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• Identity Issues: (West Metro) many members threatened to quit, very few did. Worked a lot on team building. In some cases it takes certain <br />people to leave to move forward. <br />• Reasons this group should move forward: Service to the community #1, As a dept probably the most basis of liability in the community, Take <br />care in setting up the Governance Board <br />Questions given by member prior to meeting (Written responses by both Chiefs) <br />1) What were the biggest challenges/benefits in establishing and how did those challenges/benefits change over time? <br />(WM) <br />a. Challenges: Pension legislation, short implementation timeline, start-up funding, employee buy -in. <br />b. Benefits: reduction in fleet while maintain ISO rating, Leveraged strength, personnel pool, resources, greater response capabilities. <br />c. Challenges/benefits over time: Governance/Council power struggles, employee buy -in this took 5-10 years. <br />i Reduction in fleet costs, reduction in operational costs, leveraged strength. <br />(SBM) Dept originally organized as a non-profit in 1944 and has remained in that status since. <br />Original issues included funding and response. Funding switched from dues and membership to contracts with the townships in 1948-49. <br />Issues in the late 1980's included ownership of assets and makeup of Fire Board. Fire Bond to build 2 new stations a purchase 8 pcs of <br />apparatus caused changes to contract and bylaws resulting in; <br />A) All assets being transferred to the cities that created a Joint Powers Agreement establishing a formula for voting share and ownership share. <br />B) Fire Board transitioned from all 7 members being FD members to 5 of the 7 being community representatives (Blaine 3 and SLP and <br />Moundsview 1 ea), Term limits for all (2-3 year terms), no full time city or FD employees or elected officials. <br />C) Fiscal control of FD transferred to City Manager group (new hires, use of any reserved, annual budget approval) <br />D) Contract changed to perpetuating automatic renewal every 10 years. <br />Essentially the FD operates much like a concession with staff providing the expertise to manage operation. FD manages and cares for all <br />buildings and equipment (leased back to us via the contract) <br />2) Were there any unanticipated challenges/benefits? What were they? <br />(West Metro) <br />a. Unanticipated challenges/benefits: Governance/Council power struggles, budgeting and dissolution. <br />ii. Leveraged strength, personnel pool, resources, greater response capabilities. <br />(SBM) <br />Benefits included the creation of environment where political forces are minimized, efficiency opportunities an optimized and appropriate <br />levels of checks and balances are in place. <br />Fire Board oversees budget management, policy, personnel, and Fire Chief. <br />City Managers/Administrators oversee overall finance and Fire Chief. <br />Challenges include balancing various needs and interests of different communities. <br />3) What key advice would you give to communities establishing joint fire services today? <br />(West Metro) <br />a. Ensure the JPA provides clear authority to the board of directors, questions of authority of the board can derail the organization to the point of <br />dissolution. <br />b. Board members must understand their role on the board is the interest of the Joint entity not their individual community (this is hard to do). <br />c. Ensure fair process is employed and the interest of the organization is focused on accomplishing its mission. <br />d. Ensure the customer is represented on the board. <br />e. Communicate and communicate more. <br />f. Engage stake holders, clarify mutual expectations. <br />(SBM) <br />1) Do it! Demands on Fire Depts and specifically fire chiefs, especially volunteers are unattainable and thus the organization and eventually the <br />community are subjected to increased risk (training, personnel issues, response, etc.) <br />2) Fire Chief must be given a high degree of support to facilitate changes. <br />3) Cost savings will result more on the capital side than the operational side but service and quality will improve dramatically. It is possible that <br />operating budgets will increase (but by joining forces this may minimize impact) <br />4) How did you handle communications to the community? What was the response? <br />26 <br />