY MEETING held on 3/26/2020 – Reviewed implementation of the “Stay at Home” Order issued by Governor Walz
April • Amended the PUD- R Overlay District for the 23rd Street Apartments at 210- 310 23rd Street NW • Approved Variance to Allow Eight (8) Residential Units at 230 Central Avenue • Allowed a Biodigester as an Accessory Use to a Principal Industrial Use in an Industrial District (Faribault Foods) • Approved Employee Layoffs (response to shutdowns due to COVID-19 pandemic) • Established Tax Increment Financing District No. 14: Straight River Apartments Therein and Adopted a Tax Increment Financing Plan Therefor
May • Approved a One Year Extension of Variance Approvals Associated with a Development Proposal at 400 Western Avenue • Approved Preliminary Engineering Agreement with the Union Pacific Railroad for Tee Pee Tonka Park Trail Entrance RR Crossing • Created an Ad Hoc Committee to Evaluate On-Street Bicycle Routes • Authorized the Granting of Regulatory Flexibility to Assist Local Businesses with Restrictions imposed under the COVID-19 Pandemic • Mayoral Proclamation Declaring a Local Emergency and Imposing a Curfew for the Safety and Protection of Life and Property in the City of Faribault, Minnesota
June • Authorized Execution of Purchase Agreement and Acquisition of Property to include Parts of Lot 1 and Lot 2, Block 1, River Ridge 3rd Addition (adjacent to Crooked Pint restaurant)
2020 Annual Report – General Government Page 5
• Approved Purchase and Development Agreement for Straight River Apartments Project (former Public Works Garage property) • Established Tax Increment Financing District No. 15: The Lofts at Evergreen Apartments and Adopted a Tax Increment Financing Plan • Approved Preliminary Plat and Final Plat of Lofts at Evergreen Knoll • Approved a Variance from Sign Requirements for Faribault Woolen Mill Company at 1500 2nd Ave. NW • Approved a Conditional Use Permit for an Outdoor Wedding and Reception Patio on the Roof of 310 Central Avenue • Adopted COVID- 19 Preparedness Plan Requirements for Organized Adult or Youth Sports and Bell Field and other City-Owned Outdoor Facilities
July • Approved Revised Police Use-of-Force Policy 301 • Approved the Establishment of the Faribault Small Business Relief Fund Policy and Program Guidelines (CARES Act funds) • Amended Chapter 11 — GARBAGE AND REFUSE of the City Code of Ordinances regarding Garbage Container Size • Amended Sec. 28- 193. - Rates and charges. of the City Code of Ordinances regarding WAC/SAC Fees for the Reuse of Existing Buildings • Amended Chapter 14, Article II. - Tobacco and Tobacco- Related Devices and Products (increase of legal age from 18 to 21) • Approved a Public Art - Mural Permit at 213 Central Avenue • Authorized Execution of Site Host Agreement with ZEF Energy to install Electric Vehicle Charging Stations at the Municipal Parking Lot at 17 3rd Street NE • Accepted Bids for 2020 Division Street & Central Avenue Improvements Project - City Contract 2020- 04
August • Approved Professional Services Proposal for Cultural Resources Monitoring Services for 2020 Division Street & Central Avenue Improvements Project • Approved Faribault Small Business Relief Fund Awards and Continuation of Program (CARES Act funds) • Approved Variances from Wetlands Setback and Buffer Requirements, Approved a Conditional Use Permit for a Multi-Family Dwelling in the C-2 Highway Commercial District, and Approved Preliminary and Final Plats of Cashin Addition Subdivision at 2805 Cardinal Avenue NW • Approved Establishment of School Zone Speed Limits • Approved Establishment of the Faribault CARES Non-Profit Grant Policy and Program Guidelines, Authorized $200,000 of CARES Act Funding to Provide Direct Housing Assistance to Qualified Faribault Households, and Approved Establishment of the Faribault Small Business Relief Fund Round 2 - Policy and Program Guidelines
September • Adopted the 2021 Preliminary Property Tax Levy and Established the Budget Meeting Date • Approved Faribault HRA and EDA Preliminary Property Tax Levies for Fiscal Year 2021 • Authorized Conveyance of Real Property Owned by the City Located at Lot 1, Block 1, State Avenue Subdivision (810 Division Street East) • Accepted Bids for 2020 Library Plaza Project and 2020 City Park Improvements Project • Adopted Special Assessment Rates for 2021 & 2022 • Authorized Issuance of an RFP for the Redevelopment of City Property at 1st Ave. NW and 1st St. NW • Adopted Journey to 2040: Comprehensive Plan • Approved Faribault CARES Act Non-Profit Grant Awards and Small Business Relief Fund Round 2 Awards
2020 Annual Report – General Government Page 6
October • Authorized Issuance of an RFP for a Mural Project on the City-Owned Wall at 25 3rd Street NW • Accepted Proposal for Professional Services Agreement for Geotechnical Services for the Northwest Area Water Tower Project • Approved Limited Use Agreement for Loading Dock at 405 Central Avenue (Cry Baby Craig’s) • Approved a Six- Month Extension of a Permit to Reconstruct Damaged Billboards Along Interstate 35
November • Denied Application for a Zoning Text Amendment to Establish Minimum Separation Requirements for Pawn Shops • Received/Filed Annual Report from Tourism Commission • Canvassed Results of 2020 General Election • Approve Police Department’s Unmanned Aerial Systems Operations Policy • Authorized Execution of a Purchase Agreement and Acquisition of Property Described as Parts of Lots 1 and 2, Block 1, River Ridge 3rd Addition (adjacent to Crooked Pint restaurant)
December • Approved Six- Month Extension to the Johnston Hall Redevelopment Management Agreement • Approved DIC Holdings, LLC as the Preferred Developer for the City-Owned Property located at 1st Avenue NW and 1st Street NW • Approved the 2021 Budget, Tax Levies, CIP, Fee Schedule, and Franchise Fees Distribution • Approved Preliminary Plat and Final Plat of Met Con Business Park Third Addition and Authorized Execution of Agreements related to Met-Con Business Park Third Addition • Extended the Deadline to File all Required Documents and to Start Construction on the Proposed Cave Creek Development near 935 Faribault Road • Approved a Conditional Use Permit to Relocate a Previously Occupied Dwelling to 2702 Park Ave. NW • Order Improvements and Preparation of Plan and Specifications, Approve Plans and Specifications and Establish Bid Date for 2021 Replacement of 2nd Avenue Bridge Over Division Street
2020 Annual Report – General Government Page 7
CITY DEPARTMENTS General Government
Overview of City Departments
Administration provides the administrative direction for the City. The City Administrator serves as chief administrative officer for the City and reports to the Mayor and City Council. The City Administrator is also responsible for managing the overall operation of all city departments, ensuring that the charter, laws, ordinances, and resolutions of the City Council are enforced and implemented. The Assistant to the City Administrator’s responsibilities include the management of official records, licenses, elections, and documents of the City. Human Resources functions include recruitment and selection of employees, management of employee compensation agreements, state and federal mandates related to personnel issues, special training of employees, workers compensation, and maintenance of personnel files. Information Technologies provides for the implementation and management of IT infrastructure, manages ongoing daily “Helpdesk” operational support and maintenance of all IT systems, and coordinates IT equipment needs with departments for meetings, training and remote access.
Police Department is a full service agency that protects human life and property by responding to emergency and nonemergency calls for service, enforces laws and ordinances, investigates crimes, apprehends criminals, provides proactive policing through education and crime prevention, and maintains order. In 2019, the department had a staff of 43 full-time employees and 3 part-time employees. Currently the police sworn staff comprises 35 of the 43 full-time positions. The department widely employs the use of citizen and neighborhood participation and partners with community organizations.
Fire Department protects 126 square miles in the city and the three and one-half townships surrounding Faribault from the Fire Station located on the west side of downtown, adjacent to City Hall. The department provides fire suppression, heavy and tactical rescue, and medical first response, along with fire prevention, public education, fire inspection and pre-plan programs for our fire protection area. The Department employs nine (9) full-time and up to 26 paid on-call firefighters, a Fire Chief and a part-time administrative assistant.
Public Works Department provides for the operation and maintenance of the City's infrastructure systems and consists of multiple divisions which include Streets, Utilities, Water Reclamation Facility, and Airport. Twenty eight (28) full-time employees provide the department's service delivery, along with a number of seasonal staff. Faribault provides and operates the water and sanitary sewer utilities in the city. Operations of the Airport are managed by contracted services.
Community and Economic Development Department is comprised of five (5) separate divisions that are involved with every aspect of development within the city of Faribault. The department conducts City, HRA and EDA programming in the areas of housing, economic development, historic preservation, planning, zoning, building permits and inspections, as well as primary administrative and technical support to many of the City’s boards and commissions. The Building Codes Division is responsible for inspections and functions related to building and electrical permit processing, rental housing registration program, and property maintenance code enforcement. The Planning and Zoning Division administers the City's land use planning program, including long range and current planning, annexations, subdivisions and development of land, environmental review, zoning and the Unified Development Ordinance.
2020 Annual Report – General Government Page 8
City Departments – An Overview (continued)
Parks & Recreation Department manages City facilities, including the Community Center, Faribault Family Aquatic Center, the White Sands Dog Park, and shares in the operation of the Faribault Soccer Complex. Amenities include gymnasiums, complete fitness center, sauna, and racquetball courts. Swim lessons and water aerobics are offered at the indoor pool. Facility rentals of the outdoor aquatic center, indoor pool, and park shelters are available. The department offers assistance to community events, including Faribault Heritage Days, the Pet Parade and the Blue Collar Barbecue & Arts Festival. Parks & Recreation offers enrichment classes and programs for youth and adults. The department publishes the Buckham Bulletin, a quarterly city newspaper. The Faribault Parks & Recreation and Community Center are located within the Buckham Center complex, which also houses the Buckham Memorial Library and Faribault Senior Center.
Library provides library services and materials including books, periodicals, A/V materials, and online data/research resources. Basic activities include acquisition of materials, organization and circulation of materials, assistance in the use of materials, interlibrary loan services, reference and reader's advisory services, maintenance of library resources, children's and adult programming, public access to the Internet, and promotion of the library to the public. Development and implementation of various communications strategies and programs are also managed under this department.
Finance provides financial support to the entire City government organization, Faribault Economic Development Authority and Faribault Housing and Redevelopment Authority. Finance also manages the areas of investments, insurance, and risk management.
Engineering provides professional and technical expertise for the planning, design, construction, administration, and maintenance of the infrastructure systems of the City.
2020 Annual Report – General Government Page 9
ORGANIZATIONAL CHART General Government
2020 Annual Report – General Government Page 10
ADMINISTRATIVE SERVICES Administration
CITY ADMINISTRATION
City Administration staff provides the administrative direction for the City and its departments as provided by the City Charter, the Code of Ordinances, and direction from the City Council. The City Administrator serves as chief administrative officer for the City and reports to the Mayor and City Council. The City Administrator is responsible for managing the overall operation of all departments, ensuring that the charter, laws, ordinances, and resolutions of the City Council are implemented and enforced.
City Administration staff are responsible for planning and directing the administration of City functions as delegated by the City Council and providing administrative direction and supervision of City affairs as provided by the City Charter. The City Administrator is responsible for effectively recommending policies, employee staffing, budgeting and expenditures and public relations.
PRIMARY SERVICES
Under the direction of the City Administrator, the primary administrative services provided are: • Coordinate activities of the City Council including preparation of City Council and Council Committee agenda packets and meeting minutes. Provide analysis and recommendations on legislative matters, preparation of reports, and coordination of public relations and communications. Coordinate the posting and publication of official notices and ordinances as required. • Coordinate the recruitment and appointment of members to advisory boards and commissions. Work with City commissions, report on City affairs and present recommendations concerning policies, objectives and specific actions. • Develop and issue administrative rules, regulations, policies, and procedures necessary to ensure the proper functioning of all City departments. Maintain and update the City Charter and City Code of Ordinances Book. • Respond to inquiries from the public officials, other agencies, city staff, businesses, and residents. • Supervise budget development, establishment of economic goals, capital planning, financial systems and controls. • Manage and administer personnel policies and programs, including compensation practices, labor/employee relations, contract negotiations and staff recruitment. Perform overall employee management including evaluations systems and compensation adjustments per City Council approved budget guidelines. • Manage and perform legal activities such as monitoring and drafting legislation and coordinating with the City Attorney(s). • Supervise local elections and administer proposals, agreements and contracts. Coordinate the election process, selection of election judges, and polling sites. • Maintain the Records Retention Program—designate a Responsible Authority for the records management program. Train other City staff on proper document retention practices. • Administer city licensing procedures, process license applications, and issuing of licenses. Maintain statistics and history of license compliance checks.
2020 Annual Report – Administration Page 11
STAFFING
• City Administrator Tim Murray • Assistant to the City Administrator Heather Slechta
HIGHLIGHTS and ACTIVITIES
• Beginning in March, the COVID-19 Pandemic imposed significant and far-reaching impacts to the operation of City government and the provision of services to the public. Actions taken and direction provided by Administration due to the pandemic included: - Application of Governor’s Executive Orders - Draft and Update Pandemic Policy - Building and Facility Closures - Remote Work Arrangements - Electronic/Virtual Meetings - Employee Layoffs - Business/Non-Profit Relief Funding - Facility Protections/Cleaning Protocols - Leave Policy Modifications - Business Flexibility
• Preparation and response to civil unrest/protests following the death of George Floyd in Minneapolis, including the imposition of a local one-night curfew.
• Prepared City Council and Council Committee meeting agenda packets, Council meeting minutes, and Committee meeting follow up notes. Compiled the monthly City Council department updates.
• The Charter Commission recommended two (2) revisions to the City Charter. Following discussion with the Council, ordinances to make both of the revisions were prepared and approved.
• Provided direction and oversight for the 2021 Budget and 2021-2025 Capital Improvement Plan preparation. Provided direction to Department Heads and recommendations to Council on property tax levies, capital project funding, position requests, and other budget related items.
• Initiation of downtown park improvements on the former Public Works Garage site, coupled with the start of construction on a new 111-unit apartment building on the adjacent parcel.
• Alcohol compliance checks were conducted at eight (8) establishments in December. All establishments passed.
• Tobacco compliance checks were conducted at nineteen (19) establishments in December. One establishment failed and each licensee and employee that sold to the underage buyer was fined in accordance with the City Code of Ordinances.
WORKLOAD DATA
Boards and Commissions
The City of Faribault has approximately 17 boards and commissions, providing valuable input and leadership on topics that include airport, economic development, charitable gambling, heritage preservation, parks/recreation, planning and zoning, and others.
2020 Annual Report – Administration Page 12
Number of City Council Meeting Packets Compiled
The City Administrator’s office coordinates the compiling of the agenda packets for the City Council and Council Committees. All Council and Council Committee meeting packets are paperless. Staff uploads all meeting materials to CivicPlus, the city’s website provider.
Council City Council Regular City Council Special Year Committee Meetings Meetings Meetings 2020 26 11 39 2019 24 15 44 2018 24 16 47
Number of Ordinances/Resolutions Approved
Year Ordinances Resolutions 2020 17 231 2019 22 266 2018 15 286
Charitable Gambling Board
The Assistant to the City Administrator serves as the staff liaison to the Charitable Gambling Board. The Gambling Board is made up of representatives of the holders of Gambling premises permits in the city. The Board funds the annual July 4th fireworks display at the Rice County Fair Grounds. The Board also makes recommendations to the City Council on requests for funding from various community groups and organizations.
Funding Number of Number of Gambling Gambling Regular Year Requests Gambling Gambling Fund Fund Meetings Considered Organizations Sites Receipts Expenses 2020 3 6 12 19 29,422.81 23,573.05 2019 4 7 12 19 34,615.79 56,181.50 2018 4 5 11 17 30,432.88 18,922.65
Licensing
2020 Annual Report – Administration Page 13
The Assistant to the City Administrator manages and administers the licensing of various businesses in the City that require licensing. A breakdown of the number of types of licenses issued is as follows:
License Type 2020 2019 2018 Liquor (On, Off, Club, Wine, Sunday, 35 30 31 Theater, Low Volume) Malt Liquor (On, Off, Theater) 6 5 6 Temporary Liquor / Temporary Malt Liquor 3 11 10 Tobacco 25 28 27 Sale of Fireworks 5 5 4
Garbage Haulers 7 7 6
Recreational Vehicle 3 5 5
Salvage Dealers 2 2 2
Taxi/Vehicle for Hire 1 1 2
Massage Therapist 18 18 19
Solicitor/Peddler/Transient 25 28 23
Currency Exchange 1 1 1 Gambling Exemptions/Excluded Bingo/ 14 14 15 Off-Site Gambling Pawnbrokers 1 1 N/A
Election Statistics
The Assistant to the City Administrator coordinates the local, state, and federal elections on even numbered years as well as any special elections. The Presidential Primary was held on March 3, the State Primary was on August 11, and the General Election was held on November 3.
Total Registered New Year Total Voters Voters Registrations Presidential 10,858 127 1,999 Primary 2020 Primary 11,064 34 1,827
General 11,605 1,169 10,277 2019 Primary N/A N/A N/A
General N/A N/A N/A Primary 10,502 73 2,163 2018 General 10,632 704 7,683
2020 Annual Report – Administration Page 14
HUMAN RESOURCES DIVISION Administration
PRIMARY SERVICES
Under the direction of the City Administrator, the primary services provided by this division are:
• Recruitment/Selection • Compensation • Benefit Administration • Labor Relations • Workers Compensation • Employee Wellness • Employment Policies and Laws • Performance Evaluations
STAFFING
• Human Resources Manager Kevin Bushard • Payroll Benefits Specialist Donna Braun
HIGHLIGHTS and ACTIVITIES
• Labor contracts are up for negotiation in 2021 that will hopefully be three years in length again. Negotiations will hopefully begin in the spring or early summer of 2021. • With the City moving to the Southeast Service Co-op with its health insurance in 2016, that contract is up for renewal with BlueCross and BlueShield in 2021. The City received a 2.5% insurance increase for 2021. Hopefully with the changes within the Co-op’s throughout the State of Minnesota for 2022, the City’s exposure to higher increases will be substantially limited going forward. • The new Personnel Policies document was created in 2020 and replaced the employee handbook. • Implementation of the on-line recruiting system began in 2020. The City was able to see instant success with the system just with the number of applicants that applied to various positions. Complete implementation is anticipated in early 2021. • Various policies, procedures and guidelines were created in 2020 to deal with the COVID pandemic. The City was able to shield itself by any large quarantines and breakouts by the extreme and diligent efforts put forth by its employees. The City hopes to have a more “normal” work environment going into 2021 as the pandemic is still being dealt with and vaccines become available to all.
2020 Annual Report – Administration Page 15
Recruiting and Hiring Hiring and recruiting of key personnel in 2020 included both staff members and a new City Council Member. Positions that were filled or added in 2020 include the following:
Name Title Sara Caron Council Member Lance Ulrich Police Officer Dustin Vanderbeek Police Officer Joshua Lawrenz Building Inspector
Reed Bartsch Police Officer
Tyler Quale Engineering Technician III
Beth LaCanne Fire Administrative Assistant II Jamie Walburn Senior Accountant Jacob Charlton Police Officer Samantha DeAdder Police Records Specialist
161 Temp Seasonal Lifeguards, Swim Instructors, Officials, Building Supervisors, Parks Employees Maintenance, Public Works and Utilities, Engineering, etc.
Termination of Employment The chart below accounts for permanent full-time and permanent part-time employees that have left employment or positions filled with new employees with the City.
2020 2019 2018 2017 2016
Positions Filled – New Employees 11 21 24 17 12 Layoffs 21 0 0 0 0 Resignations 8 15 21 10 10
Events The City was limited in the in-person employee events in 2020 but was able to do the following:
• Walk for Wellness Program which was kicked off online and ended online ran from May 19, 2020 to August 30, 2020. • The City held various Department Employee Appreciation box lunches from September 21, 2020 to October 7, 2020. • Annual flu immunization clinic was held on October 8, 2020. • Open enrollment and employee insurance were done through our online system and no in-person meetings were held but enrollment was open from November 2, 2020 to November 25, 2020.
All events were accepted by the employees and we hope to provide more in-person events for employees in 2021.
2020 Annual Report – Administration Page 16
WORKLOAD DATA
Employees
2020 2019 2018 2017 2016
Permanent Full-time 131 129 128 126 122 Permanent Part-time 39 38 38 32 32 Temp Seasonal Employees 161 225 219 214 209 TOTAL 331 392 385 372 363 Cost of Employee Services The total cost of personnel services for the City of Faribault was $15,339,930 for 2020. Of that, $11,482,069 is for wages and $3,857,861 is for benefits.
Benefits 25%
Wages 75%
Health Insurance Costs In 2020, the City offered two high deductible health plans ($1,400 deductible and a $2,800 deductible) with three tiers: single, single plus one and family. For 2020 the City contribution has three tiers as well based on percentages of the whole amount for each plan. The City contributes on a matching basis (up to $600) into a Health Savings Account (H.S.A.) should the employees elect to participate. Please see the chart below:
Deductible Single Single+one Family $1,400 Plan 82% 77% 72% $2,800 Plan 92% 87% 82% H.S.A. Max Contribution $600 $600 $600
The Chart below illustrates how many employees are covered under the different tiers
2020 2019 2018 2017 2016
Single 57 63 55 51 53 Single + 1 28 25 28 29 26 Family 31 28 31 28 32
Workers Compensation and Safety The City’s workers compensation and safety program continues to focus on improving the safety for all of its employees. The City utilizes the League of Minnesota Cities Insurance Trust to manage claims for the City. On-
2020 Annual Report – Administration Page 17
site compliance testing with OSHA was done in 2016 and was scheduled for 2020 but has been rescheduled for 2021.
All Safety training is done in-house by the Fire Chief and Human Resources Manager. This is done through videos and on-site training. The training schedule consists of a different training each month. Tests are given after each training to ensure knowledge is gained.
2020 Annual Report – Administration Page 18
INFORMATION TECHNOLOGIES (IT) DIVISION Administration
PRIMARY SERVICES The primary services provided by this division are:
• Research, evaluation, planning, implementation and management of IT infrastructure
• Ongoing daily “Helpdesk” operational support and maintenance of all IT systems
• Coordinate IT equipment needs with departments for meetings, training and remote access
• Coordinate technology training efforts
STAFFING • Thomas Rouchka, IT Coordinator • Scott Whitney, IT Technician
HIGHLIGHTS and ACTIVITIES • In 2020, IT staff refreshed the network and server infrastructure resulting in the implementation of two hyperconverged server clusters, the network core for the City owned fiber network, and over a dozen managed switches at City locations.
• Staff worked with Jaguar Communications/Metronet to upgrade all but two City owned locations (Waster Water Facility and Airport) to fiber networked connections. The remaining two are slated for early 2021.
• Completed deployment of the new hosted phone system, totaling in 150 physical handsets and 26 software phones. • Completed deployments of 42 workstations for staff.
WORKLOAD DATA
Infrastructure 2020 Workstation Deployment 5% Workstation Support 25% Networking 30% Servers 40%
Helpdesk 2020 Helpdesk Tickets 1047
2020 Annual Report – Administration Page 19
This page left intentionally blank.
2020 Annual Report – Administration Page 20
POLICE ADMINISTRATION Police Department
Police administration provides vision and overall leadership and functional direction of the department. The command staff consists of the chief, three division captains, and a department administrative assistant. Together they coordinate the daily operations of the Patrol, Investigations, Community Services, and Records Divisions. Administration networks with various community entities, markets the agency, creates shared partnerships, manages daily operations, and responds to all public safety related issues or concerns.
Staffing
• See Organizational Chart on next page
2020 Accomplishments PARADE FOR YOUNG CHILD’S BIRTHDAY DURING COVID
• The Police Department remained open and active all through the COVID pandemic all while managing sick employees, massive PPE needs, COVID related complaints and calls, and still maintained a positive public image through good relations and parade events for youth. (See above photo) • The Department also navigated sensitive policy changes in the wake of an in-custody death in Minneapolis that caused nationwide civil unrest. FPD promoted peaceful protest while protecting citizens and protestors along with public and private property. • The Department obtained new squad fleet cameras that integrated with the existing Body Worn Camera (BWC) systems and passed the first State required BWC audit with flying colors. • The true accomplishment of 2020 was the overwhelming outpouring of genuine community support in a very difficult year due to COVID and civil unrest. Despite nationwide chaos, Faribault citizens really stepped up for the police department. A grass roots effort sold lawn signs showing support for the police department and almost weekly our newsletter showcased groups bringing officers cards of support, treats, and even homemade sewn protective masks. Individuals and organizations even donated over $20,000 to the department to support the canine program, officer mental health programs, and to purchase essential equipment to keep officers safe. Our officers truly felt blessed to work and serve such a supportive community.
Department Statistics 2018 2019 2020 Department-wide Employees & Vehicles Actual Actual Actual Total FT (43) and PT Employees (3) 46 46 46 Sworn Officers 35 35 35 Reserve Officers (Volunteers) 16 16 16 Police Explorers (Volunteers) 18 18 18 Records and CSO Staff (3 part-time in 2020) 10 10.5 10.5
2020 Annual Report – Police Department Page 21
Admin Staffing Levels
2018 2019 2020 Positions (FTE) Actual Actual Actual Chief of Police 1 1 1 Captain (no additional staff/division transfer only 2019) 2 3 3 Administrative Assistant 1 1 1 Total 4 5 5
Organization Chart 2020
2020 Annual Report – Police Department Page 22
CRIME RATE CHANGES
Combined YEAR Part I totals Part II totals Percentage Shift What Changed? Totals 2009 795 1202 1997 6.4% Decrease 2010 920 1203 2123 6.3% Increase Highest crime rate in 10 years 2011 754 1067 1821 14.2% Decrease Chief Bohlen Started 2012 869 1158 2027 11.3% Increase November 2012 2013 882 1028 1910 5.8% Decrease Proactive Patrolling CRDVOTF Started mid- 2014 702 875 1577 17.4% Decrease year 2014 CFMH Started & 2015 850 1022 1872 11.5% Increase CRDVOTF increased arrests 2016 594 965 1589 17% Decrease 2017 624 893 1517 4.5% Decrease 2018 504 877 1408 8.2% Decrease 2012-2018 saw over 30% drop 2019 551 917 1509 7.1% Increase Slight Increase in 2019 ** While this decrease is nice it is partially due to a federal required reporting change 2020 524 778 1302 13.7% Decrease from September 2020 in combination with a COVID related decrease in calls. It is not expected to continue.
Image of BLM protest in front of the Police Department
2020 Annual Report – Police Department Page 23
POLICE PATROL OPERATIONS Police Department
The Operations Division, led by Captain Dave Dillon, consists of twenty Patrol Officers and four Patrol Sergeants.
Patrol Division
When a call for service is received, the Patrol Division is the first to respond and provide assistance. In 2020, the Faribault Police Department responded to 26,103 calls for service. Each call for service requires a minimum of one officer to respond. Depending on the severity of the call such as in-progress crimes, domestic disputes, assaults, and other calls of a violent nature, multiple officers are needed to respond for the safety of the citizens and officers. The dedicated men and women of the Patrol Division work hard to serve the citizens of Faribault and its visitors with the utmost of respect and dignity. Ford Utility Patrol Vehicle
The Patrol Division is involved in programs including Toward Zero Deaths (TZD) and Zero tolerance for Alcohol Providers (ZAP). These programs involve officers educating the public to modify unsafe driving behaviors, enforce laws related to driving under the influence of alcohol or drugs, and deter underage consumption.
Officers provide proactive patrol, which includes conducting business checks and bike and foot patrol in the downtown area. Currently, the department has seven officers who have received specialized training in police bicycle operations. The bike patrol division is utilized when conditions and officers’ schedules allow. Officers on bikes offer an excellent community policing tool by providing more opportunities for contacts with the public. The use of bicycles allow officers to access areas more efficiently than a squad car. Bike Officers also patrol larger community events such as the annual Heritage Days Festival, Safety Camp, and Pet Parade.
Additionally, Patrol Officers provide assistance and security at special events sponsored by the City or other community groups. These events include: Heritage Days Festival, Memorial Day parade, Fourth of July celebration and fireworks, Pet Parade, homecoming parades, high school sporting events, and many of the numerous fundraiser walks/runs.
Department Statistics (*Call reduction due to COVID)
2018 2019 2020 Calls-For-Service 28,452 28,504 26,103 DWI’s 54 58 57 Citations Issued 2,285 2,597 2,691
Field Training Officers (FTO)
New officers are put through an extensive 16-week, 4-phase field training and evaluation period, during which they are evaluated on a daily basis in 10 areas of core competency. The Police Department’s Field Training Officer (FTO) Program is regularly updated to keep up with the ever-changing needs of the department. Upon completion of the four-phase field training program, new officers are approved to patrol the city streets on their own.
2020 Annual Report – Police Department Page 24
Officers Tony Kuchinka, Matt Kolling, Chris Tonjum, Adam Marvin, Josh Alexander, Tony Larson, Sean Smallen and Mike Shuda are certified as Field Training Officers for the Faribault Police Department. They are supervised by Sergeant Eric Sammon (FTO Coordinator) K9 Division
In 2020 the Faribault Police Department continued to utilize two K-9 units. Both K-9 Chase and Cannon had a busy year by providing the community and the department with services such as apprehension, tracking, and narcotics detection all of which led to numerous arrests. They also were a favorite at many community events that occurred throughout the year in Faribault.
The department’s K-9 handlers in 2020 were officers Adam Marvin and Josh Alexander. They both participated in the National Police K-9 Association annual trials. At these trials both K-9 teams competed very well and were re-certified. Both teams scored high representing the Faribault Police Department very well.
The end of 2020 brought the end of K-9 Chase’s career with the department. Chase started with the department in 2014, becoming the department’s first K-9. Chase officially retired when Officer Josh Alexander decided to retire from Law Enforcement. We thank Chase for his many years of service and dedication to the community.
In late summer 2021, the Police Department plans to replace Chase with a new single purpose Narcotics K-9.
Toward Zero Deaths
Toward Zero Deaths (TZD) is a federally funded grant program that is administered by the Minnesota Department of Public Safety through the Office of Traffic Safety. The program was revamped in 2012 to include Safe & Sober, Operation Night-CAP, and HEAT. The primary focus is traffic safety by means of educating the public and increased traffic enforcement. The grant allows agencies to schedule additional officers to work specific traffic enforcement details throughout the year. The cost of having officers participate in the program is reimbursed by the TZD grant. The department also works cooperatively with the TZD Safe Roads Coalition to help educate the public and work with other traffic safety stakeholders to make our community safer.
In November of 2020, Officer Michael Shuda was presented with an award from the TZD Safe Roads Coalition, along with a letter of commendation from Chief Bohlen for his dedication to traffic safety by removing over 30 impaired drivers from Rice County roadways.
2020 Annual Report – Police Department Page 25
Volunteer Programs
Police Reserves Division
The Police Reserves Division is comprised of 8 members of the community who are interested in law enforcement and desire to serve their community through volunteering. The Reserve Officers assist the department in a variety of ways from crime scene security to traffic control. Reserve Officers assist the department by providing additional patrol and park security on weekends. They provide much-needed assistance to the department for large-scale events such as parades and festivals. The division is another tool for the department to provide services to the community.
Police Explorer Post 6100
The explorer post was started in 2003 as a way to get youth from our community involved with our police department.
The Post has also proven resourceful as a training ground for recruiting new Officers for law enforcement agencies in our area. Several of our former Explorers are now serving as officers in area departments including our own.
The Post has 16 youth members ranging in age from 14-21 who serve in varying roles inside the Post. Explorers can often be found assisting the department at community events such as Heritage Front row (l to r): Reserve Jenny Tonjum, Gus Perez, Logan Days, Pet Parade, fireworks displays, River Bend Nature Center Vaudrin, Yasmeen Mesta, Tyler Johnson, Reserve Matt Collins. festivities, Night to Unite, and several other area events. Explorers Back row: Det. Gliem, Leo Lara, Jess Decoux, Matt Shuda, Mac Malecha Michael Shuda Jeremy Hausen Grace Cannon also compete in the state and national law enforcement Explorer’s conferences.
2020 Annual Report – Police Department Page 26
POLICE INVESTIGATIVE SERVICES Police Department
The Investigative Services Division, led by Captain Jason Severson, is comprised of the Investigations, Cannon River Drug and Violent Offender Task Force, and Evidence Divisions.
Investigations Division
The Investigations Division is responsible for conducting follow-up investigations on complex cases or cases requiring specialized training. Detectives also serve as a resource for officers within the department as well as other departments. The Division maintains an on-call detective to assist or respond at night and on weekends. School Liaison Officers are also under the direction of the Division.
Sergeant Matt Long is the supervisor of the Division. Detectives Brittany Carstensen, Ben Johns and Karl Willers work on general investigations. Detective DJ Skluzacek is the School Resource Officer at the high school and Detective John Gramling is the School Resource Officer at the middle school.
2020 Accomplishments
• End of 2019 and into 2020, Investigators were asked to assist with a complex case from an outside agency due to an internal conflict. The case developed in numerous directions and consumed numerous hours with investigators working with multiple jurisdictions to assure the case was handled completely and thoroughly. Through great teamwork with other agencies the case was brought forward for prosecution with positive results.
• In April 2020, Investigators were called to assist with a shooting at a local hotel. Detectives worked through a chaotic scene, which involved multiple firearms and one victim being hospitalized due to a gunshot wound. Investigators took one suspect into custody based on the information provided at the scene. Charges are pending for second degree assault.
• In the fall of 2020, Detectives began a lengthy and complicated investigation in conjunction with the Rice County Sheriff’s Office in regards to numerous burglaries and the moving and storage of stolen property throughout a multi-county area. The investigation resulted in numerous search warrants at multiple residences leading to the recovery and return of approximately $45,000 dollars in returned property. The investigation led to multiple felony charges against two suspects, one of which is now incarcerated in the Department of Corrections. Detectives were able to return property to many different businesses and victims throughout the State. Parts of the investigation are still underway.
• In September of 2020, Faribault PD responded to a stabbing that occurred in the parking lot of the Holiday Convenience Store. Detectives responded to the scene to assist and process the crime scene. Detectives began follow up investigation to determine what had occurred and interviewed numerous witnesses. Through their investigation, Detectives were able to identify whom was involved and the identity of the suspect through witness statements and the review of surveillance video. The motivation is unknown, but Detectives believe that narcotics were involved in the altercation.
2020 Annual Report – Police Department Page 27
Department Statistics
2019 2020 Part I Crime Most Serious 551 524 Part II Crimes 917 778 Percentage Solved (Part I & II) 47% 44% School Liaison Cases 315 164 Drug Task Force Cases 308 241 Investigative Cases 413 325
School Liaison Program
The Investigations Division coordinates two liaison officers. Detectives DJ Skluzacek and John Gramling are truly “community police officers” serving students, faculty and staff members at their respective facilities. They address many of the same types of crimes and needs that are present in the community at large. The detectives also provide training to faculty members on topics such as ALICE Training and Suicide Awareness/Mental Health Training. School Liaison cases were also affected in 2020 due to the school district shutting down before the end of the school year and also in the beginning of the school year due to the Covid-19 pandemic.
Compliance Checks
State law requires that tobacco license holders be checked for compliance annually. The police department also checks liquor license holders annually for compliance. These checks are conducted by law enforcement personnel who supervise underage buyers while they attempt to purchase these restricted items. License holders who sell to underage buyers are subject to both criminal and civil penalties. In the fall of 2020, none of 8 licensees failed the alcohol checks, and one of 19 licensees failed the tobacco checks. This case was forwarded for possible civil action. With the Covid-19 pandemic, bars and restaurants with alcohol licenses were not checked due to the restrictions and shutdown ordered by the Governor.
Cannon River Drug and Violent Offender Task Force
CRDVOTF consists of Detectives from Faribault Police Department, Northfield Police Department, Rice County Sheriff’s Office and Le Sueur County Sheriff’s Office. Other detectives worked closely with the CRDVOTF agents providing additional resources and intelligence to further drug investigations. Because of the connection between drugs and other property and person crimes, the working relationship with CRDVOTF agents helps detectives solve cases. The CRDVOTF also work with the Bureau of Criminal Apprehension, Drug Enforcement Agency, Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF) and neighboring task forces on cases connected to Rice and Le Sueur County.
2020 Annual Report – Police Department Page 28
• February 2020 Agents investigated a large-scale marijuana dealer in the St. Peter/Mankato area. Multiple search warrants and GPS Trackers were utilized and a traffic stop was initiated. The stop yielded 3 lbs. of Marijuana in the trunk of the vehicle. A search warrant was executed at the suspects trailer house and agents located 16 heat sealed pounds of raw marijuana in the trailer. The suspect was jailed and charged with 3rd degree and 5th degree possession.
• April 2020 For several months, agents were investigating a drug trafficking organization that was making frequent trips to Arizona and believed to be transporting back large amounts of narcotics to Minnesota. Agents worked with numerous law enforcement agencies and were able to determine, through various investigative means, that the suspect was heading back to Minnesota and a traffic stop was initiated in Rice County. A search of the vehicle followed with assistance from a K-9. Agents located a large quantity of suspected methamphetamine in the vehicle totaling over 25 pounds. The methamphetamine seized has an approximate street value of nearly one million dollars at the gram level. Agents also seized over $17,000 dollars in US currency related to the investigation. The two suspects face controlled substance crimes in the 1st degree with enhancements for aggravating factors and importing across state borders. They were later federally indicted and taken into custody.
• July 2020 Agents learned of a female party in the Mankato area that was selling large quantities of methamphetamine. Investigation continued and led to a controlled buy of an ounce of methamphetamine. Agents later obtained a search warrant for the female’s residence and located a large amount of narcotics and indicia of sales in the residence. A total of 4.52 pounds of methamphetamine was located. Additionally, 24.27 grams of cocaine and $3,100 in cash was seized. Street value of the drugs seized was $200,000. Two individuals involved were charged with 1st degree controlled substance sales and possession. The case will likely result in federal prosecution.
2020 Annual Report – Police Department Page 29
• August & September 2020 In August and September, Agents learned of an upper level dealer out of the Burnsville area. Investigation continued and agents had information that this suspect was staying at hotels in the metro area. Agents went to the hotel this suspect was at to conduct surveillance and coordinate a probable cause arrest for a previous controlled buy. Agents located the suspect in question and during the arrest found nearly 1 pound of meth, 3 grams of heroin, and a stolen handgun. The suspect was arrested for aggravated 1st degree controlled substance crime. A search warrant was later done on the hotel room the suspect was staying in and an additional 5 pounds of methamphetamines, 4 vials of suspected steroids, a large glass bowl containing suspected meth and other items were seized. The case was referred to the United States Attorney’s Office who later indicted the suspect.
2020 Annual Report – Police Department Page 30
COMMUNITY SERVICES DIVISION Police Department
Department Description/Services
This division provides for the protection of citizens and property from domestic animals, wildlife and vermin, in addition to the investigation of animal abuse and neglect complaints. The CSO division contracts with Muddy Paws for animal services. This CSO division also provides for the enforcement of nuisance violations including: under- maintained sidewalks, unsightly yards, junked vehicles and noxious weeds and enforcement of the Crime Free Multi- Housing ordinance and associated programs.
CSO Irvin finding a home for another found dog CSO Mesta enforcing downtown parking
2020 Accomplishments
• Increased productivity, including the structure of the unit, assignment of personnel, and scheduling to increase efficiency of staff to provide service to the community. • Increased Community Service Officer Visibility downtown for parking enforcement. • Fostered an atmosphere where the public has the resources, opportunities and expectations of a reasonable participation in protecting themselves and their neighborhood from crime. • Pictures of all impounded animals are now put on our Facebook page. This has been very useful in reuniting pet owners with their animal and reduces impound fees. • The Division responded to over 8,000 calls, which include nuisance, animal, and parking violations. • An aggressive and proactive approach has long been adopted by the CSO Division leading to response to over 8,000 nuisance complaints, mailed violation notices, and billing of over 40 negligent owners that required an outside mowing vendor to service their property. • Each CSO has been assigned a Trailer Park to streamline nuisance complaints such as animal, unsightly accumulation, inoperable vehicles, and lack of trailer home skirting. • Continued proactive parking enforcement downtown.
2020 Annual Report – Police Department Page 31
Department Statistics
2018 2019 2020 2021 (est.) Animal Complaints 915 842 767 843 Nuisance Complaints 5,248 5,449 5723 5,830 Parking Tickets Issued 793 1,137 356 456 Animals Impounded 119 121 96 135 Animals Claimed 97 101 78 120 Animal Boarding Days 266 335 236 355 Other 2,875 2,696 1857 2,750
Staffing Levels
Positions (FTE) 2018 2019 2020 2021 (est) Community Service Supervisor 1 1 1 1 Community Service Officer (Full Time) 1 1 1 1 Community Service Officer (Part-Time) 1.25 1.25 1.25 1.25 Total 3.25 3.25 3.25 3.25
2020 Annual Report – Police Department Page 32
RECORDS DIVISION
Police Department
This Division provides for the maintenance of all records necessary for the operation of the Police Department and meets all state mandated reporting guidelines. The Records Division processes reports to be reviewed and charged by attorney offices and prepares data using proper data practices for release to other agencies and the public. The Records staff works effectively with officers, detectives, CRDVOTF, police administration, attorneys, and the public, and provides clerical support, evidence, and transcription services for the Police Department.
Department Statistics
2018 2019 2020 FPD Calls for Service 28,452 28,504 26,103 Reports processed 5,136 5,310 4,523 Drugs Disposed of (lbs) 1,809 1,163 376* Evidence Processed 4,766 3,989 3,695 *The Take It to the Box receptacle was removed in March to reduce the potential of virus spread
Staffing Levels
Positions (FTE) 2018 2019 2020 Records Supervisor 1.0 1.0 1.0 Record Specialists 3.0 3.5 3.5 Evidence Tech 1.0 1.0 1.0 Total 5.0 5.5 5.5
Budget Summary
The budget remains stable. One full-time records specialist salary and benefits are paid 100% by the Cannon River Drug & Violent Offenders Task Force in combination with State grant funds.
Axon Body-worn cameras AXON Fleet 2 squad camera
2020 Annual Report – Police Department Page 33
This page left intentionally blank.
2020 Annual Report – Police Department Page 34
FIRE ADMINISTRATION Fire Department
PRIMARY SERVICES
Under the direction of the Fire Chief, Fire Administration provides overall leadership and support to the department including strategic planning, budget/financial management, grant administration, personnel and payroll, and community relations in order to ensure the efficient daily operations of the Fire Department.
STAFFING
. Fire Chief (1) . Administrative Assistant (0.375) . Fire Captains (3) . Full Time Firefighters (6) . Paid-On-Call/Part-Time Firefighters (23) HIGHLIGHTS and ACTIVITIES
Training Reimbursement
The department qualified for $7,200 ($200 per firefighter*) in training reimbursement through the Minnesota Board of Firefighter Training and Education. These funds are used to offset the cost of firefighter training occurring between July 1, 2020 and June 30, 2021. *The training reimbursement of $200 per firefighter is based on the number of full and part-time firefighters on the Department roster at the time the application was submitted in 2020.
Staff
The staffing at the Faribault Fire Department remained relatively the same. We had two paid-on-call firefighters leave our department. This is not unusual as lives change and take people in other directions regularly. The Fire Department Administrative Assistant position changed due to a larger staffing requirement in the City. Our Administrative Assistant was a shared position with the Finance Department and when a change to the Finance Department occurred it affected us also. Our Administrative Assistant moved full-time to the Finance Department so we hired a new Administrative Assistant. The hours for this position increased to 15 hours per week at the fire station.
Inspection Program
In 2020 our fire inspection program was halted because of the pandemic. Prior to the pandemic, our fire inspector left to work for another municipality, leaving us without an inspector. We plan to fill the position as soon as the pandemic loosens its grip. Inspections were followed up upon and were done on an as-requested or complaint based program. Many inspections were done in order to help businesses and schools deal with the COVID19 guidelines set forth by the Governor.
Fire suppression and alarm systems also fall under the purview of the fire department and its inspection program. The Fire Chief continued to perform plan review and in-field inspections on newly installed or upgraded fire suppression systems and alarm systems.
2020 Annual Report – Fire Department Page 35
Training
Training was greatly impacted by COVID19. Initially, training was postponed at all levels. As the year progressed we found ways to continue to train and keep up with the process of staying up-to-date and trained in our profession. The hiring of our new Administrative Assistant meant training a new person in. This was not as large of a task as it could have been since we hired back a person who had done the job years ago.
The Chief attended many virtual training sessions and conferences to keep himself educated and to bring back knowledge acquired to strengthen our City’s Safety Program, Multi-Hazard Emergency Plan, Fire Inspections, and Fire Department operations.
Citywide Safety Training
The Fire Chief is responsible for ensuring that the City and its employees are compliant with the regulations enforced by the Occupational Safety and Health Administration (OSHA). We have established individual department safety committees that meet to discuss issues within that department. We also have a City Safety Committee that is led by the Fire Chief and made up of representatives from each City department. This committee typically meets quarterly to review accidents, near-miss reports and safety issues. This year our meetings were limited due to the pandemic but we did meet virtually to ensure that safety is still being addressed.
Training is a large part of the safety program. The City is a member of the Minnesota Safety Council, and the resources available from the Safety Council to its members is a major portion of our safety program. Training resources available for employees makes meeting OSHA requirements possible even during a pandemic. Safety was not put on the back burner by either the City or by OSHA. Our training program had to adapt to some new guidelines but the trainings were still held (virtually) to ensure that the City not only met OSHA standard but that employees were operating safely.
2020 Annual Report – Fire Department Page 36
FIRE SUPPRESSION Fire Department
PRIMARY SERVICES
Under the direction of the Fire Chief, the primary services provided by the Fire Suppression division are:
. Fire Operations - Fire Operations provides fire protection, emergency medical service delivery, technical rescue, and hazardous material emergency responses. The Operations Division currently uses two front- line Fire Engines, one Rescue/Fire Engine with technical rescue capabilities (i.e. swift water, trench, confined space, high angle and ice rescue), one Ladder Truck, one Rural Fire Association Tender, two Rescue Support/Brush Trucks, two Technical Rescue Trailers, one Rescue Boat, and one All-Terrain Vehicle.
. Fire Prevention - Fire Prevention includes incident pre-planning, fire cause investigations, internal safety investigations, citizen safety awareness programs, public fire education, public information services, fire suppression and alarm system plan review and inspections, and coordinating fire department community relations events.
. Fire Training - Fire Training encompasses the coordination of fire suppression and rescue training and employee professional development of all field personnel.
HIGHLIGHTS and ACTIVITIES
Typically, training is a large portion of what fire departments do throughout the year in order to be prepared for the myriad of incidents and emergencies that we can be called to. Due to the COVID19 pandemic, our training program was derailed. To keep firefighters safe from the virus and ensure that we maintained a force healthy enough, at any given time, to respond to calls, we drastically changed our training program. Initially we cancelled some trainings. We then started training in groups of five firefighters to keep exposure limited while continuing training on the basics. It is important to train the same way as we operate. We rarely operate in groups of five so this limited us in many ways. We were blessed to be able to utilize the old Lockerby site for training. This site was valuable in that it removed firefighters from our station, kept social distancing intact, and allowed firefighters the chance to do more hands-on training which is so necessary.
Faribault firefighters are trained to an Emergency Medical Technician (EMT) or Emergency Medical Responder (EMR) level. This license requires 40 hours of continuing education to maintain. Restrictions to training due to the pandemic threw a wrench into our usual renewal process. At the end of 2020 we had to make the decision to purchase an online program to renew our EMT licenses. The new process is going well and is a welcome change of pace and learning materials for our people. Our staff hold the following EMS certifications:
. 22 Firefighters are certified as Emergency Medical Technicians (EMT) . 6 Firefighters are certified as Emergency Medical First Responders (EMR) . All 33 Firefighters are certified in CPR
2020 Annual Report – Fire Department Page 37
Firefighters are continually trained in the following:
. SCBA, search and rescue training . LP emergencies . Trench rescue and confined space training . Wild land firefighting . Ropes training . Firefighter safety . ATV training . Ice Rescue . Drivers training . Emergency Management/ICS
This photo is from a Mutual Aid call in downtown Northfield in November, 2020, where we provided man power and equipment for two days.
CALLS FOR SERVICE OVERVIEW
In 2020 the Department responded to 2,543 calls for emergency and non-emergency service. Below is the breakdown of the types of calls received in 2020; the total calls are for both the city and rural area combined:
Type of Call Total Percentage Fire Calls 253 9.95 Rescue Calls 143 5.62 Medical Calls 1,672 65.75 Hazard Calls 26 1.02 Public Assist Calls 89 3.50 Carbon Monoxide Calls 24 0.94 Gas Leaks 41 1.62 Cancelled Calls (all types) 295 11.60 Total Calls for Service 2,543 100%
2020 Annual Report – Fire Department Page 38
The fire department maintains statistics for 25 different types of emergency and non-emergency calls received annually. Below is a five-year comparison of the types of calls received:
Types of Calls 2016 2017 2018 2019 2020 Structure Fires 36 59 60 66 77 Alarms 119 113 134 132 119 Vehicle Fires 12 14 10 18 15 Grass/Brush Fires 12 17 17 13 21 All Other Fire Calls 26 18 23 16 21 Hazard 34 35 58 48 26 Carbon Monoxide 23 17 28 26 24 Gas Leak 40 33 31 26 41 Medical Calls 1,615 1,546 1,644 1,747 1,672 Rescue Calls 141 113 161 167 143 Public Assist 103 110 113 113 89 Cancelled Calls 187 205 281 356 295 TOTAL CALLS 2,348 2,280 2,560 2,728 2,543 Mutual Aid Calls 2 6 4 3 7
Mutual Aid Calls are included in the Total Calls data above.
The data presented reflects an increase of 8.3% in call volume between 2016 (2,348) and 2020 (2,543).
3,000 2,728 2,800 2,560 2,543 2,600 2,348 2,280 # of Calls 2,400 2,200
# of Calls Per Year 2,000 2016 2017 2018 2019 2020
2020 Annual Report – Fire Department Page 39
RURAL FIRE ASSOCIATION
The Faribault Fire Department provides services for fire, rescue, and medical incidents that occur within the three and one-half townships that comprise the Faribault Rural Fire Association.
The Rural Association contracts for these services, with the amount of the contract being based upon the percent increase or decrease of both the Fire Administration budget and the Fire Suppression budget for that year minus the Fire Inspector’s wage. A five-year contract was signed in 2018 and is in effect from January 1, 2019 through December 31, 2023.
Rural Association Board Members: Preston Bauer, Cannon City Township Representative, Tom Donkers, Walcott Township Representative, Pat Brown, Warsaw Township Representative and Jeff LaCanne, Wells Township Representative
City vs. Rural Calls for Service The department provides emergency response to the City of Faribault and the three and one-half townships immediately surrounding the City of Faribault. Of the total calls for service responded to in 2020, 89.74% were within the City of Faribault and 10.26% were in the rural area. The following illustrates the calls for service in the city and rural area:
Type of Call City Response Rural Response Fire Calls 220 33 Rescue Calls 98 45 Medical Calls 1,565 114 Hazard 22 4 Public Assist 82 7 Carbon Monoxide 38 4 Gas Leaks 38 3 Cancelled Calls 237 9 Total Calls 2,282 261
City Calls for Service by Year and Type - 2016 to 2020:
Year Fires Medicals Rescue P/A* Cancelled Total 2016 187 1,517 111 188 152 2,155 2017 191 1,434 84 164 175 2,048 2018 214 1,529 119 208 229 2,299 2019 219 1,633 126 189 309 2,476 2020 220 1,565 98 162 237 2,282 * Public Assist (P/A) includes Carbon Monoxide, Gas Leaks, and Hazard calls.
2020 Annual Report – Fire Department Page 40
Rural Calls for Service by Year and Type - 2016 to 2020:
Year Fires Medicals Rescue P/A* Cancelled Total 2016 18 98 30 12 35 193 2017 30 112 29 31 30 232 2018 30 116 42 22 51 261 2019 26 114 41 24 47 252 2020 33 107 45 18 58 261 * Public Assist (P/A) includes Carbon Monoxide, Gas Leaks and Hazard calls.
WORKLOAD DATA
Personnel The Fire Suppression department is authorized to have thirty-five employees; three captains, six full-time firefighters and twenty-six part-time firefighters. The part-time personnel are split into two different shifts: Red Shift and White Shift. Red Shift is assigned to the A-Shift Captain and White Shift is assigned to the C-Shift Captain. These shifts will rotate every other day as the first “on-call” shift to be paged if additional firefighters are needed. As with other fire departments, the availability of personnel to respond to calls during business hours can be a limiting factor.
Paging for Additional Staffing With staffing levels at a maximum of three full-time firefighters, there are times when additional assistance is needed either at the scene or for station manning. The Captain/Officer-in-Charge (OIC) determines when to page for additional personnel.
The department maintains statistics regarding the number of times full-time and part-time firefighters are paged for assistance.
. Shift Page: notifies all off-duty full-time and half of the part-time personnel. . All Call Page: notifies all off-duty full-time and all part-time personnel. . Call Back 1 and Call Back 2: pages either one or two full-time firefighters to provide station coverage in the event the on-duty shift is delayed at a call and unable to respond to another call for service.
Year Total Calls All Calls Shift Pages Call Back 1 Call Back 2 Total Pages 2016 2,348 18 17 3 16 54 2017 2,280 28 15 9 37 89 2018 2,560 14 24 6 31 75 2019 2,728 17 13 8 23 61 2020 2,543 12 3 7 20 42 Average 2401.8 17.8 14.4 6.6 25.4 64.2
2020 Annual Report – Fire Department Page 41
Overlapping Incidents Overlapping incidents occur when we receive two or more calls for service at the same time. In 2020 the department responded to 267 overlapping calls for service. That is an average of 5.14 times per week when two or more calls were received at the same time.
Number of Calls per Day As the number of calls for service increases, the average number of calls per day also increases. In 2020, the department responded to a total of 2,543 calls for assistance, with an average of 6.98 calls per day. Below is a three-year comparison:
Year # of Calls Average Calls Per Day 2018 2,560 7.02 2019 2,728 7.48 2020 2,543 6.98
There were many days when the department responded to a higher-than-average number of calls for service within a 24-hour work period. A higher-than-average number of calls for service occurred on 138 days in 2018, 162 days in 2019, and 191 days in 2020.
# of Calls in a Day 2018 # of Days 2019 # of Days 2020 # of Days 0 0 0 0 1 4 0 3 2 10 7 6 3 20 17 21 4 35 26 39 5 52 48 46 6 48 44 59 7 58 61 60 8 38 45 31 9 29 38 33 10 28 24 20 11 17 21 19 12 15 13 17 13 2 6 8 14 5 8 2 15 3 4 1 16 0 2 0 17 0 1 0 40+ 1 (Sept. 20 tornado) 0 0 TOTAL DAYS 365 365 365
2020 Annual Report – Fire Department Page 42
Number of Calls Per Day of the Week The fire department is busy responding to calls on every day of the year. In 2020 data shows that the highest number of calls for service were received on Fridays.
Calls by Day of Week - 2020 400 394 389 377 350 368 344 338 300 333
250
200
Number of Calls 150
100
0 Sunday Monday Tuesday Wednesday Thursday Friday Saturday Day of the Week
Number of Calls per Month
The breakdown of the actual number of calls per month is:
Calls per Month - 2020
290 280 276 270 260 250 240 239 230 234 233 222 220 215 210 208 212 200 190 185 186 180 179 170 160 150 154 JAN. FEB. MAR. APR. MAY JUNE JULY AUG. SEPT. OCT. NOV. DEC.
The fire department responded to an average of 211.92 calls per month in 2020.
2020 Annual Report – Fire Department Page 43
Fire Loss Information
The fire department is required to determine the cause and the point of origin for all fires. The OIC at the fire scene determines an estimated loss from the fire damage. The following chart shows the fire losses by month and are broken down by City Fire Losses and Rural Fire Losses:
Month City Fire Loss Rural Fire Loss JAN $5,035 $70,000 FEB $81,250 $50 MAR $123,200 $500 APR $15,950 $270,000 MAY 84,545 $10,001 JUN $16,001 $0 JUL $106,500 $2,300 AUG $4,920 $160,000 SEP $11,250 $0 OCT $5,500 $6,000 NOV $15,000 $58,000 DEC $76,550 $0 $545,701 $576,851 Total Loss $1,122,552
House explosion that took place in April of 2020 in Walcott Twsp. FIRE DEPARTMENT ACTIVITIES
Fleet, Equipment and Gear
The Faribault Fire Department’s vehicle fleet consists of two pumpers, one aerial pumper, one tender, two grass/light rescue, one heavy rescue, two technical rescue trailers, one rehab/command post trailer, one ATV, and one boat. National Fire Protection Agency (NFPA) Standards require that repairs done to fire equipment must be performed by a certified technician. The Faribault Fire Department has trained one of its members to be an Emergency Vehicle Technician (EVT). Having an in-house EVT saves the department both time and money.
The Public Works Maintenance Facility is utilized for routine maintenance. The hoists and equipment at the facility make maintenance and repairs much easier. Our EVT works cooperatively with City shop personnel to maintain our large equipment which saves us money and also allows us to prioritize getting our equipment back in service quickly. All small equipment including chainsaws, fans, and extrication pumps are serviced and maintained by Fire Department personnel.
Fleet Maintenance includes testing and documentation of the department’s pumpers, ladder, fire hose, and turnout gear. The pumpers undergo an annual performance test to meet NFPA and Insurance Services Organization (ISO) Standards. Pump testing is coordinated by our EVT.
Paperless vehicle and equipment maintenance record-keeping began in 2010. These records aid in decision- making for replacement of vehicles and equipment and help identify potential issues early.
Fire hose is tested annually to ensure certain standards are met. All turnout gear and ground ladders are inspected to ensure that performance standards are met and documentation is maintained.
2020 Annual Report – Fire Department Page 44
Training
As stated earlier in this report the Fire Department’s training program was greatly impacted by the COVID19 pandemic. Trainings were cancelled, postponed and rescheduled throughout the year. We were able to conduct some training sessions safely to keep our proficiency at an acceptable level. Small group trainings and virtual trainings were utilized to keep firefighters safe and socially distanced. All necessary safety trainings were conducted and we are looking forward to getting back to our normal training routine in 2021. Available training typically includes incident command system training, firefighter health and safety awareness training, SCBA, search & rescue, ladder truck operations, ropes, vehicle extrication & burn, farm emergencies, drivers training, ventilation, wild-land fires and ATV training.
Safety Officer
The Fire Department Safety Officer is responsible for coordinating and assisting with annual OSHA and department safety training. These trainings include AWAIR, Right-to-Know, Bloodborne Pathogens, Lock- Out/Tag-Out, Driving/Emergency Response, Back Safety, Hearing Conservation, Ladder and Power Tool Safety, Heat and Cold Emergencies, and Fire Extinguisher Training.
The Safety Officer and other safety committee members conduct a department inspection to determine possible safety issues that need to be addressed and then work with the department head to take care of any noted safety issues. The Safety Officer is also responsible, along with the Chief, for maintaining and updating the department’s Safety Data Sheets, Bloodborne Pathogen Exposure Program, and the Department Standard Operating Procedures.
Firefighters complete a driver’s training program on an annual basis. Firefighters are required to drive the department’s ladder truck, pumpers, and the rescue truck, as well as attend a class on safe driving in emergency response vehicles. This training included a video and a driver’s course that was completed in the small group setting that was established to limit exposure of firefighters to other firefighters.
Firefighters have an annual health screening. The health screening consists of a blood test, a pulmonary function test, an EKG, and urinalysis. Rice County Public Health conducts Mantoux tests for the fire chief and full-time firefighters to check for exposure to Tuberculosis, as they are considered medium-high risk. Mantoux tests are no longer given to part-time firefighters as research has shown that those in low-risk situations do not need testing.
Safety Camp
The Faribault Fire Department, along with Faribault Parks and Recreation and the Faribault Police Department, has been involved with the City’s “Safety Camp” for the past 22 years. Unfortunately, the program was cancelled this year due to the COVID19 pandemic.
2020 Annual Report – Fire Department Page 45
Safe Roads Coalition/Double Impact
The Faribault Fire Department is involved in the Safe Roads Coalition. This group of people are passionate about making our roads safer for all. We sponsor events like the Double Impact mock crash and other safe driving awareness events.
The Safe Roads Coalition is comprised of fourteen organizations and has been actively presenting these important messages to high school aged youth. The message is presented in a variety of ways through mock crashes, re-enactments, testimonies from both victims and offenders, and through other school activities. Annually, this message is presented in the spring to approximately 1,800 high school students from the Faribault area and usually coincides with prom. This program would not be successful without the continued support of the many schools and agencies that are involved. The program is funded through fundraising events, donations, and grants.
Preplan Program
The Fire Department maintains data on commercial buildings within our service area to ensure that firefighters are prepared for emergencies at these facilities. This information includes details pertaining to floor plans, utilities, hydrant locations, hazardous materials, contacts, and building construction. The information is available to the firefighters via an app on our cell phones or I-Pads. Our IT and GIS departments have been integral in transforming our preplan program into a modern-day app that is on our devices and readily available at all times. It has been customized to what we need and is much less cumbersome than our last program.
We also work with law enforcement by sharing our plans, if necessary, during incidents in buildings in which knowledge of the building layout would benefit them. The facility layouts allow law enforcement officials to strategize for possible scenarios at higher risk locations. This is also a tool to be used by law enforcement, fire and EMS to address active shooters in schools and other high occupancy buildings.
Public Education and Outreach
The Department provides various educational opportunities for the community. Fire Prevention information was presented to all public and parochial schools in the City. This training was provided to Kindergarten through 5th grade students. Additionally, training was provided to day-care facilities on location as well as at the fire station. This year with the pandemic occurring we needed to find new ways to deliver our message. Working with a local producer we made a movie. The movie consisted of some of the same things that we taught children in person but also created the opportunity to expand on issues that we have identified in the community. This movie was put on the City’s YouTube channel and became a hit with teachers.
The Fire Department also works with local businesses and manufacturing facilities by providing fire safety training and hands-on fire extinguisher demonstrations with the Bullex Fire Extinguisher Training System. This is an Eco-friendly system that uses propane gas and water to train people to use fire extinguishers safely. These educational interactions were limited this year due to the pandemic.
The Faribault Fire Department Annual Open House was not held.
2020 Annual Report – Fire Department Page 46
The Fire Department partnered with the American Red Cross and Growing Up Healthy to install smoke alarms in homes that need them. We were able to get a few alarms installed early in the year before the pandemic shut everything down. This is a very worthwhile partnership and we continue to work with the Growing Up Healthy group on heat tape issues and other safety concerns in our mobile home parks.
2020 Annual Report – Fire Department Page 47
EMERGENCY MANAGEMENT AND CIVIL DEFENSE Fire Department
PRIMARY SERVICES Under the direction of the Faribault Fire Chief, who is also the Emergency Manager, Emergency Management directs emergency preparedness and coordinates workplace safety training and oversight for City staff.
HIGHLIGHTS and ACTIVITIES
Multi-Hazard Plan
The Fire Chief is also a Certified Emergency Management Director. The Multi-Hazard Plan is the primary document that helps guide City Officials in times of large-scale natural or man-made disasters. This document will never be completed as we are continually learning and updating our plan from knowledge gained.
Our plan also is intertwined with the Rice County Plan and has been utilized in this global pandemic. I foresee the current Pandemic Influenza Plan being updated once we are on the other side of this pandemic. This update will have to be done collaboratively with the County as they are the Responsible agency for this type of an emergency.
Emergency Sirens
All emergency sirens in the City are maintained by the Emergency Manager. In cooperation with Rice County, we are on a system that monitors all the emergency sirens in the county and notifies the correct official of issues.
Severe Weather Awareness Week
Annually, the Fire Chief collaborates with Rice County Emergency Management to recognize Minnesota’s Severe Weather Awareness Week. During this week, each day is dedicated to promoting awareness of a different type of disaster and information is presented on how to survive each disaster. Annually, the third Thursday in April is tornado awareness day. A mock tornado drill is called twice during the day for schools, businesses, and residents to practice their tornado drills. The City works closely with the local media and utilizes social media to get severe weather information out to our citizens during this week.
We also coordinate with the four mobile home parks in our City limits and School District 656. We meet annually to ensure that our on-going plan which designates school buildings as severe weather shelters for mobile home parks in current. We ensure that people are trained, are able to be notified and the keys to get into the shelter areas are correct.
Training
The key to maintain an effective and current multi-hazard plan is keeping the plan current with the newest information out there. Attending training is the most effective way to accomplish this. As has been stated repeatedly, the pandemic has affected training adversely. Very little in-person training happened this year and all conferences were cancelled. Some virtual training was attended but the pandemic forced all hands-on deck to deal with the emergency.
2020 Annual Report – Fire Department Page 48
Training of our Community Emergency Response Team (CERT) was put on hold. I continued to keep them in the loop on upcoming events such as vaccination clinics, however, we will not be meeting again until the team is needed.
2020 Annual Report – Fire Department Page 49
This page left intentionally blank.
2020 Annual Report – Fire Department Page 50
PUBLIC WORKS ADMINISTRATION Public Works Department
PRIMARY SERVICES
Under the direction of the Public Works Director, the primary services provided by the administrative staff for the department are:
• Direction of the superintendents for the following divisions:
• Streets Division • Utilities Division • Water Reclamation Facility
• Oversee the budgets for the various divisions in the department, working with the respective superintendent. Prepare and submit annual budget and capital improvement plan documents for consideration by Administration and the City Council.
• Provide information and recommendations to the City Council, Administration, and other departments as necessary regarding the operations of the Public Works Department. Prepare, submit, and present various documents to the City Council for action, and to Administration and other departments in support of other City operations.
• Ensure City and department policies, standards, and other governing documents (employee handbook, collective bargaining agreement, etc.) are being followed by assigned staff. Provide direction on establishing departmental goals and objectives, and identifying and ensuring the necessary resources are available to meet those goals and objectives.
STAFFING
• See Organizational Chart on the following page.
2020 Annual Report – Public Works Page 51
Organizational Chart Department of Public Works
Public Works Director Travis Block
Administrative Assistant II Theresa Manz
Streets Division Utilities Division Water Reclamation Facility Street Superintendent Utilities Superintendent Wastewater Superintendent Bill Rosenau Mike Glende Henry Morgan
Utilities Foreperson Water Reclamation Facility Foreperson Streets Foreperson Equip. Maint. Foreperson Jim Valek Steve McDowell Darrell Haag Paul Froman W/S Op III Tom Judd Operator Matt Mensing HEO Scott Schmitz Mechanic Tony Pemrick W/S Op II Jed Petersen Operator Chas Schrot HEO Bob Reichert Mechanic Matt Schmitz W/S Op II Travis Craig Operator Todd Glende HEO Ken Borwege W/S Op II Ellen Scheffler Operator Mike Palan HEO Mike O'Rourke W/S Op II Nick Nagel LEO Jeremy Hauschen W/S Op II Spencer McDermott LEO Calvin Luebben LEO Chris Kluzak Airport
Fixed Base Operator (Contract) Jerry Serres
Contract Employees
2020 Annual Report – Public Works Page 52
HIGHLIGHTS and ACTIVITIES
Water Treatment Plant
Phase one of the construction of the seven (7) million gallon per day (MGD) pressure treatment facility to the removal of iron and manganese is complete. Improvements completed under this phase included: construction of the building, installation of the pressure filters, rehabilitation of wells #5, 6 & 7. The project has a final completion date of June 30, 2021. Funding is provided by a $10M low interest loan from the Public Facilities Authority (PFA).
Flood Mitigation Measures/River Bank Stabilization
Efforts to secure outside funding continued for the Flood Mitigation and River Bank Stabilization project at the Water Reclamation Facility. An application was submitted to the Minnesota Management & Budget office for State bonding dollars. The project was not eligible as a standalone request, however it was included in the Department of Natural Resources (DNR) Flood Hazard Mitigation Grant Assistance Program and was awarded $2M. The project has a cost estimate of $3.86M with $1.93M of State funding being requested.
2020 Annual Report – Public Works Page 53
STREETS DIVISION
Public Works Department
PRIMARY SERVICES
Under the direction of the Street Superintendent, the primary services provided by this division are:
• Maintenance and improvement of street pavements and related facilities throughout the city, including patching, filling potholes, crack filling, seal coating, street sweeping, signage, pavement markings, roadside vegetation, and downtown area parking lots and street lighting.
• Snow and ice control, including snow plowing, sanding, and snow blowing/removal.
• Provide for the preventative maintenance as well as repairs for City-owned vehicles and equipment for all City departments.
• Provide staffing and other support for special events and festivals in the city, including Heritage Days, Pet Parade, and the Downtown Blue Collar BBQ & Chili Cook-Off Festivals.
STAFFING
• See Organizational Chart on page 52.
HIGHLIGHTS and ACTIVITIES
• Plowed 48” of snow ...... Staff time: 3,516 hours
• Install Benches and Story Books Downtown ...... Staff time: 101 hours
• Sign Replacement
Uncontrolled Intersections ...... 22 Signs – 71 hours School Zone Signs ...... Staff time: 128 hours
• Paved Two Pickleball Courts and One New Trail ...... Staff time: 201 hours
• Based and Paved Around New Airport Hangar ...... Staff time: 89 hours
• Seal Coat Program - Includes 52 city blocks. 28,612 gallons of oil and 1,155 tons of rock were used.
Crack filling ...... Staff time: 325 hours Seal coating ...... Staff time: 605 hours
2020 Annual Report – Public Works Page 54
WORKLOAD/BUDGET DATA 2016 - 2020 TOTALS – STAFFING HOURS
2020 2019 2018 2017 2016 JOB CATEGORY TOTAL TOTAL TOTAL TOTAL TOTAL Building Maintenance 252 220 N/A N/A N/A Casting Repairs N/A N/A N/A N/A N/A Compost 314 280 N/A N/A N/A Crack Filling 325 294 N/A N/A N/A Equip. Maintenance 310 288 N/A N/A N/A Festival Events 0 76 N/A N/A N/A Flushing N/A N/A N/A N/A N/A General Sweeping 350 300 N/A N/A N/A Gravel Maintenance 431 460 N/A N/A N/A Leaf Sweeping 723 800 N/A N/A N/A Locates N/A N/A N/A N/A N/A Milling N/A N/A N/A N/A N/A Miscellaneous N/A N/A N/A N/A N/A Mixing Sand 28 60 N/A N/A N/A Office 1,500 1,500 N/A N/A N/A Overlaying N/A N/A N/A N/A N/A Painting 788 567 N/A N/A N/A Park Projects 201 196 N/A N/A N/A Patching 2,149 2,625 N/A N/A N/A Sanding 244 346 N/A N/A N/A Seal Coating 502 360 N/A N/A N/A Sign Installation N/A N/A N/A N/A N/A Sign Maintenance 710 305 N/A N/A N/A Sign Making 621 464 N/A N/A N/A Snow Blowing 444 198 N/A N/A N/A Snow Plowing 3,516 3,334 N/A N/A N/A Special Projects (City Parking) N/A N/A N/A N/A N/A Spring Sweeping 723 800 N/A N/A N/A Stock Pile Crush Rock N/A N/A N/A N/A N/A Stock Pile Gravel/Pit Run N/A N/A N/A N/A N/A Stock Pile Shot Rock N/A N/A N/A N/A N/A Storm Sewer Cleaning N/A N/A N/A N/A N/A Storm Water Repairs N/A N/A N/A N/A N/A Traffic/Street Lights N/A N/A N/A N/A N/A Training 68 120 N/A N/A N/A Tree Trimming 408 448 N/A N/A N/A Water Main Breaks 181 60 N/A N/A N/A Weed Mowing 450 450 N/A N/A N/A ANNUAL TOTAL 15,238 13,473 N/A N/A N/A *Partial hours were rounded up or down. N/A = Data was no provided 2020 EQUIPMENT MAINTENANCE SUMMARY
2020 Annual Report – Public Works Page 55
DEPARTMENT/DIVISION WORK ORDERS TOTAL HOURS Streets Division 327 341 Utilities Division 98 457.5 Storm Water 13 47.5 Water Reclamation Facility 27 103 Engineering Division 11 14 PW Maintenance Shop 876 5,071 Parks Maintenance N/A 709 Parks & Recreation 169 N/A Public Safety 165 596 Community Development 2 12 Building Codes 4 2 Airport 5 5 River Bend Nature Center 0 N/A Other Activities 52 PWP Bldg. Maintenance & Repairs 73.5 Training/Safety Meetings 12 General Office 210.5 *Partial hours were rounded up or down. PUBLIC WORKS MAINTENANCE SHOP TOTAL HOURS Building Maintenance 74 Training 12 Street Repairs 2530 Street Fabrication 141 Public Safety 346 Park Repair 392 Park Fabrication 317 Utilities 458 Airport 3 Shop 81 Building & Codes 1 Parks & Recreation 23 Treatment Plant Repair 64 Treatment Plant Fabrication 39 Nature Center N/A Engineering 14 Community Development 12 Seal Coating 77 Fire Department 233 Miscellaneous 228 Storm Water 48 Plow Snow 232 TOTAL 5325
2020 Annual Report – Public Works Page 56
UTILITIES DIVISION Public Works Department
PRIMARY SERVICES
Under the direction of the Utilities Superintendent, the primary services provided by this division are:
• Production, treatment, and distribution of potable water for the residents, businesses, and institutions in the city of Faribault. Water is pumped from five municipal wells to the distribution system of 142.40 miles of watermain along with 1-one million gallon reservoir, 2-two million gallon reservoirs and 1-150,000 gallon elevated tower. The distribution system also provides the general fire protection system (hydrants) for the city.
• Collection and conveyance of wastewater from properties to the Water Reclamation Facility. Maintenance of the system includes systematic cleaning, root cutting and televising of 120.05 miles of sanitary city mains, along with preventative maintenance of the eleven (11) lift stations.
• Maintenance and repair of the storm water drainage system of 89.46 miles of pipe, including storm water management ponds. Ensures City complies with applicable storm water regulations.
• This division works closely with the Engineering Division on municipal utility improvement projects, and is also responsible for City utility locates under the Gopher State One Call system.
STAFFING
• See Organizational Chart on page 52.
HIGHLIGHTS and ACTIVITIES
• The Stormwater Division completed 960 inspections for the 30 permits that were active in 2020. Contractors received 8 Verbal Warnings throughout the year due to repeated non-compliance. The Division also issued 6 new NPDES permits in 2020 along with 30 City Grading Permits. • In 2020, an intense focus on cleaning and root cutting all clay sanitary mains occurred in an attempt to minimize sewer backups in the system. Also televising all clay mains to get a better idea for lining contracts or reconstructions, 6,078 feet of clay mains lined in areas not scheduled for reconstructions. • Phase 1 construction on a new water treatment filtration plant was completed. Faribault’s water has high levels of iron and manganese that will be filtered out with this new filtration process. Faribault’s water also has been showing raising levels of radium that sometimes exceeds the maximum contaminant level (mcl) requirements of the MDH. This new filtration system will also remove the radium. The new plant has a final completion of June, 30 2021 • Well #2 in the old water plant was abandoned and sealed per Minnesota Department of Health standards.
2020 Annual Report – Public Works Page 57
WORKLOAD / BUDGET DATA
The Utilities Division manages the following budgets, all of which are classified as Enterprise Funds (funded through user charges for products/services provided and not through general taxes):
• Water Utility Fund (601) • Sanitary Sewer Collection Fund (602-49450) • Storm Water Utility Fund (603)
The budgets can vary greatly from year to year, primarily dependent upon the level of capital improvement projects that are undertaken. This pie chart is based on employee hours for the year.
2020 Public Works Utilities Division Job Catergory 0% 0% 0% 1% 0% 2% 0% 0% 0% 5% 2% 7% 3% 5% 14%
5% 2%
4% 6%
4% 4% 2% 5% 2% 1% 2% 12% 1% 1% 7%
1%
1% 1% 1%
Office Paid Time Off Training Building Maint. Equipment Maint. Inventory Construction Related Locates Utility Dept. Snow Removal Operate Water Plant Meter Services Water Sampling Water Shut-Off's Service Requests Hydrant Painting Valve Exercising Watermain/Service Breaks Hydrant Maintainance Annual Flushing Liftstation Maint./Cleaning Pipe Cleaning/Rotcutting Televising Sanitary Repairs Sewer Back-ups Inspections Storm Repairs Storm Cleaning Televise Pond/Outfall Maint. Inspections Snow Removal/Plowing Seal Coating Sanding Misc. Truck Driving
2020 Annual Report – Public Works Page 58
. 2020 2019 2018 2017 2016 WATER SUPPLY/DISTRIBUTION SYSTEMS Watermain / Service Breaks 11 12 N/A N/A N/A Hydrant Markers Installed / Replaced 14 30 N/A N/A N/V Hydrants Painted 61 284 N/A N/A N/A Hydrants Repaired / Replaced 27 21 N/A N/A N/A Valve Operating 116 28 N/A N/A N/A Valves Repaired / Replaced 2 4 N/A N/A N/A Meters Repaired/Replaced 82 55 N/A N/A N/A Radio’s Replaced 153 117 N/A N/A N/A New Residential Meter Accounts Installed 26 30 N/A N/A N/A New Commercial Meter Accounts Installed 6 5 N/A N/A N/A PUMP STATION/WATER PUMPED Total Water Pumped for Year (BG) 1.289056 1.267467 1.347196 1.28249 1.228165 Maximum Daily Pumped (MG) 5.302 5.450 7.307 6.155 5.609 Minimum Daily Pumped (MG) 1.223 1.601 1.446 .600 1.249 SANITARY SEWER COLLECTION SYSTEM Sewer Cleaning (Miles) (Zone 3) 50.25 51 N/A N/A N/A Sanitary Mains Televised (Miles) 8.84 5.23 N/A N/A N/A Sewer Main Repairs 1 1 N/A N/A N/A Manhole Structure Repair 6 4 N/A N/A N/A Root Cutting / Chemical Application (Feet) 24,404 26,400 N/A N/A N/A Back-Up Calls 15 16 N/A N/A N/A Locates 2,850 2,847 N/A N/A N/A Work Orders (Public Works) 330 364 N.A N/A N/A Work Orders (City Hall) 352 358 N/A N/A N/A STORMWATER COLLECTION SYSTEM Storm Sewer Televised (Miles) 0.38 2 N/A N/A N/A Structure Repair 9 7 N/A N/A N/A City Ponds Inspected (Each) 10 74 N/A N/A N/A Private Ponds Inspected (Each) 0 1 N/A N/A N/A MS4/NPDES Activities Total Site Inspections 960 N/A N/A N/A N/A City Grading Permits Issued 30 N/A N/A N/A N/A NPDES Site Plan Reviews 6 N/A N/A N/A N/A
2020 Annual Report – Public Works Page 59
2020 CHEMICAL USAGE – WATER TREATMENT Chemical Amount Used Unit Cost Annual Cost Daily Cost Chlorine 32,000 lbs. $690.00/2000 lbs. $ 11,040.00 $30.16
Ammonia 3,500 lbs. $258.00/140 lbs. $ 6,450.00 $17.62
Fluoride 2,341 gallons $2.89/gallon $6765.49 $18.49 Sodium Silicate 29,412 gallons $5.86/gallon $172,354.32 $470.91
2020 Annual Report – Public Works Page 60
WATER RECLAMATION FACILITY Public Works Department
PRIMARY SERVICES
Under the direction of the WRF Superintendent, the primary services provided by this division are:
• Receive and treat all municipal wastewater in compliance with the facility’s discharge permit. Meet limits for Biological Oxygen Demand (BOD) Removal, Total Suspended Solids (TSS) Removal, and a 1 mg/l Phosphorus Limit, along with other permit limits.
• Collect, treat, and dispose of biosolids (sludge) resulting from the treatment process. Maintain compliance with permit requirements for land application of the biosolids.
• Manage the Significant Industrial User (SIU) discharge contracts for major industries within the City, including permit compliance and calculation of charges.
• This division also manages the seasonal yard waste site that is located at the facility.
STAFFING
• See Organizational Chart on page 52. Currently the WRF has three class A licensed operators, one class C licensed operator, and two operators taking their class C test in 2021.
HIGHLIGHTS and ACTIVITIES
• One highlight for 2020 was staff keeping the facility fully operational and well maintained during the pandemic. They managed quarantines, isolations, split staffing and still delivered the same level of service expected and achieved all permit compliance requirements. • Staff worked with Faribault Foods on the installation of a bio-digester pretreatment project at their facility.
WORKLOAD/BUDGET DATA
The Water Reclamation Facility Division operates as an Enterprise Fund (funded through user charges for services provided and not through general taxes):
• Water Reclamation Facility Fund (602-49480)
The chemical budget was $280,000, actual spent was $320,000. This budget and the expert and professional services budget may significantly increase or decrease depending on the effects of improved SIU pretreatment. Most of the plant is now 10 years old, so an increase in repair costs is expected over the coming years.
2020 Annual Report – Public Works Page 61
Grounds 2020 Work Categories (%)- Water Reclamation Facility Maintenance & Compost Snow Plowing & 4% Misc. 5% Lab & Sludge Paid Time Off 13% Training 3% Program 5%, Management 8% Plant Operations Computer Work 4% 23% Industrial Monitoring 5%
Maintenance 30%
2016 2017 2018 2019 2020 Average Total Flow (MG) 133.3 131.0 129.5 148.4 134.3 136 Max. Daily Flow (MG) 5.59 5.20 5.36 6.28 5.31 6 Min. Daily Flow (MG) 2.93 2.97 2.72 3.33 3.03 3 Ave. Daily Flow (MG) 4.37 4.31 4.28 4.87 4.40 4 Max. Influent CBOD (mg/L) 453 425 492 590 690 490 Ave. Influent CBOD (mg/L) 307 293 349 350 412 325 Ave. Influent CBOD (lb/day) 10790 10458 12397 14115 15052 11940 Max. Effluent CBOD (mg/L) 16 11 15 18 21 15 Ave. Effluent CBOD (mg/L) 6 6 7 8 11 7 Ave. Effluent CBOD (lb/day) 236 201 244 323 389 251 Ave. % removal 98.1% 97.9% 98.0% 97.5% 97.3% 98% Max. Influent TSS (mg/L) 335 258 241 317 518 288 Ave. Influent TSS (mg/L) 183 160 164 173 189 170 Ave. Influent TSS (lb/day) 6590 5729 5869 7006 6850 6298 Max. Effluent TSS (mg/L) 66.0 25.2 21.2 35.3 27.3 37 Ave. Effluent TSS (mg/L) 17 14 13 16 15 15 Ave. Effluent TSS (lb/day) 663 513 453 659 561 572 Ave. % removal 92.2% 90.0% 91.7% 89.6% 90.6% 91%
The WRF has seen an increase in both hydraulic and waste loads from the significant industrial users (SIUs). The above table shows that the average CBOD load for the facility in 2020 was 15,052 pounds per day, which is 3,000 pounds over the permitted design of the facility.
2020 Annual Report – Public Works Page 62
SIU Overview - City of Faribault 2016-2020
2016 2017 2018 2019 2020 Reduction Increase Swiss Valley Farms Flow 11,987 9,512 8,363 15,751 13,362 22% CBOD 651 537 562 803 809 1% TSS 51 48 51 74 68 1% Total Phos. 13.5 9.5 8.2 12.3 10.4 15% NH3 1 1 1 1 1 0% 0% MN Corr. Facility Flow 226,167 238,000 238,000 256,000 243,000 5% CBOD 494 447 449 645 557 14% TSS 771 634 605 846 904 6% Total Phos. 13.4 13 11 12.8 13.4 4% NH3 46 51 45.6 47.3 48 1% MN Munic. Power Flow 71,000 70,000 78,000 80,800 78,000 3% CBOD 1.3 1.4 2 1.5 1.3 13% TSS 4.7 4.8 5.4 5.8 4.8 17% Total Phos. 0.8 1 1 1 1 0% 0% NH3 0 0 0 0 0 0% 0% Jennio Turkey Flow 687,000 772,000 802,250 817,000 872,000 7% CBOD 4,939 5029 6,200 6,610 7,098 7% TSS 910 901 1,100 1,200 1,250 4% Total Phos. 111 106 116 114 117 2% 3% NH3 82 81 80 90.5 114 21% Faribault Foods (Old Plant) Flow 411,000 498,000 514,250 CBOD 4182 2676 2,386 TSS 1401 1055 927 Total Phos. 46 44 30 NH3 37 41 15.8 Faribault Foods Park Flow 137,000 292,750 428,000 457,000 6% CBOD 1,097 3,069 6,102 7,028 14% TSS 220 885 1,819 1,443 51% Total Phos. 12 27 41 45 21% NH3 6 9.3 13.6 24 43%
2020 Annual Report – Public Works Page 63
MUNICIPAL AIRPORT Public Works Department
PRIMARY SERVICES
Under the direction of the Public Works Director, the primary services provided by this division are: • Operation, maintenance, and improvement of the Faribault Municipal Airport. • Contract services for Fixed Base Operator, who provides airport day-to-day management and maintenance services.
STAFFING
• Jerry Serres, Quality Aviation – Contract services as airport manager and fixed base operator
Jerry Serres has been the airport manager and fixed base operator since February 18, 2000, managing both the operations and maintenance under two separate contracts. Both contracts were renewed in December 2019 for a term of five years (2024) with a renewal option of an additional five years by mutual agreement of both parties.
• Airport Advisory Board Appointed Term Expiration Pete (Robert) Johnson 04/27/76 3 yrs. 1/31/2024 Mike Brown, Sr. 12/22/09 3 yrs. 1/31/2024 Frank Ahlman 03/09/10 3 yrs. 1/31/2022 William Smith 02/12/19 3 yrs. 1/31/2022 Tom Waarvik 02/09/93 3 yrs. 1/31/2023 James (Carl) Hooper 09/13/01 3 yrs. 1/31/2023 Doug Nelson 05/23/17 3 yrs. 1/31/2023
HIGHLIGHTS and ACTIVITIES
Storm Damage Recovery Storm damage recovery efforts caused by the tornado of 2018 were completed, including the rebuilding of the Arrival/Departure (A/D) building and Maintenance Hangar. The project was funding by a combination of insurance proceeds and Homeland Security & Emergency Management (HSEM) disaster recovery funds.
WORKLOAD DATA
Leases There are two types of leases at the municipal airport: City owned T-hangar space and land for privately owned hangars. The City developed sites at the western hangar area for larger commercial hangars along with sites to construct hangars typical used in general aviation.
2016 2017 2018 2019 2020
Hangar Leases 25 25 25 25 32 Land Leases 35 32 25* 32 34 Development Sites** 0 1 1 1 1 *There were 36 land leases prior to the 9/20/2018 storm event where 12 leases were terminated per lease provisions, 25 land leases were in place post storm. **Stein Air development was initiated in 2017 2020 Annual Report – Public Works Page 64
COMMUNITY & ECONOMIC DEVELOPMENT Community & Economic Development Department
PRIMARY SERVICES The Community & Economic Development Department is comprised of five (5) separate Divisions that ultimately are involved with and touch every aspect of development within the City of Faribault. Under the leadership of the Director of Community and Economic Development, the Divisions work together to collectively develop and implement community plans and programs, coordinate initiatives with other departments, enforce rules and regulations, and strengthen community relations, partnerships, and opportunities. The five (5) Divisions include:
• Building Codes and Rental Licensing • Community Development • Economic Development • Housing • Planning & Zoning
STAFFING • Kari Casper, Administrative Assistant I • Kim Clausen, Community Development Coordinator • Deanna Kuennen, Community and Economic Development Director • Joshua Lawrenz, Building Inspector • Samantha Markman, Economic Development Coordinator • Dan Peterson, Housing Maintenance Specialist • John Rued, Building Official • Marty Smith, Rental Housing Technician • Connie Springer, Community Development Specialist • Sandi Tidemann, Administrative Assistant II • Peter Waldock, Planning Coordinator • David Wanberg, City Planner
HIGHLIGHTS and ACTIVITIES
The Department administers a wide range of programs within its five Divisions and provides staffing/technical support to numerous City boards and commission. The boards and commissions that the Department supports includes:
• Airport Zoning Board of Appeals • Economic Development Authority • Environmental Commission • Heritage Preservation Commission • Housing and Redevelopment Authority • Planning Commission
2020 Annual Report – Community and Economic Development Page 65
Summary of Key Program Activities for each Division in 2020
• Building Codes and Rental Licensing o Conducted 881 Rental License Inspections o Issued 1,294 building permits, with a valuation of $58.9m and a revenue of $474,568 o Conducted 309 plan reviews and 2,791 field inspections o Allowed alternative inspection methods (Zoom, FaceTime, photographs) for residential projects due to the pandemic and a need to protect the safety of Staff and permit holders. o Selected an online permit software vendor, to streamline and automate the building permit process.
• Community Development o Continued to guide redevelopment/reuse efforts associated with Johnston Hall o Participated in land acquisition (and demolition) in and around the downtown to facilitate the implementation of the Downtown Master Plan and other redevelopment initiatives o Was awarded the first ever Promising Project Award through the MN Brownfields ReScape Award program for the Straight River Apartment Project. rd o Facilitated the solicitation of mural artists for the city-owned wall at 25 3 Street NW. st st o Initiated a Request for Proposal process to identify a preferred developer for the 1 and 1 site.
• Economic Development o Continued to administer a downtown commercial exterior improvement program, providing nearly $700,000 in awards and leveraging almost $1.2m in investment since inception. o Enhanced marketing efforts to include a regional marketing initiative in partnership with Owatonna focusing on the economic impact and success on the I-35 corridor. o Created and implemented multiple business assistance programs to support Faribault small businesses during COVID-19 (mini-grant program and interest-only payment options for qualifying loans). o Coordinated with the Faribault Main Street organization to administer another year of micro- grants in the downtown (second year) – allocating $25,000 to qualifying small business owners. o Provided a business incentive package to a local company, Trystar, to retain the company and its 150 employees, with a new and expanded facility in Faribault. o Established two Tax Increment Finance Districts to support multi-family housing development. o Conveyed EDA-owned real estate to the City of Faribault to support the implementation of the Downtown Master Plan. o Responded to business inquiries, site selectors, and existing businesses seeking assistance.
• Housing o Managed both the Public Housing and Robinwood Manor, HUD funded/regulated programs. o Implemented capital improvements at all public housing units and at Robinwood Manor. o Successfully implemented protocols to prevent COVID outbreaks among residents while still delivering services, performing maintenance, and completing recertifications in a safe manner. o Continued efforts to attract multi-family housing development/developers. o Administered programs in the manufactured home parks to improve safety and increase energy efficiencies. o Acquired a tax-forfeited house, to rehab and sell to an income-qualified buyer.
• Planning and Zoning o Continued to manage the Comprehensive Plan Update, Downtown Master Plan, and Park, Recreation, and Open Space planning efforts. o Processed subdivision, various, PUD, and CUP requests. o Increased emphasis on enforcement of planning and zoning violations.
2020 Annual Report – Community and Economic Development Page 66
WORKLOAD DATA
Board Meetings Economic Development Authority (EDA) 12 Elderly Housing Corporation (EHC) 1 Environmental Commission (ENV) 9 Housing & Redevelopment Authority (HRA) 12 Historic Preservation Commission (HPC) 13 Planning Commission (PC) 18 Total Number of Board Meeting 65
Property Management Applications received 66 Applications removed 88 Total Applications Processed 154
Properties Managed 103 Work Orders Processed 844 Unit Turnovers 9
Mobile Home Buyout Program 1
Design Reviews HPC Design Reviews Conducted 19
Loan Activity/Loan Administration EDA Loans 28 Total Loans Administered 28
CARES Act Grants / Forgivable Loans EDA Mini Grants 18 $ 25,700.00 Business Relief Grants (Round 1) 51 $375,000.00 Business Relief Grants (Round 2) 10 $ 80,000.00 Sole-Proprietor Grants 18 $102,500.00 Non-Profit Grants 16 $187,720.50 TOTAL 113 $770,920.50
Inspections Building Inspections 2,791 Rental Housing Inspections 881
Planning & Zoning Cases P&Z Applications Processed 57 DRC Reviews 84
2020 Annual Report – Community and Economic Development Page 67
ECONOMIC DEVELOPMENT DIVISION Community & Economic Development Department
PRIMARY SERVICES The Economic Development Division is responsible for staffing the Economic Development Authority (EDA) and ensuring the implementation of the EDA’s approved work plan. The core focus areas of the EDA include:
• Available Land – identifying underutilized land, identifying infill and “catalyst site” opportunities, and land assembly • Gateways – identifying threats/opportunities along major gateways, clearing hurdles for redevelopment, developing programs to encourage visual enhancements • Regionalism – defining Faribault’s place in the region, marketing Faribault to a broader audience, positioning Faribault as a global economy • Workforce Data & Analysis – working with businesses to find solutions, developing relationships with those in the workforce space • Ongoing Operations
STAFFING • Listed under Community and Economic Development. Dedicated staff includes: o Samantha Markman, Economic Development Coordinator o Deanna Kuennen, Community and Economic Development Director
HIGHLIGHTS and ACTIVITIES
FARIBAULT ECONOMIC DEVELOPMENT AUTHORITY
Economic Development Division works to support the Economic Development Authority in a wide range of economic development activities. At its core, the Economic Development Authority provides technical and financial assistance to existing and prospective businesses in the Faribault community – working to provide effective and efficient services to prolong and encourage the growth and longevity for businesses in our growing community. Partnerships are the key to success in economic development, providing a multitude of programs available to businesses – collaborating closely with the Faribault City Council, Faribault Industrial Corporation, Faribault Area Chamber of Commerce and Main Street Program, Steele Waseca Electric Cooperative, Great River Energy, Southern Minnesota Initiative Foundation, Minnesota Department of Employment and Economic Development, and Rice County.
Annually the EDA approves a work plan, in conjunction with their budget, which identifies the economic development priorities for the year and directs energies and funding towards accomplishing those goals. In addition to the work plan, Staff continually seeks opportunities to leverage resources and share Faribault’s economic development narrative. In recent years Faribault has received awards for these efforts, and has seen significant growth and investment in the business community. The 2020 work plan included:
2020 Annual Report – Community and Economic Development Page 68
2020 Economic Development Program Fund Activities
The Economic Development Authority manages a number of financial incentive programs designed to assist businesses and property owners in Faribault. The EDA was also involved in supporting and recommending the use of Tax Abatement/Tax Increment Financing to support business (and housing) growth, attraction, development, and retention. Summaries for each of these programs in 2020 are included below. DOWNTOWN COMMERCIAL REHABILITATION AND EXTERIOR IMPROVEMENT PROGRAM
• Number of Applications 6 • Total Funds Awarded $68,034.40 • Total Project Costs $203,576.00
2020 Annual Report – Community and Economic Development Page 69
DOWNTOWN MICRO GRANT
• Number of Applications 5 • Total Funds Awarded $25,000.00 TAX INCREMENT FINANCE DISTRICT(S)
• Number of Applications 2 • Project Assisted Straight River Apartments (111-unit market rate) Lofts at Evergreen (76-unit assisted) TAX ABATEMENT
• Number of Applications 1 • Projects Assisted TryStar Summary of Key Program Activities for 2020
• Named 2020 Top Micropolitan by Site Selector Magazine. This is the second consecutive year Faribault has been named top micropolitan. • Administered over $700,000 in CARES Act Grant funds to assist local businesses due to impacts of COVID- 19. These grant programs included small businesses, non-profits, and sole proprietors. • Coordinated with local partners to help business navigate the various programs available through the Federal, State, and Local COVID-19 recovery programs. • Continued to build a regional marketing campaign with partners along the I-35 corridor. Regionalism is important in economic development, and Staff will continue to refine and enhance marketing efforts that share Faribault’s economic development narrative.
HOUSING DIVISION
2020 Annual Report – Community and Economic Development Page 70
Community & Economic Development Department
PRIMARY SERVICES The Housing Division provides a wide range of services that address all types of housing and housing needs within the community. On a daily basis, the Housing Division:
• Provides Staff Support to the Faribault Housing and Redevelopment Authority (HRA) • Manages City Owned Residential Property (over time the portfolio of city rental properties has decreased) • Administers the ACC Contract for the Public Housing Program (49 units) • Provides all Property Management Services for Robinwood – a 51-unit Subsidized Senior and Handicapped Apartment Building • Conducts Special Studies and Reports on Housing Matters in the City • Manages Redevelopment Projects throughout the community • Works with and recruits housing developers to the City, to increase the housing supply
STAFFING • Listed under Community Development Administration. Dedicated Staff includes: o Kim Clausen, Community Development Coordinator o Connie Springer, Community Development Specialist o Dan Peterson, Housing Maintenance Specialist o Deanna Kuennen, Community and Economic Development Director
HIGHLIGHTS and ACTIVITIES
FARIBAULT HOUSING AND REDEVELOPMENT AUTHORITY (HRA) The Housing Division provides Staff support for the HRA. The mission of the HRA is to provide adequate, decent housing for all in the community. To support the HRA, Staff prepared monthly reports for all HRA programs (including Public Housing and Robinwood), is responsible for program development and implementation, and prepares and manages the HRA budgets. Annually, as part of their budget preparation process, the HRA identifies goals and priorities providing dedicated funding for different initiatives and special projects. In 2020, the HRA programs, responsibilities, and initiatives included:
PUBLIC HOUSING
Forty-nine (49) units of HRA-owned rental units are available to very low-income households through the US Department of Housing and Urban Development (HUD) – Public Housing Program. Families pay thirty percent (30%) of their monthly income towards rent and utilities. Management of this program includes administering and enforcing all federal rules and regulations, federal reporting on an annual and monthly basis, annual recertifications of all tenants, management of a wait list, home visits, and property maintenance and turnovers. In 2020:
• Occupancy rate of 100-percent was maintained throughout the year with four units turning over during the year. Even with the pandemic, rent collections remained normal and only one tenant ended the year behind on their rent. • 82 Recertifications were conducted safely using remote meetings, masking, social distancing and plexiglass barriers. Recertifications are conducted on all households on an annual basis and when income or household composition changes to ensure the rent paid is accurate based on current circumstances.
2020 Annual Report – Community and Economic Development Page 71
• The six-plex at 1st Street SW received new siding and roofing as well as a new trash enclosure. • The HRA adopted numerous program waivers (authorized by HUD) to streamline program management during the COVID pandemic. Numerous letters and safety guidelines were sent to tenants in English, Spanish and Somali. To staff’s knowledge, there were no widespread COVID outbreaks in the public housing units.
Fast Facts: Public Housing Program
2019 2020
Average income: $34,201 $40,605
Average rent: $449 $495
Disabled Households: 7 (15%) 8 (16%)
Minority Households: 33 (69%) 33 (69%)
ROBINWOOD MANOR APARTMENTS
Robinwood Manor Apartments is a 51-unit apartment building located at 1324 Prairie Avenue that provides subsidized rental units for individuals 62 years of age or older and/or handicapped/disabled persons. Rents are based upon thirty percent (30%) of the residents’ adjusted annual income. The complex is owned by the Elderly Housing Corporation with management services provided by the Faribault HRA and City staff. In 2020:
2020 Annual Report – Community and Economic Development Page 72
• Occupancy rate of 99-percent was maintained throughout the year. • The common areas were remodeled including new paint, carpentry, handrails, wallpaper, cabinets, and handicap accessible water fountain/bottle filling station.
Fast Facts: Robinwood Manor Apartments
2015 2016 2017 2018 2019 2020 Average Income: $12,439 $12,317 $11,629 $12,539 $12,027 $12,648 Average Rent: $258 $256 $256 $280 $258 $283
HOUSING PROGRAMS
The HRA has developed and implemented different housing programs to address local housing needs. These programs include:
• Mobile Home Buyout Program – this is a voluntary program designed to help eliminate blight. The program provides up to $2000 to purchase and demolish/remove substandard mobile home units from one of the four manufactured home parks. One (1) home was removed in 2020. • Mobile Home Heat Tape Program – this program provides funding to provide heat tape installation for manufactured homes within the four manufactured home parks, with the goal of increasing the safety and habitability of the units, reducing water consumption, preventing froze pipes, and preserving affordable housing options for residents. Twenty-five (25) heat tape installations were funding in 2019.
Summary of Key Program Activities for 2020 In addition to developing and administering HRA program, the Housing Division also accomplished the following special projects and initiatives in 2020:
• Continued to provide all management services for the city-rental property portfolio • Contracted with Maxfield Research to conduct a new rental housing analysis to determine the market for additional multifamily units in light of the COVID pandemic and the new multifamily units currently under construction. • Based on a conditions analysis by ISG, decided to demolish the house at 1116 2nd Street NW. A new house will be constructed in its place.
2020 Annual Report – Community and Economic Development Page 73
PLANNING AND ZONING DIVISION Community & Economic Development Department
PRIMARY SERVICES The Planning and Zoning Division is responsible for both short-term and long-term planning initiatives. Short- term responsibilities involve review of planning applications, and long-term include comprehensive and master planning efforts. The Planning and Zoning Division is also responsible for the implementation and application of the Unified Development Ordinance. The Division provides the following services:
• Staff Support for the Planning Commission – prepares reports, conducts review and analysis of applications, and provides recommendations for all planning and zoning applications and requests • Staff Support for the Development Review Committee – prepares and presents applications for review and comment • Administration of the Unified Development Code • Zoning Administration and Enforcement • Coordination of Development and Application Review, Zoning Reviews of Building Permits and Licenses, and Site Plan Review • Subdivision Ordinance Administration • Comprehensive Planning and Comprehensive Plan Administration • Sign Ordinance Administration and Enforcement • Administration Floodplain Regulation • Staff Support for the Airport Zoning Board • Customer Service to home owners, builders, contractors, and businesses seeking to do work inside the city limits. STAFFING • Listed under Community Development Administration. Dedicated Staff includes: o David Wanberg, City Planner o Peter Waldock, Planning Coordinator o Kari Casper, Administrative Assistant I o Deanna Kuennen, Community and Economic Development Director
HIGHLIGHTS and ACTIVITIES In 2020, the Planning and Zoning Division completed the approval process for the Journey to 2040 Comprehensive Plan in September and then began the implementation phase of the process. The Comprehensive Plan Update incorporates the other two planning efforts The Downtown Master Plan and the Parks, Trails and Open Space Plan which together serve as the blueprint for community development moving into the future. These Plans are already being used to guide development and redevelopment applications, and attract new investment into the downtown and throughout the City. After planning and zoning approval process completed in 2019, construction was completed on Hillside Apartments in 2020 and begun on Straight River Apartments and the Lofts at Evergreen Knoll. The agreement for the Electric Vehicle charging station at the City’s Third Street NE downtown parking lot was completed as part of the City’s energy initiatives. The Division completed the Eastview Drive extension update of the Official Map for the City’s street system.
In addition to the broader City-wide planning efforts, the Planning and Zoning Division continued to perform daily planning activities that include site plan review, issuance of zoning certificates, variance requests, and platting subdivision review. Some of the projects to note:
2020 Annual Report – Community and Economic Development Page 74
• Site Plans - Trystar Office Expansion at their Acorn Trail site, Lofts at Evergreen Knoll, City Laundering (30th St. NW and Industrial Boulevard), Daikin Manufacturing, Roosevelt School Addition, Furlong Motors, Xcel Energy 20th Street NW substation, and the A&J Storage Center 2nd Avenue NW site. • Subdivisions – State Avenue Subdivision, Hofmeister Third Addition, Met-Con Business Park Second Addition, Heritage Park Second Addition, Cashin Addition and Lofts at Evergreen Knolls. • Conditional Use Permits – 310 Events Center roof top patio, three - single family house moves and oversized garages on 22nd Ave SW and on Division Street E. • Zoning Text Amendments were processed regarding pawnshop separation requirements, downtown sign requirements and upper floor apartment density limits. • Zoning Certificates – 64 zoning certificates issued for residential sheds and fences.
TryStar Office Expansion
The Planning and Zoning Division has also spearheaded special projects that benefit the city and community as a whole. Examples of special projects initiated or completed in 2020 include:
• Solar Feasibility Study. Reviewed the City’s existing community solar garden subscriptions and identified opportunities to increase the City’s solar use and reduce the City’s energy costs. • Public Electric Vehicle Charging Stations. Obtained a grant from the State of Minnesota to install three electric vehicle charging stations in the downtown. The charging stations will be installed in 2021. • Xcel Energy’s Partners in Energy Program. Continued to implement the City’s Energy Action Plan, which is helping the City and its residents and business reduce energy costs. • Climate Adaptation Plan. Created a draft Climate Adaptation Plan, which the City Council will review in 2021. The Plan was prepared with a grant from the State of Minnesota. • Environmental Commission. Helped organize and staff the Faribault Environmental Commission.
2020 Annual Report – Community and Economic Development Page 75
WORKLOAD DATA
PLANNING COMMISSION
The Planning and Zoning Staff support the Planning Commission, an advisory commission appointed by the City Council. The Planning Commission hears requests and provides recommendations to the City Council on land use, planning, and zoning issues. All requests for conditional use permits, variances, rezoning, ordinance text amendments, plats or land subdivisions, public right-of-way and easement vacations, and appeals are heard by the Planning Commission. Land use plans and policies, annexations, and tax increment financing plans are also reviewed by the Planning Commission.
The following table identifies the total number of applications processed by the Planning and Zoning Division, and reviewed by the Planning Commission, with a breakdown of type of application:
Planning Commission Applications 2020 Annexations 0 Appeals 0 Comp Plan Amendments 0 Conditional Use Permits 7 Environmental Assessment Worksheets 0 Final Plats 5 Interim Use Permits 2 Master Plan Review 1 Text Amendments 5 Planned Unit Developments 0 Planned Unit Development Amendment 1 Planned Unit Development Concept Plan 0 Preliminary Plats 5 Rezonings 0 Right of Way/Easement Vacations 1 Subdivision Waivers 0 Variances 5 Total Applications: 32
2020 Annual Report – Community and Economic Development Page 76
WORKLOAD DATA
DEVELOPMENT REVIEW COMMITTEE
Planning Division staff and members of the Development Review Committee (DRC) provide input and support through bi-weekly meetings and daily interaction. The DRC generally meets twice a month to review concept plans, administrative reviews, site plans, ordinance interpretations, and policy recommendations. The DRC reviews all applications scheduled for consideration by the Planning Commission and may review projects at several stages.
The following table provides a snapshot of the activities of the DRC in 2020:
DRC Projects 2020 Planning Commission Applications 42 Admin. Reviews and Site Plans 25 Policy Recommendation & Interpretations 3 Total DRC Projects: 70
2020 Annual Report – Community and Economic Development Page 77
BUILDING CODES DIVISION Community & Economic Development Department
PRIMARY SERVICES
The Building Codes Division is responsible for plan review and permit issuance for all construction projects. Specifically, the Division conducts the following:
• Building Permit Administration and Plan Review • Building Code Enforcement and Inspections • Electrical Code Enforcement and Inspections • Mechanical Code Enforcement and Inspections • Plumbing Code Enforcement and Inspections • Property Maintenance Code Enforcement and Inspections • Time of Sale Inspections for Manufactured Homes • Rental Housing Licensing and Inspections • Sign Inspections
STAFFING
• Listed under Community Development Administration. Dedicated Staff includes: o John Rued, Building Official o Joshua Lawrenz, Building Inspector o Sandi Tidemann, Administrative Assistance II HIGHLIGHTS and ACTIVITIES
BUILDING PERMITS Permit activity slowed slightly in 2020, which was not unexpected due to COVID-19. However – the valuation of projects in 2020 increased as shown on the table below:
2020 Summary 2019 Summary 2018 Summary
1,294 Permits 1,429 Permits 1,244 Permits
309 Plan Reviews 167 Plan Reviews 140 Plan Reviews
2,791 Field Inspections 2,855 Field Inspections 2,998 Field Inspections Does not include Zoom, FaceTime, or (Bldg, Plbg, Htg, El., Gas, S&W) Photograph inspections* $58,930,505 Total Valuation $49,142,522 Total Valuation $36,406,457 Valuation
24 New SF Home Starts 17 New Home Starts 27 New Home Starts 3 New MF Starts *Due to the pandemic, the Division allowed residential inspections to occur through alternative means at the discretion of the Building Official. This was done to ensure the safety of our Staff, while allowing projects to continue to move forward in a timely fashion.
2020 Annual Report – Community and Economic Development Page 78
Major projects completed (plan review and permit issuance) during the year included:
• Daikin Applied Tenant Buildout • Absolute Air • Evergreen Knoll Apts. • Straight River Apts. • A&D Building (Airport) • TryStar • Cashin Apts. • City of Faribault Water Treatment Plant • City of Faribault Plaza Renovation • City of Faribault Roof Top RTU Replacement • Todd Nelson Apts • Redemption Restaurant & Apts • 310 Event Center – Rooftop Deck and buildout • Cry Baby Craig’s • Masonic Building Hall Remodel • Faribault High School Boiler Replacement
RENTAL LICENSE PROGRAM The Building Codes Division is also responsible for the administration of the Rental Licensing Program. Marty Smith, Rental Housing Technician is the solo Staff assigned to the program. The purpose of the Rental Licensing Program is to ensure that the rental housing in the City of Faribault is decent, safe, and sanitary and is operated and maintained so as not to become a nuisance to the neighborhood. The program in its entirety is implemented in conjunction with the Faribault Police Department. The following table summarizes the inspections associated with the program. 2020 RENTAL LICENSING PROGRAM
RENTAL Insp. TYPE 01 02 03 04 05 06 07 08 09 10 11 12 YTD LIC. 2015-19 > Mo.
Avg.
Insps. Initial 36 29 48 1 0 1 6 3 0 3 104 42 1 238 Insps.
Re-Insps. 9 4 3 3 1 3 18 9 8 3 3 5 1 61
Complaint 3 1 1 2 2 3 1 3 2 2 4 2 0 23 Insps.
Total: 48 34 52 6 3 7 25 15 10 8 111 49 2 322
Inspection activity ceased March thru September, resumed in October and November, and ceased and again in December due to COVID-19
Other Notes about the 2020 Rental Program/Inspections: • The initial inspections were at vacant and/or new property for license renewal or initial.
2020 Annual Report – Community and Economic Development Page 79
• Violation complaints were handled via occupants providing photo documentation of complaint. • Most complaints (not noted in report) have been resolved via a phone call/e-mail to the owner and verification of compliance by the occupant. • A Self-Certification/Inspection Program was approved due to local Covid-19 emergency per Resolution #2020-188 adopted November 24, 2020. o 17 of 55 returned Self-Inspections (33%) – which is not reflected in the report • Inspections not conducted in 2020 due to COVID-19 will be scheduled along with the regular 2021 license renewal and new licenses inspections.
PROPERTY MAINTENANCE AND FIRE INSPECTION PROGRAM
In March of 2019 the City Council approved a Downtown Property Maintenance and Fire Inspection Program. The purpose of the program was to ensure that our downtown buildings are safe, preserve and protect the historic assets in the downtown, and achieve compliance by building owners as it relates to exterior property maintenance and fire codes. Inspections of all downtown properties took place in the spring, and Staff worked with property owners and conducted re-inspections throughout the rest of the year. Approximately 158 properties were included in the program, with the following results:
Staff continued to work on enforcement, and had provided extensions until June 2020 for some exterior work (only for properties who requested the extension and provided a plan for how the work would be completed.). COVID-19 impacted continued enforcement – however another round of inspections occurred in July which has resulted to additional violations being sent to the prosecuting attorneys.
This was considered Phase 1 of the program, however City Council opted to discontinue the program beyond the downtown at this time. The Property Maintenance and Fire Inspector position has not been filled upon the resignation of the Inspector, and the Department has resorted to conducting property maintenance inspections on an as-requested/complaint based system.
2020 Annual Report – Community and Economic Development Page 80
HERITAGE PRESERVATION (Part of Community Development Division) Community & Economic Development Department
PRIMARY SERVICES
Heritage Preservation is one of the functions of the Community Development Division. Staff supports this activity by providing the following:
• Staff Support to the Heritage Preservation Commission (HPC) • Design Reviews for Projects within the Heritage Preservation District • Special Projects and Studies on Historic Preservation Matters • Nominations to the National Register of Historic Places
STAFFING
• Listed under Community Development Administration. Dedicated Staff include: o Kim Clausen, Community Development Coordinator o Kari Casper, Administrative Assistant I o Deanna Kuennen, Community and Economic Development Director HIGHLIGHTS and ACTIVITIES
The Heritage Preservation Commission is responsible for the protection, enhancement, and promotion of the community's historical, architectural and cultural resources. The Commission, with the assistance of the Community and Economic Development Department, conducts design reviews, offers technical support on public and private projects affecting historically and architecturally significant properties, participates in selected economic and housing development efforts, and assists in numerous education and outreach projects.
WORKLOAD DATA
• 19 HPC Design Reviews Conducted – issuing and/or denying Certificate of Appropriateness • 14 Heritage Preservation Commission Meetings Conducted • One commissioner and Staff attended the Virtual State Historic Preservation Conference • Provided funds for architectural plans for Johnston Hall • Provided input into the sign regulations in the Historic District
2020 Annual Report – Community and Economic Development Page 81
This page left intentionally blank.
2020 Annual Report – Community and Economic Development Page 82
PARKS AND RECREATION ADMINISTRATION Parks and Recreation Department
PRIMARY SERVICES
Under the direction of the Parks & Recreation Director, the primary services provided by this division are:
• Maintenance of a 300+-acre park system (mowing, landscaping and infrastructure) • Prepare park facilities for users (athletic fields, outdoor skating rinks, shelters, buildings) • Maintenance and plowing of trails within parks and throughout the community • Promote and coordinate the use of park and city facilities • Operate the Faribault Family Aquatic Center, Faribault Soccer Complex, Washington Recreation Center, and the Community Center • Provide a wide range of leisure-time activities by offering recreation programs and special events for youth, adults and families (adult athletics, park concerts, camps, ball programs, enrichment, special events) • Partner with community service organizations to provide a wide range of leisure-time activities and special events for the community (youth associations, community festivals, Faribault Ice Arena) • Oversee building maintenance of City facilities as well as capital improvements of facilities
STAFFING
EMPLOYEE POSITION YEAR HIRED Paul J. Peanasky Parks & Recreation Director 1998 David Pribbenow Adult Program Coordinator 1998 Jill Strodtman Rec. Program Coordinator 1996 Kevin O’Brien Aquatics Supervisor 2017 Denise Stewart Fitness Coordinator 2013 Denise Hansen Administrative Assistant 2007 Brad Phenow Communications Coordinator 2017 Stacy Murphy Receptionist AM 2019 Jenny Krantzberg Receptionist PM 2019 Doug Knutson Building Engineer 1980 Paul Caron Light Duty Custodian 2009 Mona Gjerde Light Duty Custodian 2015 Jon Myrick Part-Time Light Duty Custodian 2019 Keith Walker Parks Superintendent 2001 Dustin Heiderscheidt Foreperson/Heavy Equipment Operator 2002 Mike Tusa Light Equipment Operator 2009 Keith Schirmer Light Equipment Operator 2015 Jesse Sanders Light Equipment Operator 2019 (left in Oct.) Beau Reuvers Light Equipment Operator 2020 (hired in Oct.)
2020 Annual Report – Parks and Recreation Page 83
Matt Valentyn Light Equipment Operator 2019
PARKS AND RECREATION ADVISORY BOARD
MEMBER TERM EXPIRATION Lola Brand 2023 Chad Kreager 2022 Mike Ross 2023 Elsie Slinger 2022 Sally Kramer 2021 Troy Temple 2022 Henry Schonebaum (Student Rep.) 2021 Bruce Krinke 2021
COMMUNITY CENTER MEMBERSHIP DATA
Insurance Memberships 2019 2020 Silver Sneakers/Prime 133 354 Active & Fit 4 12 Silver & Fit 189 13* $20 Reimbursement 39 19 Renew Active 0 13 Total 365 411 Blue Cross/Blue Shield of Minnesota moved from Silver & Fit to Silver Sneakers in 2020
Non-Insurance Memberships 2019 2020 All-Around 336 146 Fitness Room 352 168 Virtual Memberships 0 32
Rentals/Reservations 2019 2020 Picnic Shelters 289 144 CC Gym 775 204 Peterson Room 284 63 Indoor Pool 1,761 791 Washington Rooms 558 100 Armory 302 149 Washington Gym 759 252
2020 Annual Report – Parks and Recreation Page 84
TOMMY ALLEN ENDOWMENT FUND Parks and Recreation Department
Tommy Allen Endowment Fund 2019 2020 Total Scholarships Issued $2,202 $422.50 Total Scholarships 94 18 Total Youth 57 14 Spikefest Fundraiser (revenue) $3,500 (0) COVID
Program Uses Grade Uses Tennis 2 Pre-school 1 Tae Kwon Do 2 Kindergarten 1 Baseball 1 2nd 3 Babysitting 1 4th 2 Swim Lesson 9 5th 2 Softpitch 1 6th 2 T-Ball 1 7th 1 Safety Camp 1 10th 2 Total 18 Total 14
2020 Annual Report – Parks and Recreation Page 85
YOUTH PROGRAMMING Parks and Recreation Department
PRIMARY SERVICES Under the direction of the Parks and Recreation Director, the primary services provided by this division are to offer a wide range of recreational programs, sport activities and special events for youth and families. Primary focus is youth ages 3-15 years old. These programs are available to the residents of Faribault along with surrounding communities, in particular cooperating with local and surrounding schools.
STAFFING
Full-time Staff (Listed under Parks and Recreation Administration)
Seasonal Staff: • 12 employees (January – May) • 10 employees (May-August) • 12 employees (September-December)
SPORTS 2019 2020 Floor Hockey (gr. K-3) 14 (0) COVID T-League (gr. Pre-K) 50 20 Softpitch (gr. K-1) 49 30 Mid-League (gr. 2-3) 32 5 Track & Field (age 5-13) 80 (0) COVID Spirit Team 19 6 Volleyball (gr. 3-4) 69 (0) COVID Volleyball Clinic (gr. 5-6) -- 32 Bitty Basketball (gr. k-2) 54 55 Pickleball -- 7 Sports Sampler (age 4-5) 18 (0) COVID Gym Time afterschool (age 4-6) -- (0) COVID Winter pickleball -- (0) COVID Youth Basketball Clinic (gr. 3-6) -- (0) COVID
2020 Annual Report – Parks and Recreation Page 86
RECREATION 2019 2020 Fun Center (age 6-12) 257 42 Schools Out Event 37 (0) COVID Preschool Summer Camps 44 (0) COVID Washington Summer Camps (5-7) 45 (0) COVID Safety Camp 46 (0) COVID Pet Parade (approximate) 325 Drive-by event Winter Swim & Gym 27 27 Father Daughter Dance 116 128 Neon Night 150 75 Pet Parade Float Building 12 (0) COVID Muddy Mile 118 (0) COVID Jr. Leader Mentoring Program 9 (0) COVID
GROUP FITNESS Classes were shutdown from March to August. When classes resumed in September, patrons were thrilled. Facilities were shut down again in November so this time around we were allowed to keep staff and programs running. We ran our full workout schedule virtually with a lot of great response and feedback from members. Another loss due the pandemic: 5 instructors on staff starting January 1, 2020; because of COVID shutdown we only had 2 instructors return to start fall 2020 classes. Fall classes were limited to 9 participants per class due to COVID restrictions. Staff: • Started with 5, down to 2 by September.
BREAKDOWN 2019 2020 Fitness Classes (In-Person) 797 211 Fitness Classes (Virtual) -- 33
2020 Annual Report – Parks and Recreation Page 87
YOUTH PROGRAM HIGHLIGHTS • 2020 was a year like no other. Many of our programs were not offered due to the shutdown in response to COVID-19 and lay-offs. When staff were brought back in, we ran modified summer and fall programs with COVID-19 protocols. • The Community Parade of Hope was organized and held on April 29th in response to Rice County Social Services and local therapists reaching out about the mental health issues of people in our community in regards to COVID-19. Our department was given approval to run the event and we ended up connecting with the following agencies to pull off a 20-plus vehicle parade that wrapped around areas of town that were showing a significant number of stress-related issues. o Rice County Social Services o Fernbrook Family Center o Rice County Public Health o Faribault Transportation o Faribault School District o Faribault Lutheran School o Bethlehem Academy and DMCS o City of Faribault Police, Fire, Parks & Recreation, Library o Rice County Sheriff • Summer programming ran with pods that were typically 4-6 youth per coach. The summer programs at the Washington Recreation Center were not allowed to be offered for summer 2020. Fun Centers and youth ball ran according to specific CDC and MDH guidelines. o Summer ball started up on July 6, 2020. o Fun Center ran 2-day camps on July 28 & 29, August 4 & 5 and again on August 18 & 19. • In the fall, league games were still not allowed so we ran youth volleyball clinics with small pod groups in order to provide a safe alternative to the youth in our community. We also live streamed parts of the sessions so family and friends could watch their children. • Pickleball was added in as a youth program due to popularity of the sport along with using the new courts at Windsor Park. A second session was being offered in December but had to be cancelled due to our facility being shut down again. • Offered new programming options for youth in December and January but unfortunately our facility was shut down again. Will look to get those programs up and running again when allowed.
2020 Annual Report – Parks and Recreation Page 88
ADULT PROGRAMMING Parks and Recreation Department
PRIMARY SERVICES The City of Faribault offers a wide range of sport and recreational programs for youth and adults. These programs are available to the residents of Faribault and its surrounding communities. Our goal is to offer programs that provide an opportunity for our participants to exercise and socialize in a safe and healthy and clean environment.
Programs and responsibilities that fall under the direction of the Adult Recreation Supervisor include but are not limited to Adult Softball, Adult Volleyball, running the Spike Fest Youth Scholarship Fundraising Volleyball Tournament, Youth Flag and Tackle Football, Summer Baseball, Ice Skating Lessons, Golf Lessons, Tennis Lessons, Open Skate at the Faribault Ice Arena, staffing the Outdoor Ice Rinks, staffing the Front Desk at the Community Center and at the Washington Recreation Center and at the Armed Forces Reserve Center, and booking rentals at all of these facilities.
2020 was a year that we will not soon forget. COVID-19 closed down our facilities and programs twice during the year. We tried some new program ideas and tried to reach people in new ways. We are hopeful that 2021 will allow us to get back to some of our old programs, but also kick start a new way of reaching different populations and different user groups.
STAFFING
Full-time Staff (Listed under Parks and Recreation Administration) Seasonal Staff: • 26 staff are part-time staff that work the whole year at the Washington Recreation Center and Community Center Front Desk. • 46 staff are seasonal part-time staff throughout the year.
Adult Summer Softball 2019 2020 Men 13 10 Women 7 5 Church 9 7 Total Teams 29 22 Players 484 382
Adult Fall Softball 2019 2020 Men 4 6 Co-Rec 7 5 Total Teams 11 11 Players 187 193
2020 Annual Report – Parks and Recreation Page 89
Adult Volleyball 2019 2020 Men 4 0 (COVID) Women 42 0 (COVID) Co-Rec 17 0 (COVID) Total 63 0 (COVID) Players 552 0 (COVID)
Boy’s Baseball - Grade 3/4 2019 2020 Teams 3 2 Youth 35 22 Boy’s Baseball - Grade 5/6 2019 2020 Teams 3 2 Youth 36 22 Boy’s Baseball - Grade 7/8 2019 2020 Teams 2 2 Youth 25 16
Cub Football 2019 2020 Teams 3 9 (6v6) Youth 85 65
Flag Football 2019 2020 Teams 4 3 Youth 40 27
Agility Camp 2019 2020 Youth 22 0 (COVID)
Tennis 2019 2020 People 57 0 (COVID)
2020 Annual Report – Parks and Recreation Page 90
Golf 2019 2020 People 20 0 (COVID)
Ice Skating 2019 2020 Arena Skaters 2511 1601 (no Dec. hours) Outdoor Rink Days 86 62 Lessons 10 0 (COVID)
FACILITY RENTALS
Rentals/Reservations 2019 2020 Buckham West 480 330 CC Gym 775 204 Peterson Room 284 63 Washington Rooms 558 100 Armory 302 149 Washington Gym 759 252
ADULT PROGRAMING HIGHLIGHTS
Adult Sports • Adult Softball and Volleyball had COVID-19 affect its participation numbers. Teams were down in both sports. • Corky’s Early Bird Softball Tournament was canceled this year.
Youth Sports • All Summer Youth Sports saw a decrease in participation. We offered Baseball and Flag Football but numbers were low. For the Cub Football, we offered a 6 on 6 Passing League. Numbers were down but the youth that participated, they enjoyed it, as did their parents. Facilities • Without group rentals, facilities saw a big drop in usage. We did get a new renter at Washington when the Discovery School had a fire in its facility. It lasted until our shutdown. • Not having soccer rentals really has an impact on our numbers.
2020 Annual Report – Parks and Recreation Page 91
ENRICHMENT PROGRAMMING Parks and Recreation Department
PRIMARY SERVICES Under the direction of the Parks and Recreation Director, the City of Faribault offers a wide range of enrichment programs for youth and adults. These programs are available to the residents of Faribault and its surrounding communities. Our goal is to offer programs for participants to engage in that would not be available to them otherwise.
Youth fishing clinics, summer art classes, American Sign Language, tours and music classes are just some of the activities offered.
Concerts in Central Park, the ongoing outdoor concert series, continues to be well-received and attended. This year was quite unique in that much of the City activities through Parks and Rec. were not allowed; however, due to the series being held outside, and because of the size of Central Park, we saw an impressive increase in attendees. The community fully embraced - and respected - the series, and welcomed the needed changes such as social distancing to ensure it could continue throughout the summer. This series continues to thrive through donations from businesses and private individuals solicited by Parks & Recreation.
STAFFING
Full-time Staff (Listed under Parks and Recreation Administration)
Enrichment Classes 2019 2020 Mind & Body 2020 ASL 12 0 (COVID) Spring 20 (COVID) Ballroom Dance 27 13 Summer 31 Firearm Safety 49 0 (COVID) Fall 23 (COVID) Tuneful Tots 22 15 Winter 31 (virtual) Art in the Park 15 12 2020 Concerts Bands Harmonica Lessons 42 7 Gold Star Band
Guitar Lessons 20 -- Little Chicago Starwatch Party 30 0 (COVID) Lakelanders Barbershop Chorus Stone House Tours 14 0 (COVID) The Roe Family Singers Racquetball Tournament 13 12 Long Time Gone Racquetball League 25 14 Everett Smithson Babysitting 62 16 Tony Rook Band Indoor Fish Camp 121 112 Kids Dance Deer Hunting 101 2 0 (COVID) Bend in the River Big Band Letters From Santa 16 12 Jivin’ Ivan and the Kings of Swing Zoom 101 -- 13
2020 Annual Report – Parks and Recreation Page 92
COMMUNICATIONS
The Buckham Bulletin & Other Newsletters Since 1998, the Buckham Bulletin has been the official city newspaper promoting the city of Faribault and serves as the main information vehicle to advertise Parks and Recreation information. Other Buckham Center agencies included in the Buckham Bulletin are: Buckham West, Buckham Library, River Bend Nature Center, Paradise Art Center, and many smaller area nonprofits. The 20-page newsletter is created quarterly and is mailed to everyone in the Faribault School District boundary. The current publication is printed primarily in black and white, with the covers and inside cover pages being printed in color. This year, due to the pandemic and the uncertainty for holding events due to guidelines, we opted to move forward with a monthly activity guide - solely on our website. This digital flier allowed us to adapt and tweak activities as guidelines allowed, while also communicating with our patrons through social media channels.
The Youthlink Newsletter is published every other month and consists of information pulled primarily from the Buckham Bulletin. This has proved to be a great promotional tool to deliver sports and recreation information from the department to children in the community. The department distributes the newsletter to grades K-6 in the public and private school systems. This has resulted in additional quarterly registrations. Similar to the Buckham Bulletin, we had to turn toward a digital flier for the School System to share with students.
Printed materials including brochures, fliers, and posters are designed and printed to help promote the Faribault Family Aquatic Center, the White Sands Dog Park, and many other events and activities. Most materials supporting Faribault Heritage Days come from the Parks and Recreation office as well.
Websites and Social Media A variety of information from the Buckham Bulletin and other printed materials from the department are available as PDF’s on the City of Faribault website. In 2019, full responsibility for the City website and all social media pages was assumed. Then, in 2020, with the pandemic consuming our daily lives, much of our typical promotional work turned towards COVID-related communications. This included large-scale changes to most City department website, with ongoing changes being implemented nearly weekly. All of our social media campaigns also moved to COVID-19-related topics.
Digital Billboard Public service announcements in the form of electronic billboard advertisements are designed by Parks and Recreation. The department is in charge of coordinating the number of requests and filtering out questionable and inappropriate requests. The billboard provides a great way in which to promote events and activities for the community.
Photography Photographs of Faribault events and activities are taken by Parks and Recreation and are published in the Buckham Bulletin and other newsletters. A photo database stocked with Faribault-area images is available for use by all city departments upon request.
2020 Annual Report – Parks and Recreation Page 93
AQUATICS Parks and Recreation Department
PRIMARY SERVICES Under the direction of the Parks and Recreation Director, the primary services provided by this division are full operation of both the Community Center Pool, the Faribault Family Aquatic Center and Pickleball. Primary services at the pools include; swim lessons, water aerobics, lap swim, open swim, log rolling, inflatables, private swim lessons, concession stand, facility chemical and equipment operation/ maintenance, and special events/ rentals and many other events, like the Muddy Mile, Kids triathlon and outdoor movies. Pickleball services include scheduling of facilities, equipment maintenance, stocking of supplies, and organizing clinics and tournaments for the fastest growing senior sport in the country.
STAFFING
Full-time Staff (Listed under Parks and Recreation Administration)
Seasonal Staff: • 0 employees (March – May) • 30 employees (May-December)
Indoor Pool Numbers 2019 2020 Water Exercise 14,815 6,874 Swim Lessons 663 318 Open swim 2,895 1,128 Lap swim 7,597 4,600 Rentals 1,761 800 In-service 250 125 Totals 27,559 13,845
Faribault Family Aquatic Center Revenues ($) 2019 2020 Admissions 103,780.28 Closed due to COVID Concessions 50,066.37 Closed due to COVID Scholarship Funds 1,777.5 Closed due to COVID Misc. 2,850.00 Closed due to COVID Total 158,474.15 Closed due to COVID
2020 Annual Report – Parks and Recreation Page 94
Faribault Family Aquatic Center Expenses ($) 2019 2020 Personnel 188,609.96 15,438.99 Supplies 48,270.63 3,720.48 Others Services & Charges 47,364.20 27,216.43 Total 284,244.79 61,045.33 Old Tickets Used 6,228 Closed due to COVID Faribault Family Aquatic Center Numbers 2019 2020 74 Days of Operation (55 full days, 19 Closed due to COVID partial) Daily Admissions 9,285 Closed due to COVID Season Pass Holders 544 Closed due to COVID Total Participation 22,356 Closed due to COVID
Faribault Family Aquatic Center Weather Report - 2019 Month Mean Temperature Rain (Inches) June Closed due to COVID Closed due to COVID July Closed due to COVID Closed due to COVID August Closed due to COVID Closed due to COVID
Enrichment Classes Participation 2019 2020 Babysitter Training 62 18 Red Cross CPR First Aid 8 0 (COVID) Red Cross CPR -- 0 (COVID) SCUBA 2 0 (COVID)
Pickleball Participation 2019 2020 Pickleball Daily Fee 289 293 Pickleball Membership Check-Ins 2,347 678
2020 Annual Report – Parks and Recreation Page 95
PARKS MAINTENANCE DIVISION Parks and Recreation Department
PRIMARY SERVICES Under the direction of the Parks and Recreation Director, the primary services provided by this division are:
• All maintenance for parks and open spaces • Provide ballfield maintenance and preparation • Provide snow removal services • Provide holiday decorations • Provide oversight to soccer complex, aquatic center • Provide maintenance assistance on facilities • Provide picnic shelters, outdoor ice rinks
STAFFING
Full-time Staff (Listed under Parks & Rec. Administration) Seasonal Staff: • 6 employees (May-September)
HIGHLIGHTS and ACTIVITIES Major Projects or Improvements (2020) 1. Meadows Park was completed. This included a playground, double pickle ball courts, a smaller picnic shelter and a trail through the Park. 2. Construction at Bell Field was completed. Deteriorated block and brick were replaced. New windows were installed. The upper grade beam was replaced along with new railing and fencing. Grandstand railing was reworked and lowered. The facility exterior was painted and new signage was attached. The press box was re-stuccoed. The concession stand window and awning were replaced. The outfield fence was also replaced. 3. A new block electrical building was constructed at Bellfield. This houses a large transformer, electrical panels, ballfield light switches and irrigation controls. 4. A new picnic shelter, #4, was constructed at North Alexander Park. This now has running water and a food court. 5. Windsor Park’s playground was replaced with a new one. This is now ADA accessible. New trail was also added within the park. 6. The middle school culvert/bridge area on our trail system was replaced. 7. Construction of the new Downtown Riverfront Park is well underway. 8. Additional Parking was added in North Alexander Park by widening the road and going from parallel parking to vertical. 9. Lighting in the Nature Center tunnel (backside of Tee-Pee Tonka Park) was completed. 10. The basketball courts at North Alexander and Forest Parks were painted and striped. The pickle ball courts at Windsor and Meadows Park were also painted and striped. 11. Eighty new trees were planted. Sixty-two of these went into the Parks system and eighteen went into our City boulevards. 12. Hwy #60 (4th Street) was reconstructed. This included all new street poles. All new hardware including flower basket hangers, banner brackets and snowflake brackets had to be installed. 13. Additional banners were added along City streets.
2020 Annual Report – Parks and Recreation Page 96
Parks Department Continuing Education (2020) 1. All employees attended an underground utility conference put on by Gopher State One Call. 2. All full-time and seasonal employees had appropriate monthly safety trainings. 3. Keith Walker, Dustin, Mike, Keith Schirmer, & Matt were relicensed as MN. DNR tree Inspectors. 4. Matt Valentyn obtained his Class-B commercial driver’s license. 5. Dustin Heiderscheidt & Keith Walker attended a recertification workshop for their pesticide applicators license. 6. Keith W., Dustin, Mike, Keith S. and Matt attended an electrical recertification course.
Goals for 2021 1. Continued construction/completion of the Downtown Riverfront Park. 2. Eliminate the old gravel lot by field #2 North Alex and put into a turf area. 3. Start construction of Prairie Park. This would include grading, trail construction and a playground. 4. Replace the roof on Father Slevin park shelter with steel. Cover gable ends, soffit and fascia with steel. Upgraded electrical panel and lighting. 5. Wapacuta restroom facility to get a new steel roof. 6. Construct a basketball court at Wapacuta Park. 7. Continue the trail at Heritage Bluff south past the viaduct and into Tee-Pee Tonka Park. 8. Construct an area with outdoor fitness equipment. 9. Continue the fence by the west gate in Tee-Pee Park down to the archery range. Construct a small parking lot by the archery range. Add a shelter into the park. 10. Construct a shelter over the starting area in the BMX track. 11. Resurface the parking lots at Father Slevin and Two Rivers Parks. 12. Replace the playground equipment at Wapacuta Park. 13. Strive to provide and maintain beautiful parks, picnic facilities, trails, and ballfields that can be enjoyed safely by all. 14. Finish construction of the elevated shooting platform at the archery range. 15. Continue to work on bringing all playground areas up to the standards set forth by the NRPA with additional equipment. 16. Continue with ongoing training and education courses in park related subjects. 17. Continued tree plantings of various species within the parks system. 18. Add additional corn hole games into our Parks and look at other such like games as possible amenities to the parks. 19. Continued trail improvements. Seal coatings, crack filling and overlays as needed. 20. Continual planning for the Park’s master plan and implementations where possible. 21. Try to maintain with the infestation of EAB.
2020 Annual Report – Parks and Recreation Page 97
WORKLOAD DATA
Park Maintenance 2019 2020 Parks Maintained 44 46 Acres Maintained 386 390 Acres Mowed 318 322 Mowing Hours 2,243 2,479 Trimming Hours 472 427 Fertilized Acres 132 148 Broad-leaf Spraying (Acres) 66 101 Over-seeding (Acres) 32 27 Leaf mulching (Acres) 83 62 Boulevard Sweeping (Blocks) 25 25 Aeration (Acres) 44 67 Irrigation Systems serviced 7 7
Athletic Field Maintenance 2019 2020 Drag and Line Preparation Hours 513 473 100.24 tons Ag Lime Applied – North Alexander 50 tons (Bell Field warning track) 65 tons Ag Lime Applied – Teepee Tonka -- (3 separate floods)
2018/19 2019/2020 Outdoor Ice Rink Maintenance Dec 10 to March 11 Dec. 16-March 2
Man Hours 263 289 Hockey Rinks Maintained 2 2 General Rinks Maintained 2 (includes Crooked Pint) 2 (includes Crooked Pint)
Warming Houses 1 1 Water for Base (gallons) 42,000 84,000 Water for Resurfacing (gallons) 102,000 78,000
Other Maintenance 2019 2020 Trash/Garbage Disposal 343 378 Playgrounds Maintained 19 20
100 320 Engineered Wood Fiber Applied (Batchelder and Kinder) (Meadows and Windsor)
Snow Removal/Ice Control 2019 2020
Man Hours 1,382 1,167
2020 Annual Report – Parks and Recreation Page 98
Areas Maintained 2019 2020 Alleys 18 18
Sidewalk (Blocks) 86 87 Walk Trails (Miles) 8 8 Parking Lots 27 27 Sets of Steps 5 5
Seasonal Decorations/Banners 2019 2020*
Man Hours 412 573 Pole Units 202 199 Snow Flakes 83 85 Garland Pole Wraps 84 95 Christmas Banners 57 57 Angel Display 1 1 Manger Display 1 1 Radiant Star Display 1 1 Central Twinkle Lights 18 trees 18 trees Wreaths 4 4 *2020 totals don’t include Division Street, which was under construction
Tree Work 2019 2020
Man Hours 374 466
Larger Trees Planted in Parks 61 62 Larger Trees Planted in Boulevard -- 18 Young Trees Pruned 62 93
Mature Trees Trimmed 86 117
Mature Trees Removed 66 30 Tree Watering (gallons) 16,000 24,000
Special Event Assistance 2020 (in hours) Car Cruise 2
Relay For Life 3 Pet Parade 2 Bashers Vikings/Packers event 5
Nature Center Ramble Week 2
Total 14
2020 Annual Report – Parks and Recreation Page 99
New Maintenance Equipment
2020 Toro 5910- 16 Foot Mower
2020 Toro 72” Mower
Major Projects
Bell Field Renovations
Windsor Park New Playground
Meadows Park Playground/Shelter
Shelter # 4 North Alexander Park
2020 Annual Report – Parks and Recreation Page 100
Bell Field Electrical Building
2020 Annual Report – Parks and Recreation Page 101
This page left intentionally blank.
2020 Annual Report – Parks and Recreation Page 102
BUCKHAM MEMORIAL LIBRARY Library Services Department
PRIMARY SERVICES Under the direction of the Library and Communications Director, the primary services provided by this department are:
• Circulation and Online Resources • Interlibrary Loan • Technical Services • Reference and Information • Technology and Makerspace • Adult Services • Children’s and Youth Services • Outreach
Buckham Memorial Library strives to educate, inform, enrich, and empower every person in our community by creating and promoting easy access to a vast array of ideas and information, and by supporting an informed citizenry, life-long education, and love of reading. An ambitious team of professional librarians, trained technicians and support staff are dedicated to helping our customers obtain the information and services they need.
HIGHLIGHTS and ACTIVITIES
• Painting and Flooring Projects Completed Both the painting and the floor projects were completed by the middle of January. Repairs were made to the Great Hall roof on January 3rd and the painters were able to finish up that area the next week. The projects were completed when the flooring installers completed tile work in the elevator and the connecting hallway on January 16th.
• Sandra Thomas Estate On April 14th, the SELCO Foundation received a generous bequest of $99,158.56 from the Sandra J. Thomas estate for the benefit of Buckham Memorial Library. Later in the year, $18,585 was used from this bequest to pay for expenses related to the first phase of the Library Plaza Project. The Friends of Buckham Memorial Library also received approximately $28,000 from the Sandra J. Thomas estate.
• New Streaming Resource A new online streaming service, Hoopla, was launched on May 7th. With Hoopla, patrons are able to use more online content including video, music, eAudiobooks, eBooks and comic books. Faribault residents can use their library card to access Hoopla through the library’s website.
• Library Plaza Project After years of dreaming and planning, the Friends of Buckham Memorial Library began developing the area near the old main entrance of the Library. The Friends’ goal for the plaza is to transform the space
2020 Annual Report – Buckham Memorial Library Page 103
into an engaging, inclusive and accessible area that can be used to bring the community together to enjoy the Library’s resources outdoors. The Friends hired Perkins + Will to create design concepts and construction plans for Phase 1 of the project. The first phase of the project includes: o Additional green space o Doubling the current plaza area o A ramp on the west side of the plaza o Social step seating areas o New steps in the center of the extended plaza echoing the historic steps o An electric panel, charging outlets, USB ports and lighting o Additional trees and landscaping Most of the work for Phase 1 was completed in 2020 with some finishing work, installation of lamp posts and plantings to be completed by May of 2021. In addition to paying for the design concepts and construction plans, the Friends of Buckham Memorial Library donated $238,100 for construction expenses.
• Parking Lot Upgrade and Expansion Construction on the Library’s east parking lot began on September 8th. An archeologist was on-site observing during excavation. Parking areas on the Willow Street side of the building were leveled creating two tiers for parking. In conjunction with the Division Street reconstruction project, the expansion of the parking lot increases the available public on- and off-street parking by 10 spaces when compared to the available public parking prior to the Hillside Apartment project.
2020 Annual Report – Buckham Memorial Library Page 104
• Story Walk on Central Avenue The Library’s Story Walk on Central Avenue has been installed and the first book, Eric Carle’s From Head to Toe has been placed in the enclosures. Four more enclosures for the Story Walk will be installed after construction is completed on the first block of Central Avenue in the spring of 2021. A big thank you goes to Public Works, Engineering and Economic and Community Development for helping make this project happen.
• Library Friends Sponsor Historic Buckham Bench The Friends of Buckham Memorial Library sponsored one of the Faribault Area Chamber of Commerce Historic Benches and Friends members attended the August 20th ribbon cutting event. After the main ribbon cutting ceremony for the project, Friends Board Member Micki O’Flynn, Friends President Kathy Sandberg and Library Director Delane James had a mini ribbon cutting for the Buckham Bench which was sponsored by the Friends.
• COVID-19 Pandemic Every aspect of the Library’s work was impacted during the global COVID-19 pandemic, from the services provided to service delivery models to workflows to policies and procedures. Below is a timeline that summarizes those impacts.
Pandemic Response Timeline
•Library closes to the public. •Staff pilot curbside pickup but the service is discontinued after one week due to social distancing March 16, concerns. 2020
•Book return closes after first confirmed Rice County case is reported. March 19, •No overdue fines accrue on materials. 2020
•Virtual programming begins using Zoom, Facebook Live, Facebook Video, and YouTube. March 26, 2020
2020 Annual Report – Buckham Memorial Library Page 105
•Reduced library staff worked mostly remotely and took turns reporting to the library to check the facility and process mail and bills. March 30, •Electronic library cards and electronic reference launched 2020 .
•The Library Advisory Board started meeting on Zoom. •5 Library Receptionists placed on furlough. Soon after the library’s closure in March, 9 part-time April 13, (13 hour/per week) staff members were told not to report due to lack of work. 2020
•No-contact Curbside Pickup launched. May 6, 2020
•New online streaming service, Hoopla, launched. •Hoopla content includes video, music, eAudiobooks, eBooks and comic books. May 7, 2020
•Summer Library Program launched. •All performances and the reading part of the program are offered virtually. June 5, 2020
•Outdoor book return opened. •All returned materials are quarantined and cleaned. June 8, 2020
2020 Annual Report – Buckham Memorial Library Page 106
•Library begins offering 30 minute browsing appointments. June 22, 2020
•Interlibrary loan and regional delivery resumes. •SELCO suspends ILL and delivery on July 15th due to a staff related COVID-19 case. July 13, 2020 •SELCO resumes regional ILL and delivery on July 21st.
•Touchless screen installed on library's self-checkout system. August 14, 2020
•Lobby pickup launched. October 15, 2020
•Browsing appointment times are extended and the number of appointments is increased. October 19, •Walk up appointments offered. 2020
•Library closes to the public. •Browsing appointments suspended. Lobby Pickup and other services continue. November 16,2020 •14 part-time staff are furloughed or told not to report due to lack of work.
2020 Annual Report – Buckham Memorial Library Page 107
BUCKHAM MEMORIAL LIBRARY STRATEGIC PLAN 2019-2022
The COVID-19 Global Pandemic impacted all library operations from March 2020 through the end of the year. Because of this, the Library Advisory Board is re-evaluating and updating the current strategic plan in 2021 and extended the plan to include 2022.
Community Outreach Focus Area Goal: The Library actively engages the community to improve and strengthen library services Objectives: 1. Expand community partnerships 2. Reduce barriers to library usage 3. Explore ways to provide library services in the community outside of the library building
Building & Grounds Focus Area Goal: The library is an attractive and welcoming space for the community Objectives: 1. Maximize potential patron use of the library interior 2. Upgrade library exterior and interior infrastructure according to the City of Faribault’s Capital Improvement Plan (CIP) 3. Plan for future improvements of the library building and grounds 4. Ensure that the library building and grounds are welcoming to all
Programming Focus Area Goal: Library programs reflect and respond to community needs Objectives: 1. Provide learning opportunities that improve patron technology skills 2. Provide opportunities for cultural and generational interaction in a learning environment 3. Cultivate program offerings to meet varied ages and interests
Resources Focus Area Goal: Library resources meet diverse community needs and interests Objectives: 1. Enrich collection offerings 2. Expand alternative collection offerings
Staffing Focus Area Goal: Library staff have the knowledge and skills to meet community needs Objectives: 1. Grow a diverse library staff 2. Establish staff development and training based on necessary skills and competencies
2020 Annual Report – Buckham Memorial Library Page 108
Communication Focus Area Goal: The community is aware of, and actively provides input on library services Objectives: 1. Effectively promote library services 2. Establish the Library as critical community asset 3. Proactively seek input from the community on library service
2020 STRATEGIC PLAN IMPLEMENTATION TASKS REPORT
Due to the pandemic, many of the following implementation tasks were unable to be carried out as scheduled and will be carried forward.
1. Review community businesses and organizations to find new avenues for collaboration while avoiding duplication of effort • During the first several months of the pandemic, the library partnered with Faribault Public Schools and Faribault Youth Investment to host buses that delivered food to school children and community members. • The library began a new partnership with Big Brothers/ Big Sisters
2. Review library policies and procedures to identify areas that are a barrier to library access • Although policies and procedures were not officially reviewed, every policy and procedure temporarily changed and evolved during the pandemic. A barrier that was brought to light during this time was unpaid overdue fines on patron accounts that block access to materials and services. During the pandemic, overdue fines were not charged and the library made sure all patrons could use their library cards to access online resources regardless of their account status.
3. Incorporate the theme “Welcome to your Library” into current and new community events • This task will be brought forward.
4. Investigate the creation of gathering and learning spaces throughout the community • This task will be moved forward but much work was done in 2020 to create a gathering/learning space on library grounds with the expansion and near completion of the first phase of the Library Plaza Project.
5. Explore installation of a drive-thru book return • This project is currently included the Capital Improvement Plan for 2022.
6. Convene a community conversation on the impact of religious items on library property
2020 Annual Report – Buckham Memorial Library Page 109
• This task will be brought forward.
7. Evaluate current one-on-one assistance by appointment service • The original intent of this task was to evaluate appointments that patrons set up for one-on-one technology assistance. During the pandemic, this service was not able to continue face-to-face. However, Information Staff members were able to help numerous patrons learn about the library’s many online resources via phone, email, informative videos and at the Information Desks.
8. Evaluate expansion of Maker Space programming and equipment • This task will be brought forward and re-evaluated when it is safe to do in-person programming. • In the first 2 ½ months before the pandemic, more youth programming was happening in the Maker Space including coding, robotics, Lego, and paper crafting. Staff had been preparing to launch virtual reality and 3D printing programming before these were interrupted by the pandemic. Adult programming was going strong in the Maker Space the first months of 2020 and included Boomerang Bags sewing bees, paper crafting, gardening and ukulele resource classes and jam sessions. • Staff were able to offer a variety of online Maker Space programming including gardening, sewing, paper crafting, technology, 3D printing, ukulele instruction and online jam sessions. • Staff created take-and-make options for curbside and lobby pickup including gardening, paper crafting, 3D printing and ukulele.
9. Explore ways to introduce & educate patrons on new technologies • This task will be brought forward. • Staff started a Vlog to follow and educate patrons on the process of 3D printing. • Staff created an instructional video on how to use the library’s online resources.
10. Expand programming for tweens and teens • Staff were in the process of expanding programming for these age groups with coding club, robotics and Lego programming early in the year.
2020 Annual Report – Buckham Memorial Library Page 110
11. Grow “new adult” programming • The online 3D printing programming and Vlog were targeted towards this age group. • Virtual Reality programing that is in development is also targeted towards this group
12. Assess accessibility of current library technology • Early in 2020, communications staff held a training for other City staff on how to make documents posted to the City’s website ADA compliant. • This task will be brought forward.
13. Review current hiring practices • In 2020, the City began using NeoGov online recruitment platform. As positions opened throughout the year, the library utilized this platform. The library will continue to utilize features of this software as the City rolls them out. • This task with be brought forward and library staff will collaborate with human resources staff as hiring practices are reviewed.
14. Work with leaders of diverse communities to identify and recruit potential library staff members • This work began in collaboration with the Faribault Diversity Coalition in 2019. • This task will be brought forward collaborating with new and existing partners.
15. Review necessary skills and core competencies required for each staff position • In 2020, many new skills were learned quickly by all library staff in an effort to meet current needs as the pandemic progress. • This task will be brought forward as library services stabilize.
2020 Annual Report – Buckham Memorial Library Page 111
STAFF
Library & Communications Director Delane James, MLS (2003) Public Services Librarian Allyn McColley, MLIS (1996) Children’s Librarian Deni Buendorf, MLIS (2013) Library Technicians Linda Hanson (2001), Bob Latchaw (2019) Lisa Reuvers (1995), Annette Schwartz (1998) Library Receptionists Marlene Sammon (1993), Paula Hildebrandt (1999), Julie Bruessel (2012), Derek Herauf (2014), Lisa Stadler (2017) Circulation Aides Cassidy Busch (2017), Caitlin Boran (2018), Bailey Peterson (2019), Cora Showers (2020) Processor/Mending Aide Linda Turgeon (2018) Pages Brenda Neuman (2002), Alex Seeger (2020), Teagan Watkins (2020), Katie Johannsen (2020)
Total Full-Time Equivalent Library Staff 11.54
2020 Library Advisory Board: Travis Davidson, Chair, Jayne Spooner, Vice Chair, Melissa Kuhl, Crystal Bauer, Keri Simon, Isabell O’Connor, Nevaeh Weeg, Student Board Member SELCO Board Representative: Jayne Spooner
2020 Friends of Buckham Memorial Library Board: Kathy Sandberg, President, Mary Kubes, Vice President, Greg Thibodeau, Treasurer/Secretary, Stephanie Tywater-Christiansen, Elizabeth Daniels, Micki O’Flynn, Pat Raftery, Sue LeMieux, Bethany Schweisthal, Shari VanDerVeen, Brianna Bauernfeind
WORKLOAD DATA
2020 Annual Report – Buckham Memorial Library Page 112
2018 2019 2020
Total Library Circulation (# Items) 159,894 160,404 79,727 Physical Circulation-Faribault City 95,635 88,287 34,731 Physical Circulation-Rural Rice County 36,850 33,778 15,613 Physical Circulation-Outside Rice County 9,721 17,895 5,000 Digital Circulation 17,688 20,444 24,383 Interlibrary Loan (# Items) 27,477 27,902 16,286 Reference Questions 12,359 12,310 9,627 Internet Use (# People) 15,877 13,440 2,622 Public Wireless Use (# Sessions) 14,567 16,194 5,125 Program Attendance (# People) 18,465 20,536 23,114 Visits 147,461 139,393 35,148 Active Borrowers 19,760 18,426 16,171
2020 Annual Report – Buckham Memorial Library Page 113
ADDITIONAL SERVICE DATA RELATED TO THE COVID-19 PANDEMIC
No-Contact Curbside Pickup and Lobby Pickup • The library piloted curbside pickup the week of March 16th but was discontinued after one week due to social distancing concerns for patrons and staff. (No statistics are available for that week.) • The library launched No-Contact Curbside Pickup up on May 6th. • The library introduced Lobby Pickup on October 15th.
Month Number of Pickups May 64 June 144 July 214 August 218 September 237 October 300 November 566 December 795 Total 2020 Curbside & Lobby Pickups 2,538
Browsing Appointments • Browsing Appointments (Browse & Go) launched on June 22nd. • Browsing Appointments were suspended on November 16th when the library closed to the public a second time.
Month Number of Appointments June 128 July 506 August 618 September 486 October 458 November 252 Total 2020 Browsing Appointments 2,448
2020 Annual Report – Buckham Memorial Library Page 114
Circulation and Online Resources
In 2020:
• 11,753 borrowers lived inside the Faribault city limits. • 3,372 borrowers lived in rural Rice County, Northfield and Lonsdale. • 1,046 borrowers lived in other parts of Minnesota (mostly in Steele, Le Sueur, Hennepin, Dakota and Goodhue Counties) • 34,731 physical items were checked out by Faribault residents. • 15,613 physical items were checked out by rural Rice County, Northfield and Lonsdale residents. • 5,000 physical items were checked out by borrowers living outside of Rice County.
In addition to physical items checked out, borrowers checked out and downloaded online materials including eBooks, eAudiobooks, interactive picture books, and digital magazines. The Library also offers online language learning software, live online homework help and live online career assistance.
Interlibrary Loan
As part of the SELCO Regional Library System, Buckham Memorial Library loans to and borrows from other libraries in the region. If an item is not available in the SELCO system, requests can be placed at other libraries within the state through the MNLink Gateway. In 2020, our patrons borrowed 413 items outside of the SELCO region. The Library loaned 594 items to borrowers outside our system. Buckham Memorial Library participates in the Minnesota Reciprocal Borrowing Compact, which allows borrowers to use their library cards at any other participating library in the state.
Reference and Information
Questions come to the Information Desk and the Children’s and Youth Information Desk via email, telephone, mail and in person. In 2020, a good deal of reference work was performed via email, online form and over the phone. Most frequently, patrons request assistance with technology and placing holds on library materials. Information staff also assist patrons in using the Library’s microfilm reader to access local newspapers and census records dating back to 1856. In 2020, staff performed 19 research requests related to genealogy and historical newspaper articles from people living outside of Minnesota.
2020 Annual Report – Buckham Memorial Library Page 115
Technical Services
Technical Services is responsible for maintaining the library’s collection including collection development, acquisitions, cataloging and inventory control.
In 2020:
• The Library’s physical collection contained 92,265 items including 77,625 books, 1,509 periodicals, 43 pieces of equipment and 13,088 audiovisual items. • The library also maintained 175 magazine subscriptions and 10 newspaper subscriptions. • Staff ordered, cataloged and processed 7,081 new books, DVDs, music CDs, audiobooks, magazines and other materials. • Staff began an inventory of the Library’s collection.
The Library also offers online resources that are available at the Library or from the Library’s website. These resources include searchable full text newspapers and magazine articles, encyclopedias, animated picture books, and resources for readers, genealogists, job seekers and students of all ages.
Technology and Makerspace
The Library has a total of 30 public Internet computer stations. The Library is a free wireless hotspot with access on each of the Library’s three floors. Early in the pandemic, SELCO boosted the library’s WIFI signal to reach farther into the park lot and the grounds surrounding the library. The Library has 10 iPads for in library public use.
The Library’s Makerspace equipment includes laptop computers, iPads, 3D printers, coding robots, virtual reality systems, sewing machines, a vinyl cutter, a laser engraver, ukuleles and a piano.
2020 Annual Report – Buckham Memorial Library Page 116
Adult Services
In 2020, the Library offered a variety of educational opportunities for adults. After March 16, all adult programs were delivered online or remotely. Total participation for Adult programming was 10,025 at 433 programs.
Program Type # of Programs Participants Electronic Literacy Programs 215 215 Facilitate Book Groups 2 18 Adult Education 2 16 Adult Reading Program Registrations 4 415 Adult Reading Program Prizes Given 1 588 Library Programs 127 8,674 Tours 1 1 Community School 2 18 3D Printing Instruction 61 61 Obit/Research Service 18 19 Total 433 10,025
2020 Annual Report – Buckham Memorial Library Page 117
Children’s and Youth Services
In 2020, the library offered 275 educational programs for young people and their families with a total of 13,089 participants. After March 16, all children’s and youth programs were delivered online or remotely.
Program Type # of Programs Participants Average Baby Bags Distributed 1 50 50 B&B and P&P Mixer 1 6 6 Books & Brownies 7 34 4.86 Coding Club 5 44 8.80 Groups, Tours & Library Visits (includes First Grade 13 299 23 Visits) Other Programs 15 157 10.47 Outreach/Visits to Schools/ Presentations 8 1,246 155.75 Pizza and Pages 7 34 4.86 Professional Development workshops & conferences 1 35 35 Storytime 146 9,460 64.79 Summer Performer Programs 12 896 74.67 Summer Reading Sign-up 4 200 50 Summer Reading Prizes Given 6 115 19.17 Teen Advisory Board (TAB) 14 79 5.64 The Weekly Read 34 408 12 Youth & Family Movies 1 26 26 Total 275 13,089 47.60
Outreach
Outreach includes delivery and programs to care facilities and other institutions such as the Minnesota Correctional Facility and the Rice County Jail. Also included in outreach are the scheduling and use of the Library’s meeting room and community collaborations.
In 2020: • 48 items were processed and 4 deliveries were made to 2 complexes (Pleasantview Estates and Milestone Senior Living) • The Library processed 206 requests for Minnesota Correctional Facility and Rice County Jail inmates. • The Library used the meeting room & the Makerspace 29 times for a total of 176 users. • The community used the meeting room 50 times for a total of 189 users.
2020 Annual Report – Buckham Memorial Library Page 118
Collaboration and Community Outreach The Library strives to reach people who may not be aware of the services the Library offers. In 2020, staff collaborated with many outside agencies to help serve our growing and diverse community. Some of the opportunities for outreach and organizations the Library collaborated with included:
A Touch of Magic Entertainment Graylyn “Brodini” Morris AVID (Faribault Middle School) Healthy Communities Initiative Big Brothers Big Sisters (BBBS) Jefferson Elementary School Cannon River Mobile Home Park The Jolly Pops Cannon River STEM School Kevin Strauss Cannon River Watershed Partnership Knollwood Courts Mobile Home Park City of Faribault Lincoln Elementary School Dazzling Dave McKinley Early Childhood Family Ed. Center District One Hospital Milestone Senior Living Divine Mercy Catholic School Minnesota Children’s Museum Evergreen Estates Minnesota Department of Education Fareway Foods Minnesota Library Association Faribault Community School National Eagle Center Faribault Daily News Nerstrand Elementary School Faribault Diversity Coalition Papa Murphy’s Pizza Faribault Education Center Pleasantview Estates Faribault Food Shelf Rice County Day Activity Center Faribault High School Rice County Chemical Health Coalition Faribault Lutheran School Rice County Public Health Faribault Middle School River Bend Nature Center Faribault Parks & Recreation Roosevelt Elementary School Faribault Senior Center – Buckham West Science Tellers Faribault Youth Investment Scholastic FCTV SELCO Four Seasons Apartment Complex Siama’s Music of the Congo Friends of Buckham Memorial Library State Library Services – MN Faribault Chamber of Commerce Tuey Wilson, Comic Stunt Juggler Godfather’s Pizza YALSA
2020 Annual Report – Buckham Memorial Library Page 119
Some notable collaborations took place during the pandemic including:
• Buckham Memorial Library became one of the pick-up locations for meals for students provided by the Faribault Public School District.
• The Library 3D printed 200 ear-savers for the staff at Allina District One Hospital Staff. The ear-savers can be used with DIY masks to help prevent irritation cause by elastic ear loops on the mask.
• Friends of Buckham Memorial Library donated reading incentives from previous summer library programs to Faribault Youth Investment for activity bags distributed through the Faribault Community School. Supplies for activity bags included educational activities, supplies, materials and lessons to help support learning for all ages.
• A collaboration of community partners distributing boxes of food for anyone in need in the east side of the Library’s parking lot for several months during the pandemic. The partners included Growing Up Healthy, the YMCA, Faribault Youth Investment, Faribault Community School, Hiawathaland Transit, Rice County United Way, Youthprise, and the BlueCross Blue Shield Foundation.
2020 Annual Report – Buckham Memorial Library Page 120
COMMUNICATIONS Library Services Department
PRIMARY SERVICES
Communications Services manages, assists, and administers the City’s webpage, social media and other communications channels, while also improving internal and external communications.
HIGHLIGHTS and ACTIVITIES
• ADA Website Staff Training On March 5th, staff members responsible for website document creation participated in a full-day accessibility training through the City’s website provider, CivicPlus. The training focused on changing presets and settings within PDFs and Word documents to ensure they meet full ADA standards before being uploaded on the website. • Pandemic Related Communications With the pandemic consuming our daily lives, much of communications staff’s typical promotional work turned towards COVID-related communications. This included large-scale changes to most City department webpages, with ongoing changes being implemented nearly weekly. All of the City’s social media campaigns also moved to COVID-19-related topics.
• City of Faribault Video Tour In partnership with CGI Communications, seven videos were created to showcase Faribault. The videos created include: Welcome, Economic Development, Education, Quality of Life, History, Tourism and Community Organizations. With an easily viewable interface on the official City website, the Video Tour encourages viewers to learn more about area attractions, quality of life and economic development opportunities Faribault has to offer.
2020 Annual Report – Buckham Memorial Library Page 121
WORKLOAD DATA
2018 2019 2020
Communication Team Meetings - 30 41
Staff Trainings - 2 1
Social Media Accounts Administered - 13 13 Social Media Following: City of Faribault Facebook Page Likes 912 1,452 1,805
Website Page Visits 215,236 235,612 272,262
Website Page Views 354,257 371,453 411,298
Website Unique Page Views 270,453 290,002 318,931
Website Downloads 797,749 1,162,240 607,384
Website Unique Downloads 643,193 941,754 463,016
STAFF
Brad Phenow, Communications Coordinator, Parks and Recreation Delane James, Library & Communications Director, Buckham Memorial Library
2020 Annual Report – Buckham Memorial Library Page 122
FINANCIAL ADMINISTRATION Finance Department
PRIMARY SERVICES The Finance Department conducts the City’s financial affairs in accordance with generally accepted accounting standards and Government Accounting Standards Board. This includes initiation of financial plans, review and implementation of internal controls, safeguarding assets and accounting of financial transactions. The Finance Department provides financial management for the City, Housing Redevelopment Authority (HRA), & Economic Development Authority (EDA) and oversees all financial activity. It is charged to protect and safely manage the assets of the City and to provide accurate, timely and complete financial information in an understandable and friendly manner to the public and staff. Under the direction of the Finance Director, the Finance Department provides financial support to the entire organization, including:
• Budget coordination • Insurance and risk management • Long-range financial planning • Accounts receivable • Capital improvement planning • Cash receipting • Fee schedule • Project accounting • Utility billing • Financial reporting • Utility rate analysis • Implementation of financial controls • Payment of claims • Grant administration • Payroll • Tax Increment Financing reporting • PERA and retirement administration • Tax levy administration • Cash and investment management • Federal, state, and local legal compliance • Debt management • Fiscal analysis • Special assessment management • Banking relations • Capital asset management
STAFFING • Jeanne Day, Finance Director • Gina Carlson, Administrative Assistant • Ann Remold, Accounting Supervisor • Danielle Fessel, Administrative Assistant • Jamie Walburn, Senior Accountant (Resigned in August 2020) (Hired November 2020) • Donna Braun, Payroll Benefit Specialist • Kim Lang, Accounting Technician (Shared-50% Finance/50% HR Administration) • Melissa Barnett, Accounting Technician
During 2020, several staffing changes occurred in the Finance Department. An Administrative Assistant position was not refilled following a resignation, and the other Administrative Assistant position that had been shared with the Fire Department was dedicated fulltime to Finance. The Department then re-created the Senior Accountant position the City had a few years ago, which was filled in November. In December, Melissa Barnett submitted her letter of resignation, which created a vacant Accounting Technician position to be filled in 2021. With all these changes, job responsibilities in the department were also shifted between positions and are currently being evaluated for their effectiveness. Training and a learning curve are where the department is as a whole and the stability of long-term employees have been a stronghold for the department.
HIGHLIGHTS and ACTIVITIES Long-Term Financial Management Plan In 2020, the Long-Term Financial Management Plan became part of the annual budget process. This Plan is intended to serve as a guide for the on-going financial management for the City. The Plan contains proposed 2020 Annual Report – Finance Page 123
strategies and identification of key factors and objectives to monitor with respect to the financial performance of the City’s Governmental Funds and Enterprise Funds. Information of projected property tax levy, fees, and charges needed to fund planned city services, capital improvements, and debt service is included. The Plan includes planned future capital improvements for 10 years, based on estimates made by Management for capital improvement project costs and the timing of projects.
While the specific timing of future improvements is uncertain, awareness of the projects and the funding required for each project are important when considering tax levy, rates for fees and charges, and level of reserves. Future development of property within the City may provide increased revenue from taxes and charges for services. This may include an increase in revenue to the Utilities with revenue coming from both development fees and usage fees. Future development will provide additional property value and opportunity for additional property tax revenue for City services.
The rate of future development and addition of new tax-payers and utility customers is a significant variable for the Plan and the projections within. Management will continue to monitor actual development that occurs against the anticipated rate of development assumed in the Plan and adjust assumptions. The rate of development will impact the projected revenues included in the Plan. Information on projected housing units and commercial/industrial square footage is included in the Plan.
Budget The City Charter requires the City Administrator to submit an annual budget to the City Council, which is a complete financial plan for all City funds and activities for the fiscal year. The Council is responsible for review, revision, and adoption of the budget and tax levy. The budget process and document is coordinated and compiled by the Finance Department with the focus on 2021 goals. The 2021 citywide budget is $48,476,945, compared to $61,603,458 in 2020. The major difference was capital projects, as well as a water treatment plant project in 2020. The 2021 City budget also included a net levy of $10,162,266, compared to $9,752,651 in 2020.
Capital Improvement Plan The 2021-2025 Capital Improvement Plan (CIP) was completed in conjunction with the budget process. The improvements and acquisitions proposed in the 5-year CIP can be amended as circumstances warrant. The CIP does provide a solid framework for allocating personnel and finances, while coordinating the activities of various departments. The cost estimates are indeed estimated and can be refined during the budget process, in feasibility studies, and bidding processes. The CIP includes capital equipment, facilities, park improvements, and infrastructure. There is also a financial analysis section which is a critical portion of the document. The 2021- 2025 CIP totals $14,458,530 for 2021, whereas the 2020-2024 CIP totaled $21,469,700 for 2020.
Bond Activity The City continues to draw on the Minnesota Public Facilities Authority General Obligation Water Revenue Note in the original aggregate principal amount of $10,205,719 for the construction of a water treatment plant. This is a 20-year loan agreement with an interest rate of 1.00%. The City has $32,178,550 in bonds outstanding as of December 31, 2020, in nine different issuances. Finance monitors the debt levels and bond ratings for the City in correlation with issuance and payment of debt. Continuing disclosure is reported annually as prescribed in the individual bond covenants and a Certificate of Outstanding Indebtedness is filed with the County annually.
Bond Rating Standard and Poor’s reaffirmed the City’s bond rating of AA. The rating reflects their assessment of the following factors:
2020 Annual Report – Finance Page 124
• Very strong management with strong financial policies and practices • Very strong budgetary flexibility, with a good available fund balance • Very strong liquidity with available cash for expenditures and debt service • Strong budgetary performance with an operating surplus • Strong debt and contingent liability position • Strong institutional framework score • Weak economy
This bond rating is analyzed with the issuance of new debt.
Government Finance Officer Association (GFOA) Certificate of Achievement Award 2018 The GFOA established the Certificate of Achievement for Excellence in Financial Reporting Program in 1945 to encourage and assist state and local governments to go beyond the minimum requirements of generally accepted accounting principles to prepare comprehensive annual financial reports that evidence the spirit of transparency and full disclosure and then to recognize individual governments that succeed in achieving that goal. This Certificate is the highest form of recognition in the area of governmental accounting and financial reporting, and its attainment represents a significant accomplishment by a government and its management. The City received the Certificate of Achievement for Excellence in Financial Reporting for 2018 and has applied again in 2020 for the 2019 Comprehensive Annual Financial Report (CAFR) and anticipates to submit the 2020 CAFR in 2021 as well. This award was first received in 1991 by the City of Faribault and has continued to be received annually. Only 140 entities in Minnesota received this award the year prior.
WORKLOAD DATA Utility Billing Over 7,500 accounts are billed monthly for the City’s utility services, including water, sanitary sewer and storm water. Totaling approximately $900,000 each month. 999 of these bills are sent electronically, 198 of these still receive a paper copy. The Finance Department also provides customer service, and telephone support answering billing questions, and assisting customers with issues related to their accounts. With the monthly billing, over 1,330 customers utilize direct debit. The department processes approximately 700 on-line bank payments per month which are converted to an electronic payment in order to assure that payments are received in a timely manner. This process allows Finance to import the payments directly from a file into the utility billing system without any data entry, which enhances efficiencies and accuracy. Credit card payments are offered through a third-party vendor. In October of 2020, an interactive voice response payment option over the phone was implemented starting with 25 payments and increased to 137 in December.
Utility Billing 2020 2019 2018 2017 Utility Bills - Paper 86,668 88,747 89,145 89,290 Utility Bills - Electronic 7,805 5,536 4,166 3,253 Utility Billing Revenue $10,600,113 $10,245,214 $10,018,830 $ 9,812,735 Mail, Drop Box & Counter Payments 36,336 40,927 41,978 43,900 On-Line Credit Card Payments 21,925 17,962 15,772 13,609 Direct ACH Payments 15,191 14,064 13,486 13,558 On-Line Bank Payments 7,952 8,079 8,144 8,440 Interactive Voice Response (IVR) Payments 250 NA NA NA
2020 Annual Report – Finance Page 125
Accounts Payable Finance oversees all City, HRA, & EDA payments. The City continues to expand use of Automated Clearing House (ACH) to make vendor payments. ACH is more secure and less costly to process than paper checks and saves time during bank reconciliation.
Accounts Payable 2020 2019 2018 Checks Issued 3,512 3,534 3,494 ACH Payments Processed 826 1,309 1,281 Total Invoices Processed 10,822 11,406 11,667 Claims Paid $37,583,603 $40,841,758 $27,331,379 Regular Check Runs 24 24 25 Special Check Runs 22 28 33 1099s Issued 313 117 118
Payroll Finance calculates and processes payroll for all the City’s full-time, part-time, and seasonal employees on a bi- weekly basis. Compensation follows the City’s five collective bargaining agreements as well as the non-union compensation plan. Payroll needs to also be processed in compliance with federal and state regulations, and administer withholdings and remit in accordance with the laws. Also, monthly, quarterly and annual reporting requirements for these various entities is completed in a compliant, timely, and accurate fashion.
Payroll 2020 2019 2018 Payroll ACHs Processed 5,944 6,853 6,831 Total Personnel Costs $15,339,930 $14,652,264 $13,483,778 Seasonal Employees Added/Inactivated 106 161 unavailable PAFs Processed 455 643 443 PERA Exceptions Issued 237 206 253 W-2s Issued 353 399 392
Accounts Receivable Finance oversees all invoices due to the City. All City, HRA, and EDA revenue is collected, coded, receipted, and deposited daily. The City also utilities ACH for direct debit of miscellaneous accounts receivable payments including hangar rents, liquor licenses, and COBRA payments.
Accounts Receivable 2020 2019 2018 Invoices Issued 1,193 951 1,106 Invoices Issued Value $ 174,318 $ 100,763 $ 78,030 ACH Invoices Processed 146 116 124 Outstanding Invoices # 48 113 35 Aged Invoices 30-60 days $ $ 4,413 $ 1,183 $ 301,188 Aged Invoices 60-90 days $ $ 2,937 $ 3,603 $ 180,797 Aged Invoices 90+ days $ $ 25,929 $ 22,403 $ 9,773
Banking and Investments
2020 Annual Report – Finance Page 126
The Finance Department is responsible for the City’s, cash and investment management for all funds including the component units of the EDA and HRA, as well as the agency of the Robinwood Manor Apartments. The City has adopted a detailed Investment Policy. City funds are invested to attain a market rate of interest while preserving and protecting the capital of the overall portfolio. Investments are made based on statutory constraints, in safe, low-risk investments. The primary objectives, in priority order, are safety, liquidity, and yield. The City uses a laddered approach to cash management and the portfolio is invested in a variety of maturity lengths to meet short term and longer-term cash flow needs. The investment decisions are made with consideration of the current investment market within the City’s Investment Policy. An annual investment report is written and an annual presentation to the Council the first work session in March is made in accordance with the City’s Investment Policy.
Summary Characteristics Par Value ($000): $ 45,549 Number of Investments: 95 Market Value ($000): $ 46,229 YTD Number of Acquisitions: 53 Average Coupon (%): 2.053% YTD Number of Maturities: 18 Unrealized Gain/(Loss) ($000): $ 679 YTD Number of Calls: 78 12 Month Cash Flow ($000) $ 21,327 YTD Interest Earnings ($000) $ 765 % of Portfolio Callable: 4.211% Average Weighted Yield: 2.053 Average Years: 2.956 3 Years Cash & Investments $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $-
2018 2019 2020
2020 Annual Report – Finance Page 127
20 Year Interest Earnings $1,600,000
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$- 2015 2016 2017 2018 2019 2020 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Special Assessments Special assessments are a valuable tool to cities in that the public improvement costs are assigned to benefitting properties. This reduces the burden on the property tax levy. These costs are amortized over a certain number of years based on the assessment type. Special assessments may also be used to recover unpaid receivables, nuisance abatements, and utilities. The Finance Department manages these assessments and affiliated reporting requirements.
Special Assessments 2020 2019 2018 Outstanding Assessment Rolls 45 43 42 Outstanding Parcels 1,074 1,077 1,025 Outstanding Assessments Value $2,173,862 $2,178,771 $2,065,051 Deferred Assessment Parcels 21 26 30 New Assessment Parcels 285 401 252 Prepaid Assessment Parcels 288 280 331 Special Assessment Searches 541 396 337
Capital Asset Management The CIP represents the framework for planning the preservation and expansion of infrastructure, facilities, equipment, and technology. Once a project has been completed or acquisition has been made, the assets needs to be recorded. Maintenance of capital asset records include tracking by class, type, acquisition costs, funding source, salvage value, useful life, as well as calculating and costing depreciation, all within a capital management system, as well as the City’s financial statements along with the HRA & EDA. As of January 2020, there were 7,415 assets valuing $165,081,563 recorded in various funds, compared to 7,336 assets valuing $157,272,221 January 2019.
2020 Annual Report – Finance Page 128
Capital Assets 2019 2018 2017 Capital Assets # 7,349 7,270 unavailable Capital Assets Value $ $ 252,371,421 $ 239,320,637 $ 233,258,726 Capital Assets Depreciation Value $ $ 89,258,576 $ 83,675,626 $ 82,508,302 New Assets # 62 unavailable unavailable New Assets $ $ 8,599,747 $ 12,018,671 $ 11,802,436 Disposed Assets # 67 unavailable unavailable Disposed Assets $ $ 7,170,184 $ 3,255,895 $ 7,036,699 Component Unit Capital Assets # 66 66 66 Component Unit Capital Assets $ $ 3,865,520 $ 3,452,802 $ 3,452,802 Component Unit CA Depreciation $ $ 1,896,802 $ 1,825,592 $ 1,445,886
Tax Increment Financing (TIF) The activity of the EDA’s tax increment projects is tracked and reported annually in accordance with state statute. There are currently six TIF Districts open in the EDA. Finance also calculates and maintains the bi- annual pay-as-you-go payments for the respective districts. The EDA certified two new TIF Districts in 2020. District 14-Straight River Apartments and District 15-Lofts at Evergreen Knoll.
Risk Management Finance is responsible for two areas of risk management through assessment of risk exposure and insurance coverage and renewals for Property, Automobile, and Liability, and Workers Compensation coverages. The League of Minnesota Cities Insurance Trust (LMCIT) provides coverage for the City. The LMCIT also provides coverage for Property, Automobile and Liability for the HRA and EDA as well.
Franchise Fees Charter Communications and Enventis Telcom Inc. have cable television franchises. The entire cable television franchise fees revenue is for General Fund purposes. A franchise fee on electric and gas utilities began January 1, 2006 per Ordinances 2005-20 and 2005-21. Ordinance 2018-09 established the 2019 & 2020 rates of a 10% increase each year. Lastly, the City charges an internal franchise fee to the Water and Sewer Funds. These Franchise Fees are not passed on to the customers and are implicit within the rate structure. Below are the 2020 Franchise Fees distributions. Economic Public Street Public General Park Dev. Works Imp. Facility 2020 Franchise Fees Fund Imp. Fund Total Projects Bond Fund Projects (101) (404) (240) (344) (401) (437) Cable Television $167,347 $ - $ - $ - $ - $ - $ 167,347 Electric & Gas Utilities $405,000 $ 100,000 $ 51,500 $ 75,000 $ 201,314 $ 87,000 $ 919,814 Water & Sewer Utilities $200,000 $ - $ 25,000 $ 50,000 $ - $ 25,000 $ 300,000 Total $772,347 $ 100,000 $ 76,500 $ 125,000 $ 201,314 $112,000 $1,387,161
2020 Annual Report – Finance Page 129
This page left intentionally blank.
2020 Annual Report – Finance Page 130
ENGINEERING SERVICES Engineering Department
PRIMARY SERVICES
The Engineering Department’s primary responsibility is the design and construction of capital improvement projects within the City, including streets, utilities, subdivisions, sidewalks, trails, and bridges. Staff works closely with the Public Works divisions, but also interacts with the remaining City departments, other governmental agencies, and the general public providing infrastructure information, reviewing proposed developments, determining standards to be applied, and providing other technical or support services as needed.
STAFFING
Tyler Quale joined the Engineering Department in July 2020 as an Engineering Technician III. This position was added in lieu of replacing the City’s Water Quality Specialist that was vacated in March 2020 due to a resignation. The addition of the third engineering technician has provided more department flexibility and increased productivity within the department. Jeff Lang was also promoted in July 2020 from a Tech II to Tech III.
Staffing for the department at the end of 2020 was as follows:
Mark DuChene Director of Engineering (City Engineer) Glenn Cunningham Engineering Supervisor Dale Drentlaw Engineering Technician III Jeff Lang Engineering Technician III Tyler Quale Engineering Technician III (Additional Technician added in July 2020) Tylor Schwarz GIS Coordinator Rebecca Smith Water Quality Specialist (Through March 2020, Position not Rehired) Theresa Manz Administrative Assistant (Public Works) Chase Ernste Summer Intern Austin Roemhildt Summer Intern
2020 Annual Report – Engineering Page 131
HIGHLIGHTS and ACTIVITIES
Division Street/Central Avenue Reconstruction and Buckham Center Parking Lot Improvements This project involved the complete reconstruction of Division Street from Willow Street/TH60 to 1st Avenue NE/NW as well as Central Avenue from Division Street to 1st Street NE/NW and the /expansion/reconstruction of the Buckham Library parking lot. This project included coordinating with the Library Plaza project to redevelop the Buckham Library parking lot to not only accommodate the library plaza expansion project but also included the closure of Park Place between the library and Peace Park to accommodate more off-street public parking. The combination of the expansion of the library parking lot and the reconfiguration of Division Street allowed for the increase in available public parking (both on-street and off-street) in the area to increase from 115 (prior to Hillside Apartments) to 145 parking stalls.
2020 Annual Report – Engineering Page 132
2020 2nd Street SE/SW Reconstruction & State Avenue Extension 2nd Street SE/SW from Willow Street to 1st Avenue NW was reconstructed in 2020. The project included full utility replacement and complete reconstruction of 2nd Street as well as the construction of a new extension of State Avenue from Division Street East to TH 60. This provides a more direct connection from TH 60 to the Allina DOH Hospital campus which relieves traffic on Division Street through a primarily residential neighborhood.
Heritage Park Second Addition Park Improvements As part of a redevelopment plan to improve the former public works site, a new park was planned and developed on the northern end of the redevelopment site. The proposed park development includes two new parking lot areas, concrete sidewalks, and planned spaces for a playground, picnic shelter/restroom building and access to the Straight River. This new park will support not only the proposed adjacent private development of a 110+ unit apartment building but also the broader downtown area and the City’s trail system serving as a quasi-trail head for the downtown area.
2020 Annual Report – Engineering Page 133
WORKLOAD DATA
2020 Construction Cost Summary Total - Carryover Projects $ 1,674,375 Total - 2020 Contracts Completed $ 3,067,120 Total - Contracts in Progress $ 1,192,500 Total Work Completed in 2020 $ 5,933,995
2020 Construction Quantities Summary
Street Improvements Reconstruction/ New Construction 3,935 LF 0.75 MI Overlay 14,800 LF 2.80 MI 2020 Totals 18,735 LF 3.55 MI
Watermain Construction 1,835 LF 0.35 MI Replacement 2,940 LF 0.56 MI 2020 Totals 4,775 LF 0.91 MI
Sanitary Sewer Construction 1,835 LF 0.35 MI Replacement 8,100 LF 1.53 MI 2020 Totals 9,935 LF 1.88 MI
Storm Sewer Construction 300 LF 0.05 MI Replacement 2,000 LF 0.38 MI 2020 Totals 2,300 LF 0.43 MI
2020 Annual Report – Engineering Page 134