HomeMy WebLinkAbout08-08-22-SWSAGENDA ITEMS
Lake Johanna Fire Department Long Range Planning Discussion
Dave Perrault, City Administrator
MEMO.PDF
ATTACHMENT A.PDF
ATTACHMENT B.PDF
THC Edibles Discussion
Julie Hanson, City Clerk
MEMO.PDF
COUNCIL/STAFF COMMENTS
ADJOURN
Mayor:
David Grant
Councilmembers:
Brenda Holden
Fran Holmes
Steve Scott
David Radziej
Special City Council
Work Session Agenda
August 8, 2022
Immediately following Regular
City Council Meeting
City Hall
Address:
1245 W Highway 96
Arden Hills MN 55112
Phone:
651 -792 -7800
Website :
www.cityofardenhills.org
City Vision
Arden Hills is a strong community that values its unique environmental setting, strong residential
neighborhoods, vital business community, well -maintained infrastructure, fiscal soundness, and our
long -standing tradition as a desirable City in which to live, work, and play.
CALL TO ORDER
1.
1.A.
Documents:
1.B.
Documents:
2.
Page 1 of 2
AGENDA ITEM – 1A
MEMORANDUM
DATE: August 8, 2022 TO: Honorable Mayor and City Councilmembers FROM: Dave Perrault, City Administrator SUBJECT: Lake Johanna Fire Department Long Range Planning Discussion
Budgeted Amount: Actual Amount: Funding Source:
N/A N/A N/A
For Council Consideration
The City Council received information regarding the Lake Johanna Fire Department’s Long Range
Plan at its July 11th, 2022 special work session, this is an opportunity to provide further direction to
Staff.
Background
Attachment A is the memo from the previous work session. It includes background information on
the plan, the fire department’s presentation and City implications. The fire department is primarily
looking for Council’s informal approval of proceeding with Option #2 should the department
receive the SAFER Grant. Should the department not receive the SAFER Grant, more discussion
will need to be had by both the fire department’s board of directors and the three City Councils.
Budget Impact
Attachment A has a thorough breakdown of budget impacts to the City. The two tables on page 2
of this memo show a high-level impact of the funding issues for the City. The first table represents
the spending impacts if we receive the SAFER Grant and begin construction of a new station in
2025. The second table shows the impacts if we do not receive the SAFER Grant, hire new
captains in 2024 and 2026, and begin construction of a new station in 2025. It should be noted that
the City has already been increasing its levy for Public Safety Capital to offset the $195,000
projected in 2025 and beyond for the new station, but no changes have been made for any future
additional staffing. Both tables show “unplanned spending” and one example of an incremental
increase to offset the Captains. It is worth noting that even if the new station were not pursued, the
$195,000 would still not be enough to cover the new captains. These tables are only the spending
needed to offset the new captains; Attachment B provides a more thorough analysis of the total fire
department impacts to the City including updated capital estimates. In either scenario, in 2030 the
Page 2 of 2
City would need to have a levy increase of approximately 19% over 2022 to pay for all fire
department costs.
Attachments
Attachment A: July 11th Memo to the City Council
Attachment B: Sources and Uses Tables
Cost Drivers 2023 2024 2025 2026 2027 2028 2029 2030
Operating Costs 757,809 795,699 835,484 877,259 921,122 967,178 1,015,537 1,066,313
Capital Costs 39,386 77,813 423,674 204,573 236,401 168,947 223,353 25,000
New Station Construction (2025)- - 195,000 195,000 195,000 195,000 195,000 195,000
New Captains - - - 260,000 267,800 275,834 284,109 292,632
Total 797,195 873,512 1,454,158 1,536,832 1,620,323 1,606,959 1,717,999 1,578,946
Unplanned Spending - - - 260,000 267,800 275,834 284,109 292,632
Incremental Levy Increase Over 7 Years 75,000 100,000 125,000 150,000 150,000 225,000 262,743 292,632
Cost Drivers 2023 2024 2025 2026 2027 2028 2029 2030
Operating Costs 757,809 795,699 835,484 877,259 921,122 967,178 1,015,537 1,066,313
Capital Costs 39,386 77,813 423,674 204,573 236,401 168,947 223,353 25,000
New Station Construction (2025)- - 195,000 195,000 195,000 195,000 195,000 195,000
New Captains - 122,500 126,175 260,000 267,800 275,834 284,109 292,632
Total 797,195 996,012 1,580,333 1,536,832 1,620,323 1,606,959 1,717,999 1,578,946
Unplanned Spending - 122,500 126,175 260,000 267,800 275,834 284,109 292,632
Incremental Levy Increase Over 7 Years 125,000 125,000 175,000 200,000 225,000 225,000 261,418 292,632
With SAFER Grant
Without SAFER Grant
Page 1 of 5
AGENDA ITEM – 1A
MEMORANDUM
DATE: July 11, 2022
TO: Honorable Mayor and City Councilmembers
FROM: Dave Perrault, City Administrator
SUBJECT: Lake Johanna Fire Department Long Range Planning Discussion
Budgeted Amount: Actual Amount: Funding Source:
N/A N/A N/A
For Council Consideration
Chief Boehlke will be present to give an overview of the fire department’s long range plan to the
City Council. One major item for Council to be aware of is should the department be awarded the
SAFER Grant, the board of directors would like to move quickly to accept the grant and begin
hiring additional full-time staff in late 2022.
Background
The Lake Johanna Fire Department, which serves the cities of Arden Hills, North Oaks, and
Shoreview, has been discussing their long range plan with its Board of Directors. The Board of
Directors is made up of City representatives and fire department personnel, there are a total of
seven voting members with Arden Hills having one vote, Shoreview having two votes, North Oaks
having one vote, and three members of the fire department having one vote each. In late 2021, the
fire department presented the board its long range plan, which stressed the need for additional
personnel. Three potential options were discussed, and will be explained in more detail. This
comes on the heels of the three cities and the fire department working together to acquire land in
Arden Hills for a new headquarters to serve the three cities. This memo will walk through current
operations, future staffing proposals, and the status of the new station.
Current Operations
The Lake Johanna Fire Department serves the three cities utilizing two 24/7 staffed stations located
in Shoreview (Station 140) and North Oaks (Station 120) and one day-time staffed station (Station
130) in Shoreview; Station 130 is not staffed 24/7, command and administrative staff will support
the other two stations as needed during normal office hours. The department operates with a Chief,
Assistant Chief, two Deputy Chiefs, and an Office Manager, the firefighters are made up of 84
part-time firefighters that work 24/7 duty crews. In 2021, the department responded to 4,050 calls
of which 1,178 were in Arden Hills, or 29 percent. The department’s average response time is
approximately 5 minutes and 38 seconds overall, with Arden Hills averaging 5 minutes and 54
seconds. The department’s biggest coverage gap is the north-eastern area of North Oaks and
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northern Shoreview. One point of discussion by the board was the types of calls the department
responds to, this largely revolved around medical calls. The department responds to all types of
medical calls (non-life threatening to emergency), the board voted not to consider changing their
call response matrix. The department’s 2021 Annual Report is attached for more background on
fire department operations.
The department has noted in their long range plan that calls for service are increasing
approximately 8.5 percent annually, and will likely continue to increase as development in the
three cities continues. In 2021, the department noted they had 580 instances of two calls occurring
at the same time, and 113 instances of three or more calls occurring at the same time. Also, in
2021, the department notes that 4.5 percent of their shift hours went unfilled, which equates to one
or two positions unfilled of the four to six personnel on duty.
Future Staffing
The department has reviewed its existing operations and believes to best serve the three cities, it
needs to staff a third station (Station 130 on County Road I and Lexington Ave) 24/7 to provide
adequate coverage to northern Arden Hills and Shoreview, as well as, North Oaks. The department
presented three options to the board for discussion.
Option #1 – Hire an additional 40-50 part-time firefighters
This option was largely viewed as unrealistic by the fire department and board. The two big
reasons being inability to manage that many additional firefighters without hiring additional
command staff and the lack of ability to recruit that many additional part-time firefighters.
Option #2 – Hire 6 full-time captains/3 full-time shift commanders (recommended option by the
board)
This option was the recommended option by both the fire department and the board, it consists of
hiring six full-time captains in the nearer-term to work on and oversee the existing duty crews, and
later hiring three full-time shift commanders. This would be broken down into two phases, with
Phase I consisting of hiring the full-time captains, and Phase II consisting of the hiring of the full-
time shift commanders. This option and the financial implications will be explained in more detail.
Option #3- Transition to an all-career department
This option was also viewed as largely unrealistic as it would significantly increase the cost when
compared to the other two options.
Option #4 – Maintain current model
This option was not viewed as feasible as the department and board wants to increase the service
levels for areas that are currently underserved.
Following discussion by the board, the board voted that Option #2 was the staffing direction the
board wanted to pursue, but did not attach any timelines to the option, nor did it give the
department any authority to begin implementing the option. The board also directed the fire
department to present to each of the City Councils.
Option #2 – Hire 6 full-time captains/3 full-time shift commanders
While the board did not vote to begin pursuing this option, it did vote to authorize the department
to pursue a SAFER Grant through FEMA. The SAFER Grant would provide funding for new full-
time positions for the department for the first three years, and the cities would then have to fund the
positions following the first three years. The total amount of anticipated wages and benefits across
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Page 3 of 5
all three years for the six captains is approximately $2.4 million. This does not include the three
shift commanders also proposed as those would come at a later unspecified date. Should the
department be awarded the grant (awards expected in August/September), they will need to accept
it within thirty days of award or lose the funding. The board’s intention, if the grant is awarded,
is to have all three cities already on-board and ready to move forward. The timeline would be to
begin hiring the six captains in late 2022, for the first three years this will not affect the three cities’
budgets as the grant will cover the added cost, but the three cities should begin to budget as at the
end of those three years the cities will be responsible for those added positions.
If the department does not receive the grant, the fire department, board, and cities will need to
further discuss how to move forward and the timeline of hiring additional full-time personnel. The
main goal of tonight’s discussion is to introduce the City to the long range plan, and begin to get
some level of comfort with the proposed SAFER Grant.
Future Station
This staffing discussion comes on the heels of the cities and department working cooperatively to
acquire a piece of land on Pine Tree Drive for a future fire station. The proposed department would
act as the new headquarters for the department and would replace Station 140. The cities also
entered into a Joint Powers Authority to oversee the project should it receive State bond funding.
Since entering into the JPA, it appears unlikely that any State bond money will be allocated
towards this project. The cost of the project was previously estimated at approximately $12 million,
but given recent inflation trends and material pricing, that number is likely low. If no State money
is used for the project, the three cities would be responsible for the entire amount. The cities do
have an agreement that states the new station must start construction by no later than June 30,
2026, unless otherwise mutually agreed upon. The board discussed the cost implications of both a
new station and the proposed staffing and asked the fire department which one is a higher priority.
The fire department indicated it would prefer to see the staffing issues addressed before the new
station.
Funding Implications
The fire department and the Shoreview City Manager prepared a financial breakdown of different
scenarios for staffing and new station construction. The breakdown included three scenarios:
Scenario 1 assumed the department received the SAFER Grant, Scenario 2 assumed no SAFER
Grant and the hiring for the captains was split with three in 2024 and three in 2028, and Scenario 3
assumed no SAFER Grant and hiring three captains in 2024 and three in 2025. In all three
scenarios, it was assumed the station would have been funded with approximately $7 million in
bond funding and the remaining be funded by the three cities. The scenarios also assume the cities
would begin putting money away in 2023 to help flatten the curve of future budget increases due to
the new full-time positions. Two tables of only Arden Hills information have been provided below
to help understand the implications to the City. For the sake of comparison, the tables below also
use similar assumptions to the information provided in Attachment C.
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Page 4 of 5
Table 1: Projected Costs Assuming Safer Grant and Hiring Captains in late 2022
Table 2: Projected Costs Assuming No Safer Grant and Scenario #3 Hiring Captains in 2024/2025
Budget Impact
The City has been planning on the new station in previous budget cycles and has accordingly been
increasing its tax levy to accommodate a station being constructed in 2025, this assumes the full
cost of the station at $12 million. Different factors will play into how much truly needs to be put
away for additional staffing and a new station, and those numbers will be further refined as the
department knows whether or not it received the SAFER Grant. Regardless if the SAFER Grant is
received or not, there will be implications on the levy with the addition of new full-time staffing in
the department. At full complement, the cost of the captains are approximately $1,000,000 in 2022
dollars, which means Arden Hills’ share would be around $250,000 annually. This does not include
the cost for the proposed shift commanders. Over the next 8 years (through 2030), the operational
changes will require almost a 14% increase in the City’s levy. Below is the City’s previous CIP for
Public Safety, which does not include operating costs.
2022 2023 2024 2025 2026 2027 2028 2029 2030
Operating Budget 701,675 736,758 773,596 812,276 852,890 895,890 940,311 987,327 1,036,693
Additional Captains Cost - - - - 138,658 192,676 253,716 272,028 279,353
Money Set Aside for Future Cost - 25,000 55,750 93,265 - - - - -
Sub-total 701,675 761,758 829,346 905,541 991,548 1,088,566 1,194,027 1,259,355 1,316,046
% Change Year Over Year N/A 9% 9% 9% 9% 10% 10% 5% 5%
New Station Cost - - 135,000 135,000 135,000 135,000 135,000 135,000 135,000
Capital Budget 230,125 8,500 67,650 423,750 143,000 234,450 206,795 222,500 -
Sub-total 230,125 8,500 202,650 558,750 278,000 369,450 341,795 357,500 135,000
% Change Year Over Year N/A -96% 2284% 176% -50% 33% -7% 5% -62%
Total 931,800 770,258 1,031,996 1,464,291 1,269,548 1,458,016 1,535,822 1,616,855 1,451,046
% Change Year Over Year N/A -17% 34% 42% -13% 15% 5% 5% -10%
Projected Costs with SAFER Grant
Operating Budget Impacts
Capital Budget Impacts
Total Impacts
2022 2023 2024 2025 2026 2027 2028 2029 2030
Operating Budget 701,675 736,758 773,596 812,276 852,890 895,890 940,311 987,327 1,036,693
Additional Captains Cost - 31,250 93,750 181,250 226,250 241,250 256,250 270,000 278,750
Sub-total 701,675 768,008 867,346 993,526 1,079,140 1,137,140 1,196,561 1,257,327 1,315,443
% Change Year Over Year N/A 9% 13% 15% 9% 5% 5% 5% 5%
New Station Cost - - 135,000 135,000 135,000 135,000 135,000 135,000 135,000
Capital Budget 230,125 8,500 67,650 423,750 143,000 234,450 206,795 222,500 -
Sub-total 230,125 8,500 202,650 558,750 278,000 369,450 341,795 357,500 135,000
% Change Year Over Year N/A -96% 2284% 176% -50% 33% -7% 5% -62%
Total 931,800 776,508 1,069,996 1,552,276 1,357,140 1,506,590 1,538,356 1,614,827 1,450,443
% Change Year Over Year N/A -17% 38% 45% -13% 11% 2% 5% -10%
Capital Budget Impacts
Total Impacts
Projected Costs with no SAFER Grant and Hiring Six Captains in 2024/2025
Operating Budget Impacts
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Page 5 of 5
Attachment
Attachment A: Long Range Plan Presentation
Attachment B: 2021 Annual Report
Attachment C: LJFD Board of Directors Memo on Long Range Planning June 21, 2022
5
Lake Johanna Fire Department
Proudly Serving the Cities of
Arden Hills, North Oaks and Shoreview
6
Coverage Map & Current Stations
Station 130
Station 140
Station 120
The Lake Johanna Fire
Department covers an area
of approx. 31 square miles
and 42,000 residents.
7
Emergency Calls For Service
•In 2021, we responded to 4,050 calls
•Calls for service are on pace to surpass
6,000 calls by 2026 based on historical call
volume data
•Calls for service will continue to increase
due to future development, increased
“people” traffic, an aging population, etc.
8
•Calls for Service increasing 8.5%+ each year.
•In 2021, we had 580 times where we had two calls occurring at the same time. There
was 113 times where we had 3 or more calls occurring at the same time.
•We currently have a need to staff our third station to provide the same level of service
to the northern 1/3 of our service area.
•In 2021, 4.5% of our shift hours went unfilled. This translates to one/two positions
unfilled out of four/six on duty.
•March through May 2022 averaged 9.0% unfilled.
Staffing Needs Presented to the
Board of Directors
9
Current Staff
•The department has the following full-time staff:
•Fire Chief
•Assistant Chief
•Deputy Chief/Emergency Manager
•Deputy Chief/Fire Marshal
•Office Manager
•The department has 84 part-time staff
•The Department Staffs two stations 24/7/365
•The department has automatic-aid with New Brighton, Roseville, Vadnais Heights and
White Bear Lake Fire Departments
•The department participates in “Closest Unit Dispatching” for critical calls
•The Lake Johanna Fire Department operates like any other municipal fire department
10
Current Station Staffing
Station 120
Staffed 24/7 with three
Station 140
Staffed 24/7 with three
11
Current –Two Station Staffing
ADMIN
ST. 120
OFFICER
PART-TIME
FIREFIGHTER
PART-TIME
FIREFIGHTER
PART-TIME
FIREFIGHTER
PART-TIME
FIREFIGHTER
PART-TIME
ST. 140
OFFICER
PART-TIME
ST. 130
NOT STAFFED
ST. 120 ST. 140
12
Current Two Station Staffing
4 Minute (green) and 6 Minute (blue) Coverage Areas
Current Coverage
120 and 140
13
Staffing Options Presented to the
Board of Directors
•Option #1 –Hire 40-50 Additional Part-Time Firefighters
•Option #2 –Hire 6 Full-Time Captains/3 Full-Time Shift Commanders
•Option #3 –Transition to an All-Career Fire Department
•Option #4 –Maintain current model
•Fire Department Recommendation –Option #2
14
The Board Supports Option #2 –
Phase 1 –Hire 6 Full-Time Captains
•The Board directed the Fire Department to apply for a SAFER Grant through
FEMA for the Phase 1.
•The grant would pay 100% of the wages/benefits for 3 years ($2.4M).
•The 2022 SAFER Grants are expected to start being awarded in August 2022.
•Departments (Cities) will have 30 days from the date of award to accept the
award or lose the grant funding.
15
Option #2 Staffing Steps –
•Adds to daily staffing level
•This creates consistency and continuity across
shifts
•Truck, equipment, building and district subject
matter experts
•Assist with code enforcement, and fire
inspections which are greatly needed
•No reductions in part-time shift staffing
positions during or after the transition
Considerations:Phase I – Fall 2022
Phase II – TBD
•Hire three full-time Shift Commanders
•St. 120 –One full-time Captain with two part-time Firefighters
•St. 130 -One full-time Shift Commander with two part-time
Firefighters
•St. 140 –One full-time Captain with two part-time Firefighters
•Hire six full-time Captains
•St. 120 –One full-time Captain with two part-time Firefighters
•St. 130 –One part-time Lieutenant and one part-time Firefighter
•St. 140 –One full-time Captain with two part-time Firefighters
16
•Apply for SAFER Grant –Submitted February 3, 2022
•Awards historically announced between Aug. 15 and Sept. 15
•Hire six full-time Captains –Late 2022
•Two Captains on duty (24 hr. shifts)
•Six part-time Firefighters on duty
Hiring Full-Time Staff
Phase I – Fall 2022
17
Phase I –Three Station Staffing
Station 130
Staffed 6:30a-
10:00p with two
Station 120
Staffed 24/7 with three
Station 140
Staffed 24/7 with three
18
ADMIN
ST. 120
CAPTAIN
FULL-TIME A/B/C
FIREFIGHTER
PART-TIME
FIREFIGHTER
PART-TIME
FIREFIGHTER
PART-TIME
FIREFIGHTER
PART-TIME
ST. 140
CAPTAIN
FULL-TIME A/B/CST. 130
LIEUTENANT
PART-TIME
FIREFIGHTER
PART-TIME
Phase I –Three Station Staffing
ST. 120 ST. 140
ST. 130
19
Future Coverage –6:30a – 10:00p
120, 130 and 140
Phase I –Three Station Staffing
4 Minute (green) and 6 Minute (blue) Coverage Areas
20
•Apply for a second SAFER Grant –Timeline TBD
•Hire three (3) full-time Shift Commanders
•One Shift Commander on duty (24 hr. shifts)
•Two Captains on duty (24 hr. shifts) (Phase I)
•Six part-time Firefighters on duty (existing)
Hiring Full-Time Staff
Phase II – TBD
21
ADMIN
ST. 110
CAPTAIN
FULL-TIME A/B/C
FIREFIGHTER
PART-TIME
FIREFIGHTER
PART-TIME
FIREFIGHTER
PART-TIME
FIREFIGHTER
PART-TIME
ST. 130
CAPTAIN
FULL-TIME A/B/C
ST. 120
SHIFT COMMANDER
FULL-TIME A/B/C
FIREFIGHTER
PART-TIME
FIREFIGHTER
PART-TIME
Phase II –Three Station Staffing
ST. 120
ST. 130
ST. 140
22
Phase II –Three Station Staffing
Station 130
Staffed 24/7 with three
Station 120
Staffed 24/7 with three
Station 140
Staffed 24/7 with three
23
Future Coverage –24/7
120, 130 and 140
Phase II –Three Station Staffing
4 Minute (green) and 6 Minute (blue) Coverage Areas
24
Future Coverage – 24/7
110, 120 and 130
New Headquarters Station (St. 110)
4 Minute (green) and 6 Minute (blue) Coverage Areas
25
Additional
Questions???
26
Lake Johanna Fire Department
Proudly Serving the Cities of
Arden Hills, North Oaks and Shoreview
27
LAKE JOHANNA
FIRE DEPARTMENT
2021 ANNUAL FIRE REPORT
Fire Chief – Tim Boehlke
Assistant Fire Chief – Eric Nordeen
Deputy Chief / Emergency Manager – Matt Sather
Deputy Chief / Fire Marshal – Kris Rewald
Office Manager – Debi Krause
Serving the Cities of Arden Hills, North Oaks, Shoreview
28
LJFD 2021 Annual Report Page 2 of 11
Lake Johanna Fire Department
2021 Annual Fire Report
_____________________________________________________________________________________________
In 2021 the Lake Johanna Fire Department responded to 4,050 calls for service which is an increase of 423
calls, 111.7%, from the previous year. We assisted neighboring Fire Departments a total of 32 times. We
received aid 14 times in 2021.
AUTO-AID / MUTUAL-AID – STRUCTURE FIRES
Aid Given – 32 Aid Received – 14
Roseville – 17 calls
Vadnais Heights – 1 call
White Bear Lake – 5 calls
New Brighton – 9 calls
Arden Hills – 6 calls
North Oaks – 3 calls
Shoreview – 5 calls
City of Shoreview calls for service increased by 191 calls or 9.5% over the previous year 2020. The City of
Arden Hills calls increased 134 calls, or 12.8% over last year. The City of North Oaks calls also increased
by 67 calls or 9.5%.
CLOSEST UNIT DISPATCHING
Closest Unit Dispatching is used for specific Emergency Calls: Structure Fires, Cardiac Arrest calls and
Water Emergencies. When one of those call types occurs, the Computer Aided Dispatch will instantly
determine if there is a response unit from another agency that is closer to the incident than the host units
dispatched, if so, that closest unit is added to the response.
Of the 75 Closest Unit Dispatches in 2021 within Ramsey County, Lake Johanna provided aid on six incidents
(five Cardiac Arrests and one Commercial Fire) and received aid on three incidents (two Cardiac Arrests and
one Water Emergency).
2017 2018 2019 2020 2021
ARDEN HILLS:
NORTH OAKS:
SHOREVIEW:
AUTO AID:
MUTUAL AID:
OTHER:
986
471
1858
22
10
1039
556
1948
39
7
1138
573
2037
65
7
1044
497
2020
57
9
1178
564
2211
32
14
51
TOTALS: 3347 3589 3820 3627 4050
CALLS BY CITY Arden Hills
1178
29.1%
North Oaks
564
13.9%
Shoreview
2211
54.6%
Auto/Mutual Aid/Other
97
2.4%
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LJFD 2021 Annual Report Page 3 of 11
ESTIMATED FIRE DOLLAR LOSS
2017 2018 2019 2020 2021
ARDEN HILLS:
NORTH OAKS:
SHOREVIEW:
$736,200
$0
$208,300
$555,000
$82,000
$1,462,750
$88,950
$2,351
$1,304,629
$172,400
$96,100
$654,300
$159,200
$7,500
$469,400
TOTALS: $944,500 $2,099,750 $1,395,930 $922,800 $636,101
The City of Shoreview had $469,400 in fire dollar loss in 2021 down 28.0% from the previous year. The City
of Arden Hills had $159,200 in fire dollar loss, down almost 7.5%. The City of North Oaks recorded $96,100
in fire dollar, down over 92.0% from 2020.
ANNUAL DOLLAR LOSS COMPARISON
Over the last 5 years the cities combined average dollar loss from Fire was $1,199,816.
In 2021, Building fires attributed for most of the dollar loss totaling about $430,200. The next highest loss
total was from Vehicle fires which totaled $128,100.
0
500000
1000000
1500000
2000000
2500000
2017 2018 2019 2020 2021
Shoreview
North Oaks
Arden Hills
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LJFD 2021 Annual Report Page 4 of 11
THE DEPARTMENT RESPONSE
On Duty Shift crews handled 98.7% of the calls responding to 4016 calls in 2021. Stations were called back
to assist the Shift Crews 52 times throughout the year which is roughly 1.3% of the calls.
CALL BREAKDOWN BY SHIFTS
CALL OVERLAP
It is very common to have more than one incident occurring at a time, the charts below show the number of
times each month we had two, three or four calls overlapping. Our goal is to have personnel available and
able to respond to an emergency fire or EMS call that occurs.
2020
Double Triple Quadruple
Jan 38 5 1 332 Calls
Feb 38 7 1 284 Calls
Mar 30 3 0 276 Calls
Apr 25 2 0 242 Calls
May 32 0 0 274 Calls
Jun 43 1 1 295 Calls
Jul 41 3 1 301 Calls
Aug 50 5 0 324 Calls
Sep 44 8 1 334 Calls
Oct 43 3 1 348 Calls
Nov 36 4 0 304 Calls
Dec 45 6 1 313 Calls
Total 465 47 7 3627 Calls
2021
Double Triple Quadruple
Jan 35 5 0 282 Calls
Feb 36 2 1 271 Calls
Mar 38 3 0 279 Calls
Apr 42 7 2 306 Calls
May 46 8 1 339 Calls
Jun 48 7 2 339 Calls
Jul 52 11 2 354 Calls
Aug 73 20 3 418 Calls
Sep 51 4 0 364 Calls
Oct 46 11 3 347 Calls
Nov 47 7 2 354 Calls
Dec 66 11 1 397 Calls
Total 580 96 17 4050 Calls
0
200
400
600
800
1000
1200
14006:30-
Noon
1110
27.4%Noon-
5pm
1171
28.9%
5pm-
10pm
986
24.3%
10pm-
6:30am
783
19.3%
31
LJFD 2021 Annual Report Page 5 of 11
EMERGENCY RESPONSE TIME
Emergency Response Time Average to Contract Cities
2019
5:32
2020
5:35
2021
5:38
Median Response Time to Contract Cities 5:13 5:20 5:10
AVERAGE RESPONSE TIME BY CITY
Emergency Calls Only
*North Oaks (excluding 5919 Centerville Rd, 325-525-400 Wilkinson)
Average Response Time: 6:20 Median 6:08
ANNUAL ALARM SUMMARY REPORT
Situation Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Grand
Total
1 - Fire 5 5 6 7 9 9 6 9 5 5 3 1 70
2 - Overpressure Rupture, Explosion, Overheat (No Fire) 1 1 2
3 - Rescue & Emergency Medical Service Incident 208 192 200 231 238 237 259 304 266 259 272 305 2971
4 - Hazardous Condition (No Fire) 5 5 10 6 15 15 13 16 11 14 9 10 129
5 - Service Call 4 16 14 12 16 16 26 16 22 14 18 23 197
6 - Good Intent Call 48 30 34 39 43 42 36 51 45 37 35 35 475
7 - False Alarm & False Call 12 22 15 11 18 20 14 21 15 16 17 23 204
8 - Severe Weather & Natural Disaster 1 1
9 - Special Incident Type 1 1
Grand Total 282 271 279 306 339 339 354 418 364 347 354 397 4050
Average
Initial Response
Time
Median
Response
Time
Arden Hills 5:54 5:51
North Oaks 7:48* 8:20*
Shoreview 4:56 4:30
5:38 5:10
0
50
100
150
200
250
300
350
400
450
3-year Comparison
Response Time in Minutes
2019 2020 2021
32
LJFD 2021 Annual Report Page 6 of 11
CALLS BY MONTH
CALLS BY TIME OF DAY
CALLS BY DAY OF WEEK
0
100
200
300
400
500
600
700
SUN MON TUE WED THU FRI SAT
2020 455 532 541 549 537 529 484
2021 504 608 595 606 588 631 518
0
50
100
150
200
250
300
350
400
450
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
2019 299 310 301 316 328 311 338 354 280 318 328 337
2020 332 284 276 242 274 295 301 324 334 348 304 313
2021 282 271 279 306 339 339 354 418 364 347 354 397
0
50
100
150
200
250
300
12 AM1 AM2 AM3 AM4 AM5 AM6 AM7 AM8 AM9 AM10 AM11 AM12 PM1 PM2 PM3 PM4 PM5 PM6 PM7 PM8 PM9 PM10 PM11 PM107787579798410814020922122825125121222322126719521422019016612710533
LJFD 2021 Annual Report Page 7 of 11
FIRE INCIDENTS
(100 Series – Fire)
FIRE DOLLAR LOSS BY MONTH
FIRES BY INCIDENT TYPE
Incident Type Total Incidents % of Incidents Property Loss Content Loss Total Loss Total Loss % of Total
111 - Building fire 11 0.30%259,100.00 171,100.00 430,200.00 67.63%
113 - Cooking fire, confined to container 9 0.20%5,700.00 500 6,200.00 0.97%
118 - Trash or rubbish fire, contained 3 0.10%0 0 0 0.00%
121 - Fire in mobile home used as fixed residence 2 0.00%40,000.00 20,000.00 60,000.00 9.43%
130 - Mobile property (vehicle) fire, other 1 0.00%500 500 0.08%
131 - Passenger vehicle fire 15 0.40%114,500.00 13,600.00 128,100.00 20.14%
138 - Off-road vehicle or heavy equipment fire 1 0.00%1,000.00 0 1,000.00 0.16%
140 - Natural vegetation fire, other 1 0.00%
141 - Forest, woods or wildland fire 2 0.00%0 0 0 0.00%
142 - Brush or brush-and-grass mixture fire 8 0.20%0 0 0 0.00%
143 - Grass fire 5 0.10%500 0 500 0.08%
150 - Outside rubbish fire, other 4 0.10%0 200 200 0.03%
151 - Outside rubbish, trash or waste fire 3 0.10%0 0 0 0.00%
154 - Dumpster or other outside trash receptacle fire 4 0.10%300 50 350 0.06%
161 - Outside storage fire 1 0.00%0 50 50 0.01%
Total: 70 Total: 1.7% Total: 421,600.00 Total: 205,500.00 Total: 627,100.00 Total: 98.58%
Incident Type: 1 - Fire
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
7,700 179,050 222,500 18,400 24,500 250 21,900 134,500 6,201 18,100 500 2,500
0
50,000
100,000
150,000
200,000
250,000
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
5 5 6 7 9 9 6 9 5 5 3 1
0
1
2
3
4
5
6
7
8
9
10
34
LJFD 2021 Annual Report Page 8 of 11
RESPONSE TO PROPERTY TYPES
(Annual Fires by Property Category)
Situation Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Grand
Total
1 - Assembly 4 7 7 8 7 8 9 9 10 6 8 7 90
2 - Educational 1 5 4 2 7 4 6 9 9 6 5 58
3 - Health Care, Detention & Correction 59 63 74 56 68 63 68 80 51 61 67 53 763
4 - Residential 157 146 151 191 188 178 186 239 209 206 208 251 2310
5 - Mercantile, Business 7 12 12 10 11 16 18 16 16 12 15 14 159
6 - Industrial, Utility, Defense, Agriculture, Mining 2 1 1 1 2 2 2 11
7 - Manufacturing, Processing 2 6 1 2 2 2 2 2 1 4 1 1 26
8 - Storage 2 2 2 2 1 1 3 1 2 16
9 - Outside or Special Property 22 16 16 19 41 38 48 40 44 30 30 41 385
Undetermined 28 14 17 16 17 24 15 23 21 16 18 23 232
Grand Total 282 271 279 306 339 339 354 418 364 347 354 397 4050
Of the 4,050 calls for service in 2021, 2,310 of those calls were to Residential properties, the next highest
category was Health Care facilities where we responded to 763 times; these include health clinics, senior
assisted living apartments as well as nursing homes. Outside, Special Properties include calls to fires,
accidents and EMS calls on roadways as well as open spaces, and parks that accounted for 385 of the calls for
the year.
Assembly, 90, 2%
Educational, 58, 1%
Health Care, 763, 19%
Residential, 2310, 57%
Mercantile, Business,
159, 4%
Industrial, Utility, 11, 0%
Manufacturing, Processing, 26, 1%
Storage, 16, 0%
Outside or Special Property, 385, …
Undetermined, 232, 6%
35
LJFD 2021 Annual Report Page 9 of 11
INCIDENT TYPE REPORT
Incident Type Total Incidents Total Incidents % of Incidents
111 - Building fire 11 0.30%
113 - Cooking fire, confined to container 9 0.20%
118 - Trash or rubbish fire, contained 3 0.10%
121 - Fire in mobile home used as fixed residence 2 0.00%
130 - Mobile property (vehicle) fire, other 1 0.00%
131 - Passenger vehicle fire 15 0.40%
138 - Off-road vehicle or heavy equipment fire 1 0.00%
140 - Natural vegetation fire, other 1 0.00%
141 - Forest, woods or wildland fire 2 0.00%
142 - Brush or brush-and-grass mixture fire 8 0.20%
143 - Grass fire 5 0.10%
150 - Outside rubbish fire, other 4 0.10%
151 - Outside rubbish, trash or waste fire 3 0.10%
154 - Dumpster or other outside trash receptacle fire 4 0.10%
161 - Outside storage fire 1 0.00%
Total: 70 Total: 1.7%
221 - Overpressure rupture of air or gas pipe/pipeline 1 0.00%
231 - Chemical reaction rupture of process vessel 1 0.00%
Total: 2 Total: 0.0%
300 - Rescue, EMS incident, other 3 0.10%
3009 - Person Down 48 1.20%
311 - Medical assist, assist EMS crew 2,458 60.70%
320 - Emergency medical service, other 51 1.30%
321 - EMS call, excluding vehicle accident with injury 278 6.90%
322 - Motor vehicle accident with injuries 76 1.90%
323 - Motor vehicle/pedestrian accident (MV Ped)5 0.10%
324 - Motor vehicle accident with no injuries.37 0.90%
331 - Lock-in (if lock out , use 511 )1 0.00%
341 - Search for person on land 3 0.10%
342 - Search for person in water 1 0.00%
350 - Extrication, rescue, other 1 0.00%
352 - Extrication of victim(s) from vehicle 1 0.00%
353 - Removal of victim(s) from stalled elevator 3 0.10%
360 - Water & ice-related rescue, other 1 0.00%
381 - Rescue or EMS standby 6 0.10%
Total: 2,973 Total: 73.4%
400 - Hazardous condition, other 4 0.10%
411 - Gasoline or other flammable liquid spill 2 0.00%
412 - Gas leak (natural gas or LPG)35 0.90%
420 - Toxic condition, other 1 0.00%
421 - Chemical hazard (no spill or leak)1 0.00%
424 - Carbon monoxide incident 13 0.30%
440-Electricalwiring/equipmentproblem,other 3 0.10%
441 - Heat from short circuit (wiring), defective/worn 2 0.00%
442 - Overheated motor 2 0.00%
444 - Power line down 23 0.60%
445 - Arcing, shorted electrical equipment 13 0.30%
460 - Accident, potential accident, other 2 0.00%
463 - Vehicle accident, general cleanup 23 0.60%
480 - Attempted burning, illegal action, other 5 0.10%
Total: 129 Total: 3.2%
Incident Type Category: 1 - Fire
Incident Type Category: 2 - Overpressure Rupture, Explosion, Overheat (No Fire)
Incident Type Category: 3 - Rescue & Emergency Medical Service Incident
Incident Type Category: 4 - Hazardous Condition (No Fire)
36
LJFD 2021 Annual Report Page 10 of 11
INCIDENT TYPE REPORT ..continued
500 - Service call, other 2 0.00%
5009 - Service Call, Keybox Request 1 0.00%
510 - Person in distress, other 10 0.20%
512 - Ring or jewelry removal 1 0.00%
520 - Water problem, other 4 0.10%
521 - Water evacuation 2 0.00%
522 - Water or steam leak 7 0.20%
531 - Smoke or odor removal 11 0.30%
541 - Animal problem 1 0.00%
542 - Animal rescue 7 0.20%
550 - Public service assistance, other 9 0.20%
551 - Assist police or other governmental agency 11 0.30%
552 - Police matter 1 0.00%
553 - Public service 32 0.80%
554 - Assist invalid 21 0.50%
561 - Unauthorized burning 15 0.40%
571 - Cover assignment, standby, moveup 62 1.50%
Total: 197 Total: 4.9%
600 - Good intent call, other 15 0.40%
611 - Dispatched and cancelled en route 204 5.00%
6111 - EMS Dispatched and cancelled en route 198 4.90%
621 - Wrong location 2 0.00%
622 - No incident found on arrival at dispatch address 22 0.50%
631 - Authorized controlled burning 2 0.00%
650 - Steam, other gas mistaken for smoke, other 1 0.00%
651 - Smoke scare, odor of smoke 17 0.40%
652 - Steam, vapor, fog or dust thought to be smoke 8 0.20%
671 - HazMat release investigation w/no HazMat 4 0.10%
Total: 473 Total: 11.7%
700 - False alarm or false call, other 2 0.00%
711 - Municipal alarm system, malicious false alarm 1 0.00%
715 - Local alarm system, malicious false alarm 4 0.10%
730 - System malfunction, other 3 0.10%
731 - Sprinkler activation due to malfunction 5 0.10%
733 - Smoke detector activation due to malfunction 19 0.50%
734 - Heat detector activation due to malfunction 3 0.10%
735 - Alarm system sounded due to malfunction 32 0.80%
736 - CO detector activation due to malfunction 15 0.40%
740 - Unintentional transmission of alarm, other 8 0.20%
741 - Sprinkler activation, no fire - unintentional 4 0.10%
743 - Smoke detector activation, no fire - unintentional 21 0.50%
744 - Detector activation, no fire - unintentional 4 0.10%
745 - Alarm system activation, no fire - unintentional 67 1.70%
746 - Carbon monoxide detector activation, no CO 16 0.40%
Total: 204 Total: 5.0%
814 - Lightning strike (no fire)1 0.00%
Total: 1 Total: 0.0%
911 - Citizen complaint 1 0.00%
Total: 1 Total: 0.0%
Incident Type Category: 5 - Service Call
Incident Type Category: 6 - Good Intent Call
Incident Type Category: 7 - False Alarm & False Call
Incident Type Category: 8 - Severe Weather & Natural Disaster
Incident Type Category: 9 - Special Incident Type
37
LJFD 2021 Annual Report Page 11 of 11
2021 PUBLIC FIRE EDUCATION
2021 MONTHLY INSPECTION REPORT
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Yearly
Totals
Scout Tours/Demos 1 1 1 3
Truck/Station Tours 1 3 3 2 28 1 38
Fire Extinguisher Training 1 2 3
Fire Drills/Smoke Alarm Check 1 4 5
Parades 5 1 2 8
Fire Truck Rides 1 1 2 4
Block Parties 1 5 1 88 1 3 1 100
Misc 1 3 4
EMS Standby 0
Monthly Totals 0 0 0 1 1 10 12 92 6 38 2 3 165
Inspection Type Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Grand Total
Consultation - General 1 1 2 2 5 8 5 5 29
Consultation - Site 2 4 2 2 1 4 4 3 22
Consultation-General 2 6 5 9 3 3 1 4 3 1 2 39
Consultation-Site 2 1 1 1 1 1 1 1 9
Daycare - Inspection 3 2 2 7
Fire Alarm System - Plan Review 4 1 3 1 2 5 7 1 3 4 2 5 38
Fire Code Complaint - Inspection 7 6 1 2 13 7 5 3 2 2 1 5 54
Foster Care - Inspection 4 4
General - Plan Review 2 1 1 1 3 2 2 3 2 17
Group Home - Inspection 1 2 3
Inspection - Business License 11 15 26
Inspection - Certificate of Occupancy 1 2 1 2 1 1 8
Inspection - Construction Site 1 1
Inspection - Fire Alarm 3 15 3 1 1 1 1 1 4 30
Inspection - Fire Prevention Activity 1 1
Inspection - Fire Protection 2 16 3 10 2 2 3 38
Inspection - Fireworks 1 2 1 4
Inspection - General 2 9 6 7 16 5 12 28 10 6 4 105
Inspection - Hoarding 5 1 6
Inspection - School 3 3
Inspection - Site 1 1 2 4
Inspection - Sprinkler System 3 1 5 2 1 1 4 3 5 3 4 32
Inspection-Business License 6 2 8
Inspection-Fire Alarm 1 1 1 3
Inspection-General 3 6 3 2 16 3 33
Inspection-Reinspection 11 27 14 4 15 17 21 2 19 5 1 3 139
Inspection-Site 1 1
Inspection-Sprinkler System 1 4 1 1 3 1 11
Misc. - Inspection 9 1 4 1 15
Multi-Tennant - Inspection 44 20 64
Public Education - General 1 1
Residential - Inspection 1 1
Sprinkler System - Plan Review 1 4 6 1 1 8 3 4 3 6 1 8 46
Temporary Membrane Structure - Inspection 1 1 3 1 6
Grand Total 44 84 68 51 74 71 64 77 71 53 79 58 794
38
39
40
41
42
43
44
45
46
SOURCES AND USES OF FUNDS2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032With SAFER GrantBeginning Balance 173,067 143,487 413,717 707,277 544,927 385,347 199,107 94,323 (73,136) (25,768) 12,821 Revenues and Other Fund SourcesCharitable Gambling30,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 Interest Income550 - - - - - - - - - - Tax Levy170,000 220,000 270,000 295,000 295,000 295,000 295,000 295,000 295,000 295,000 295,000 Additional Tax Levy Needed75,000 100,000 150,000 200,000 225,000 250,000 250,000 250,000 250,000 250,000 Total Revenues and Other Fund Sources200,550 310,000 385,000 460,000 510,000 535,000 560,000 560,000 560,000 560,000 560,000 Total Funds Available 373,617 453,487 798,717 1,167,277 1,054,927 920,347 759,107 654,323 486,864 534,232 572,821 Expenditures and UsesCapital Costs(230,130) (39,770) (91,440) (427,350) (214,580) (258,440) (193,950) (248,350) (25,000) (25,000) (25,000) New Captains- - - - (260,000) (267,800) (275,834) (284,109) (292,632) (301,411) (310,454) Lake Johanna Fire Dept Fire Station- - - (195,000) (195,000) (195,000) (195,000) (195,000) (195,000) (195,000) (195,000) Total Expenditures and Uses(230,130) (39,770) (91,440) (622,350) (669,580) (721,240) (664,784) (727,459) (512,632) (521,411) (530,454) Change in Fund Balance(29,580) 270,230 293,560 (162,350) (159,580) (186,240) (104,784) (167,459) 47,368 38,589 29,546 Ending Balance 143,487 413,717 707,277 544,927 385,347 199,107 94,323 (73,136) (25,768) 12,821 42,367 Operating Costs 696,670 751,180 788,739 828,176 869,585 913,064 958,717 1,006,653 1,056,986 1,109,835 1,165,327 Levy needed for 5% projected increase in Operating Costs 54,510 37,559 39,437 41,409 43,479 45,653 47,936 50,333 52,849 55,492 Total Levy Needed for LJFD 866,670 1,046,180 1,158,739 1,273,176 1,364,585 1,433,064 1,503,717 1,551,653 1,601,986 1,654,835 1,710,327 Increase over 2022 levy 179,510 292,069 406,506 497,915 566,394 637,047 684,983 735,316 788,165 843,657 City Levy 2022 4,472,680 4.0%18.9%SOURCES AND USES OF FUNDS2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032Without SAFER GrantBeginning Balance 173,067 143,487 463,717 709,777 471,252 336,672 175,432 70,648 (96,811) (49,443) (10,854) Revenues and Other Fund SourcesCharitable Gambling30,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 Interest Income550 - - - - - - - - - - Tax Levy170,000 220,000 270,000 295,000 295,000 295,000 295,000 295,000 295,000 295,000 295,000 Additional Tax Levy Needed125,000 175,000 200,000 225,000 250,000 250,000 250,000 250,000 250,000 250,000 Total Revenues and Other Fund Sources200,550 360,000 460,000 510,000 535,000 560,000 560,000 560,000 560,000 560,000 560,000 Total Funds Available 373,617 503,487 923,717 1,219,777 1,006,252 896,672 735,432 630,648 463,189 510,557 549,146 Expenditures and UsesCapital Costs(230,130) (39,770) (91,440) (427,350) (214,580) (258,440) (193,950) (248,350) (25,000) (25,000) (25,000) New Captains- - (122,500) (126,175) (260,000) (267,800) (275,834) (284,109) (292,632) (301,411) (310,454) Lake Johanna Fire Dept Fire Station- - - (195,000) (195,000) (195,000) (195,000) (195,000) (195,000) (195,000) (195,000) Total Expenditures and Uses(230,130) (39,770) (213,940) (748,525) (669,580) (721,240) (664,784) (727,459) (512,632) (521,411) (530,454) Change in Fund Balance(29,580) 320,230 246,060 (238,525) (134,580) (161,240) (104,784) (167,459) 47,368 38,589 29,546 Ending Balance 143,487 463,717 709,777 471,252 336,672 175,432 70,648 (96,811) (49,443) (10,854) 18,692 Operating Costs 696,670 751,180 788,739 828,176 869,585 913,064 958,717 1,006,653 1,056,986 1,109,835 1,165,327 Levy needed for 5% projected increase in Operating Costs 54,510 37,559 39,437 41,409 43,479 45,653 47,936 50,333 52,849 55,492 Total Levy Needed for LJFD 866,670 1,096,180 1,233,739 1,323,176 1,389,585 1,458,064 1,503,717 1,551,653 1,601,986 1,654,835 1,710,327 Increase over 2022 levy 229,510 367,069 456,506 522,915 591,394 637,047 684,983 735,316 788,165 843,657 City Levy 2022 4,472,680 5.1%18.9%
Page 1 of 2
AGENDA ITEM – 1B
MEMORANDUM
DATE: August 8, 2022
TO: Honorable Mayor and City Councilmembers
Dave Perrault, City Administrator
FROM: Julie Hanson, Assistant to the City Administrator/City Clerk
SUBJECT: THC Edibles Discussion
Budgeted Amount: Actual Amount: Funding Source:
N/A N/A N/A
For Council Consideration
Council should consider providing direction on whether or not it wants to update the City’s
ordinance to address the recent law allowing for certain tetrahydrocannabinol (THC) edible
products.
Background
A new law (Minn. Stat. Section 151.72) was enacted effective July 1, 2022 making it legal to sell
certain edibles and beverages infused with THC, the cannabis ingredient extracted from hemp for
human or animal consumption. This law provides for the sale of non-intoxicating cannabinoids,
including edible products, provided they do not contain more than 0.3% of any THC. An edible
cannabinoid product also cannot exceed more than five milligrams of any THC in a single serving,
or more than a total of 50 milligrams of any THC per package.
This new law does not limit where edible cannabinoids products can be sold with the exception of
exclusive liquor stores. Minn. Stat. 340A.412, subd.14 limits exclusive liquor stores’ ability to sell
certain products. Based on this, the Alcohol and Gambling Enforcement Division (AGED) has
confirmed with the League of Minnesota Cities (LMC) that products containing CBD, hemp, or
THC are not allowed for sale at an exclusive liquor store. This means any business in Arden Hills,
with the exception of Cub Discount Liquor, legally can sell THC products right now.
While cities cannot prohibit the sale of edible cannabinoids entirely, they can adopt certain
regulations and/or create a new license for sale of these products, similar to tobacco and other
business licenses. It is important to note that should a city wish to require a license for the sale of
THC products, the LMC recommends that this license be completely separate from tobacco as the
regulations are quite different and unique to each. The LMC does also provide for various
considerations when drafting regulations for licensing such as the areas where the products can be
Page 2 of 2
sold, what business should be allowed to sell, the age of the person selling the product, location of
product within the retail establishment, pop up sales, online or delivery, hours, background checks,
age verification and limiting the number of establishments within a city. There is no guidance
provided for licensing fees; however, guidance states the fee “must approximate the direct and
indirect costs associated with issuing the license and policing the licensed activities” (per LMC
guidance).
Should the Council wish to not adopt additional regulations, the sale and production of these
products would be governed by the City’s existing zoning regulations. It is important to note the
new law does provide for enforcement of violations as a misdemeanor.
Staff has been keeping an eye on the information and guidance provided by the LMC as well as
staying apprised of what other metro cities may be doing, and right now it is a mix.
At this time, staff is requesting guidance from the City Council regarding this matter. City Council
may choose to do nothing at this time and instead wait and watch for further developments and
guidance form the LMC and other cities (some cities are continuing to watch the situation evolve,
some have chosen to pursue restrictions and some have chosen to impose a moratorium in order to
have more time to collect information (and the city must follow a certain procedure set forth in
Minn. Stat. Section 462.352, Subd. 4 for moratoriums)), or the Council may wish to move forward
with some type of regulation.
Another important factor of this topic relates to the City’s policies. It is important to note that this
new law will require updates to the City’s policy language pertaining to drug testing and drug-free
workplace. Because Federal law preempts state law related to CBD use, the LMC recommends that
cities continue to follow their current drug testing procedures related to CDL holders and enforce
prohibitions against any use of cannabis for CDL holders. For non-CDL drivers (such as seasonal
Public Works staff), the new law provides no allowance for an employee to use or be impaired by
cannabis while on duty. The LMC continues to research this aspect of the law and staff will bring
forward language modification in the future.
More comprehensive guidance information from the LMC, including FAQs, can be found at
https://www.lmc.org/resources/cities-and-regulation-of-edible-cannabinoid-products/
Budget Impact
N/A
Attachment
N/A