MDEWAKANTON PUBLIC SAFETY ANNUAL REPORT

2014HONOR | INTEGRITY | COOPERATION | PROFESSIONALISM | INNOVATION | TRUST

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Message from the Director2014 was another year for the record books with a number of firsts. We experienced another year of increased incidents as well as special events. As we reflect on the beginning of the year, three critical areas were to be addressed: 1. Administration 2. Organizational image 3. Organizational operational enhancements

We started with implementation of the Standard Operating Guidelines (SOGs). It was the first time in the organization’s 12-year history that we had a complete set of guidelines addressing all aspects of our work.

Partnering with local law enforcement agencies, we further utilized the Mobile Command Post. Many agencies are now looking at Mdewakanton Public Safety (MPS) for support within the Incident Command System. In the past, MPS only helped with special events, such as the Prior Lake Music Fest and Soundset. We have seen requests for incident support in Waterville due to flooding in coordination with the Minnesota Incident Management Team.

Also new this year, we supported Mystic Lake during their outdoor events. These types of events challenge daily operations, as each day can pull in a large number of guests. Mystic Lake and the Community departments had to manage the severe weather during the Northern Thunder event, with two event evacuations or postponements, and eventual cancellation. RibFest drew a record number of attendees. We helped a record number of patients, due to the summer heat. Crews handled 50 medical incidents related to the event. At one point, all of the on-site crews, as well as the on-shift crew, were dealing with medical situations; some medics attended to two patients simultaneously. Allina Medical Transportation was called to assist.

Our outdoor event coverage ended with the SMSC’s Wacipi. This event was similar to years past, except for one aspect. A record amount of medical situations were handled in the first aid area and transported to area hospitals. The weekend event saw 180 plus patients with a few critical transports. Crews did an excellent job of moving the patients from the first aid area on the Wacipi grounds to the transport area and eventually to the hospital.

We are now looking to the next phase of our growth. We plan to integrate our core values into all aspects of what we do. We now have one brand that represents our organization and it is time to focus on our cultural beliefs and behaviors. We are going to build from our history and work hard at achieving the vision of the organization to be viewed as a leader within public safety and the Shakopee Mdewakanton Sioux Community. The challenge ahead of us lies in philosophy “there are no second chances”.When we are asked to respond, we need to give it our all.

Gregory HayesDirector of Mdewakanton Public Safety

est. 2001

| 3 M I S S I O N , V I S I O N & V A L U E S

MISSION STATEMENTIt is the mission of Mdewakanton Public Safety to provide the highest level of life and property protection services through aggressive fire control and prevention, integrated pre-hospital care, inspection services, public education, and emergency management.

VISION STATEMENTIt is the vision of Mdewakanton Public Safety to be recognized by those who we serve, our peers, and our members as:• An organization striving to achieve a level of service that is viewed as a benchmark within the public safety field.• An exceptional department dedicated to the education of the public in order to promote life safety.• A dynamic organization that adjusts to the changing needs of the Community and its members.• A department that is acknowledged for its pride, integrity and professionalism while providing public safety services to the Community.

CORE VALUES

HONOR: We are loyal, proud and respectful of our profession, our leaders, our unit, our department, and the people we serve.

INTEGRITY: We are honest, reliable, and adhere to high moral standards. We demonstrate and encourage the highest ethical behavior. Our word is our bond.

COOPERATION: We work together as a team and assist each other. We constantly seek opportunities to make improvements in our jobs, support new ideas, encourage partnerships, and develop positive working relationships with cooperators. Together we are stronger.

PROFESSIONALISM: We strive to be the best at what we do. We perform our jobs with the highest degree of skill and competency. Our appearance and conduct promotes confidence and trust from the public, other departments, and agencies we work with.

INNOVATION: We recognize and understand that the consistency of change in our community and industry impacts our business daily. We are committed to seeking out and implementing innovation and progressive thinking to address change effectively and efficiently, benefiting those we serve.

TRUST: We trust one another to prepare in such a way that puts the safety, effectiveness and reputation of our department first.

TABLE OF CONTENTS

Message from the Director

Mission, Vision and Values ....................................3

2014 Run Statistics ..................................................5

2014 EMS/FIRE Statistics ....................................7

2014 Fires/Emergency Management.............9

2014 Events & Training.......................................11

2014 Fire Prevention ............................................13

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2014 Run StatisticsThere were 1,698 calls for service in 2014. This is a slight increase from 2013, but, behind the five-year average. Calls for service are beginning to stabilize as we have established deployment criteria and consistency.

Fires make up a low percentage of incident responses, but they result in the largest significant impact in property saved. Additionally, the fire category is an excellent marketing point for the Community, as almost all of the fires Mdewakanton Public Safety responded to were in support of neighboring jurisdictions. This shared service helps each other out in surrounding communities with quick responses and more property saved.

By way of comparison, the Minnesota State Fire Marshall produces an annual report. The latest version available was published in October of 2014 illustrating the 2013 responses. The incident type percentagesillustrate similarities within the Rescue/ EMS responses.

18%

70.8%3.7%

1.9%

16.4%5.2%

0.2%1.8%

0.1%

The largest number of incidents is represented within our EMS operations, with the good intent service type of call coming in second.

Incident Type Responses Percentage

Rescue/ EMS 1202 70.8%

Good Intent 279 16.4%

False Alarm 88 5.2%

Hazardous Conditions 62 3.7%

Service Call 32 1.9%

Fires 30 1.8%

Severe Weather 4 0.2%

Overpressure/ Explosion 1 0.1%

TOTAL 1698 100%

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Utilizing statistical forecasting, the organization will see a steady decline of incidents.The types of incidents only has two years of consistency recorded. It will take another three years to establish an accurate trend line. The Trend forecast for 2007 - 2020 is depicted below:

Data the next few years will help us prepare for the future. Very minimal changes will be made to incident dispatching criteria and reporting. Incidents in specific categories may continue to trend upward with the largest jump in mutual aids. As the organization continues to improve its relationships with Minnesota Public Safety agencies, additional assistance requests may be received.

INCIDENTS AND FORECAST

YEARS

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MPS assisted with a fire where the building collaped in Jordan, Minnesota. No one was injured when it fell down.

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2014 Emergency Medical ServicesDispatch Reason Responses %

Sick Person 297 23.28%

Unknown Problem/Man Down 156 12.23%

Fall Victim 140 10.97%

Other 74 5.80%

Traumatic Injury 72 5.64%

Total 739 57.92%Provider Impression # of Times % of Times

Unknown 213 16.69%

Traumatic Injury 133 10.42%

Pain 75 5.88%

Behavioral/Psychiatric Disorder 75 5.72%

Dizziness 75 5.72%

Total 571 88.86%

The total Emergency Medical Service (EMS) runs for 2014 was 1,276.Most calls for service involved a sick person.

From the 1,276 emergency medical runs there were 551 transports to the hospital, which resulted in a billable service run. The main destination facility for patients being transported was St. Francis Medical Center, accounting for 82% of the transports.

Once MPS arrives, a “Provider Impression” is noted for the patient. The criteria is based on a careful examination of the patient, including an interview, medical history, and examination. “Unknown” is the leading “Provider Impression”. From there, a transportation decision is made.

FIRST STEP: An improvement in staff reporting was an immediate goal. Additional training and assigning accountability to the shift captains to ensure that staff was accurately documenting the procedures from which the billing contractor and the insurance companies reimburse. A 12- 24 hour turnaround time was established as some insurance providers penalize late billing.

SECOND STEP: A new rate schedule was established. The way that billing was completed in the past only included one established rate of service. The new rate schedule identified levels of service and established a billing rate that met market averages. MPS has moved to a rate schedule that is slightly above the market average to remain in the same range as the other metropolitan area providers.

THIRD STEP: Billing was transitioned to TransMedic Billing MN Solutions. TransMedic provided a cost savings from the department’s previous billing provider as well as assist MPS in staying ahead of the state and federal laws affecting emergency medical service billing.

To support the changes established, the 2014 rate of return for transports billed compared to the cost recovered was 56 percent. This is a 1 percent increase from 2013, which two of the above initiatives were instituted. The goal is to keep increasing this percentage over the next five years.

EMS SERVICE ENHANCEMENTSThere were a number of service enhancements instituted in 2014. The enhancements were designed to improve service delivery and maximize revenue opportunities. Three of the most notable service enhancements included: 1. Reporting improvements through the Image Trend software program with immediate turnaround of quality assurance checks by the leadership to the billing company. 2. New rate schedule. 3.Transition to TransMedic billing. These enhancements will help MPS transition the emergency medical service cost recovery for transportation to a greater than 50 percent recovery rate. The main objective is to close the profit than loss margin as best we can over the next five years.

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2014 FiresMost of the fires we responded to were in other communities. However, the Community did have a few smaller incidents. The impacts fires have on a community are illustrated as “dollar loss”. For 2014, the Shakopee Mdewakanton Sioux Community reported $2,300 in property loss and $151,800 in content loss.

The largest single event dollar loss was a $150,000 damaged, large flat iron at the laundry facility. The unit started on fire while it was being worked on by an engineer.

This rating criteria can be illustrated against other agencies through reports submitted to the Minnesota State Fire Marshall’s office. Area departments reported the following losses from 2007-2014:

Source: Minnesota State Fire Marshall’s Office

Source: Mdewakanton Public Safety National Fire Incident Reporting System (NFIRS)

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2014 Fires (Cont.)

As illustrated, there is a significant difference in the dollar loss amounts. A few driving factors for the wide margin are: • Population and size of the Community. • Longer response times due to distance traveled. • Delay in a 911 call. • Response times with the paid-on-call system.

Specifically looking at these four factors, MPS is able to better avoid losses because: • Community member population is much lower; however, Mystic Lake brings in a large number of guests daily. • The trust land is under the responsibility of MPS and can service more of the area within a four-minute response time. • The majority of the incidents occur within the business enterprises of the Community. Security has a quick turnaround for dispatching Public Safety. • MPS has a full-time department that has an average response time of two minutes to get crews on the scene. A paid-on call system will see a 15-minute response time.

To maintain a high level of competency, weekly trainings are held on a variety of scenarios staff might face. Firefighters participate in joint training exercises with other area fire departments several times a year.

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2014 Emergency ManagementNormal day-to-day operations of the entertainment complexes are covered with the normal staffing levels. However, one of the challenges for 2014 was the addition of outdoor events. The Gaming Enterprise Marketing Department’s goal was to draw a large amount of guests to the casino. The three main outdoor events included Northern Thunder, RibFest, and a craft beer festival.

MPS created Incident Action Plans (IAP) for each event day. The IAP organized fire, EMS, emergency management, and law enforcement under one response plan. Pre-identified procedures focused on command, control and communications throughout the event. One of the main issues with the large outdoor events is they can quickly strain local emergency response assets. The IAP process is a national standard prescribed by the National Fire Protection Association, National Fire Code, National Incident Management System associated best practices, and a standard followed by Shakopee and Prior Lake public safety agencies.

The concepts brought together included: • Clear goal of supporting the event promotion and a continuity of business operations. • Common set of emergency response objectives. • Clear response plan for all on-site emergency response assets. • Communication of the response plan to all of the area response agencies. • Incident Command Post utilizing a Unified Command concept for Public Safety, Mystic Security, Mystic Surveillance, and Mystic Entertainment leadership, if and when key Public Safety decisions needed to be made.

It was difficult to define the lines of authority between event operations and Public Safety requirements. From previously-noted incidents, a “silo effect” has been noted. This was highlighted in a Business Council commissioned report after a 2009 fire at the casino. The goal of Public Safety was be proactive in event protection while keeping event disruption to a minimum.

NORTHERN THUNDERHeavy rain hit Northern Thunder all weekend. The event response plan included a lightning safety distance of 10 miles. If lightning was detected within this safety ring the event would have to be postponed. Throughout the duration of the event, the Incident Command Post had a direct communications line with the National Weather Service (NWS). The NWS would alert the Incident Command Post of storms that could affect the event. Saturday’s thunderstorms brought a number of lightning strikes within the 10-mile safety ring, with a final lightning strike half a mile from the event. Guests were sheltered and a 30-minute postponement was initiated. After event operations resumed, a second group of thunderstorms developed from the southeast, which brought heavy straight-line winds. After consulting with NWS, who had stated that we would see heavy winds within 15 minutes, the event was hit with 40 mph wind gusts. Mystic Lake Casino Hotel decided to cancel the rest of the event. Sunday continued with heavy rains and the event was moved indoors.

2 0 1 4 F I R E S / E M E R G E N C Y M A N A G E M E N T

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RIBFESTThis event set an attendance record for outdoor events, with the Saturday crowds being the highest for any single day. The weather was hot and humid, with little chance of severe weather. The on-site medical aid station became overwhelmed with walk-in medicals and the entire on-duty crew was brought in to deal with patients. At one point, all six crew members, were assisting one or two patients and Allina Medical Transportation was requested. About 50 individuals used the medical aid station, and a few were transported to St. Francis Regional Medical Center for further treatment.

CRAFT BEER FESTIVALThis event saw a much smaller crowd. Public Safety staffing was minimal, and there were no significant events reported for this single-day event.

WACIPI (POW WOW)The annual Community Wacipi had its own set of challenges. Medical staff were bombarded with heat-related issues. Some people needed emergency transport to St. Francis Regional Medical Center. The total number of individuals going through the medical aid station for the weekend exceeded 150. On Sunday, heavy rains began in the early morning and the event ended early. Many challenges and lessons were learned and were addressed for improvement in the 2015 Incident Action Plan (IAP).

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2014 TrainingMPS staff are always learning. In 2014, we built on the previous year’s rebuilding of skills. The total number of training hours for 2014 was approximately 2,547. The completed training included in-house training, as well as a number of courses taken within Minnesota and throughout the U.S.

LEADERSHIPMdewakanton Public Safety hosted its first staff leadership conference at Mystic Lake Casino Hotel, with a number of leaders from Public Safety agencies also in attendance as guests. The training was facilitated by Retired Fire Chief Allan Brunicini. Brunicini is known world over for his leadership philosophies and sits on the top national governing committees. Chief Brunicini completed a two-day presentation on the functions of leadership. The MPS’s staff who completed the training learned new concepts and ideas for leadership in small teams, designing strategies to mitigate leadership issues.

IN-HOUSE TRAININGThe training completed within the shifts were all-encompassing. The training tested refined and institutionalized procedures for the organization. An important asset to the Community is the relationship with the SCALE (Scott County Association for Leadership & Efficiency) Regional Public Safety Training Facility. This training facility has greatly enhanced MPS’s competencies with hands-on training on the use of the simulators. The total hours at the SCALE facility was 414.

PROFESSIONAL DEVELOPMENTSome of the coursework completed included the latest in tactical decision-making, leadership, skills, emergency management, and counter-terrorism. Most of these courses were free, with little or no associated travel costs. For example, the U.S. Department of Homeland Security offers a number of excellent courses in counterterrorism planning, mitigation and response.

The government and military coursework is fully funded through the federal government. Staff who completed the courses have been bringing ideas back to the organization to improve our current response protocols. As we look forward, training is the key to organizational success. MPS staff will continue to push training in-house as well as local and national sources.

2 0 1 4 E V E N T S & T R A I N I N G

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2014 Emergency Medical Training2014 was another busy year for Emergency Medical Service (EMS) training. One of the initiatives for EMS training in 2013 was to re-organize the position duties to be able to focus more on outreach with EMS educational activities. The goal was to increase class sizes in our in-house training to grow revenue. EMS is more than just training in the different levels of EMS service delivery. The EMS coordinator and MPS staff attended conferences, fairs, and local mock car crashes to illustrate the need of safe and sober driving.

In 2014, Mdewakanton Public Safety EMS staff attended the following: • Prior Lake High School Students Against Drunk Driving (SADD) mock crash • St. Francis Regional Medical Center Baby Fair • SMSC Wellness Conference • SMSC Families event in April • Judging the CPR competition at the Minnesota State Fair • 2 Emergency Medical Technician initial courses • 3 Emergency Medical Technician refresher courses • 1 Emergency Medical Responder course • EMS course at White Earth Nation • EMS course at the Mille Lacs Band of Ojibwe • Total number of individuals trained in 2014 was 756.

In regards to meeting the revenue growth goal, for the 2014 fiscal year, the EMS Education department was 32.9 percent above the projected goal, with a 37 percent increase from the 2013 fiscal year.

As we continue into 2015, an emphasis will be for continued growth in our education offerings, and to begin to offer CPR and basic first aid courses for the Community and Gaming Enterprise team members.

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2014 Fire PreventionAs a change for 2014 in the fire prevention and inspections services of the organization, we began to schedule and better communicate the inspections to the business enterprises within the Community.

The number of inspections for a given enterprise was evaluated to ensure MPS was meeting the National Fire Protection Association and Minnesota Uniform Fire Code standards, and to make sure we don’t overburden the enterprise directors with too frequent of inspections.

A major accomplishent that we completed was an up-to-date pre-plan of all inspections of the Community Enterprises, both government and gaming. This pre-plan ensures MPS has the proper emergency information and facility features identified to utilize for training and incidents. There is not only a plan book in each front line apparatus, but also in an electronic version for ease of access.

2014 OPEN HOUSEThe 2014 Fire Prevention Week Community Open House was a huge hit in May 2015. The Public Safety agencies who provide service to the Community demonstrated their life-saving equipment for all of the guests. There was a chili cook-off between the employees and SMSC Compliance Department. The guests entered their vote for the best chili recipe. The C-shift was given the inauguran Chili Cook-Off Award.

2 0 1 4 F I R E P R E V E N T I O N

YEARS#

OF

INCI

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Return On InvestmentMdewakanton Public Safety keeps the community safe with first-class prevention, education and response. We provide Advanced Life Support, advanced fire protection, and a highly functional emergency management system. The community’s return on investment includes a very rapid response mechanism with some of the industry’s latest equipment and highly skilled professionals. Here is the rate of return facts from Mdewakanton Public Safety: 2014 Total Average Response Time: 4 minutes 17 seconds, Includes all mutual aid incidents with extended travel times and routine incident responses. 2014 Community Average Response Time: 1 minute and 53 seconds.

MPS staff’s state and national professional certifications include:

The assistance the Community gives other public safety agencies allows for faster response times within their respective communities, a fact we can be proud of. Additionally, the utilization of Mdewakanton Public Safety equipment and personnel on special events has proven to be a highly-effective partnership. Examples of the partnership return on investment include; • 89 Mutual Aid responses

• Support of the local public safety agencies with the Mobile Command Unit asset that which did not exist previously in the area.

• Staff support to local agencies with the Mobile Command as well as the Incident Management system. This provides MPS excellent opportunities to gain experience to be utilized on incidents with the Community.

• Recognition by the Minnesota Public Safety leadership on the Community’s willingness to enhance partnerships and utilization of Mdewakanton Public Safety as a role model of other agencies.

Looking back to the foundation of the organization, one of the main reasons for establishing public safety was to keep the insurance premiums at a minimum. One of the first accomplishments was with the organizations Insurance Services Organizations (ISO) rating, used in determining insuance premiums. The rating is established through careful site evaluation by an ISO representative who rates the services provided. The following categories are evaluated:

• Licensed Advanced Life Support• Advanced Cardiac Life Support• Pediatric Advanced Life Support• Tactical Medic

• Firefighter 2• Hazardous Materials Technician• Technical Rescue• Fire Investigation

• Incident Management System (IMS)• IMS position specific qualifications (ie. Planning, Logistics, Incident Commander) • Emergency Manager

• Communications of an alarm• Community water supply• Fire department equipment

• Fire department organization• Fire department training

YMCA Day at The Fire Station fundraiser

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Additionally, a target goal for ISO is to have a fire station within 5 miles of every section of a community with an average response time of 4 minutes. Currently, Mdewakanton Public Safety ‘s rating is a three, which places the organization in the top 2 percent of the United States fire departments. By comparison, Prior Lake and Shakopee Fire Departments are both rated at a four. If the Community was still being covered by those agencies a higher rating would be applied directly to the Community insurance premium. With the average Community response time being under two minutes, no agency can supply the same level of service within the same response times. Currently, Mdewakenton Public Safety is in the top 2 percent of the U.S. fire departments. With the average Community response time being under two minutes, MPS provides a unique level of service.

Over the past year, Advanced Life Support services billing has been enhanced. With the current trends in cost recovery and accounting for the required Medicare and Medicaid allowances, which are much like a service donation, Mdewakanton Public Safety is seeing a 60-percent cost savings which helps offset approximately 54 percent of the organizations budget. When the cost savings from the Community’s insurance premiums added to the Advanced Life Support revenue, Mdewakanton Public Safety is able to cover it’s operational costs. Mdewakanton Public Safety is focused on future support of the Community. Service delivery, sustainability and financial accountability are a few of the focus areas to maintain a consistently high level of service, in line with the organization’s mission, vision and values to “Keep the Community safe”.

2 0 1 4 R E T U R N O N I N V E S T M E N T

2525 Flandreau Trail NWPrior Lake, MN 55372mdfire.org