2022-04-19 CC Agenda PacketPLEASE TURN OFF ALL CELL PHONES & PAGERS IN COUNCIL CHAMBERS.
CITY OF MOUND MISSION STATEMENT: The City of Mound, through teamwork and cooperation, provides
at a reasonable cost, quality services that respond to the needs of all citizens, fostering a safe, attractive and
AGENDA
MOUND CITY COUNCIL TUES, APRIL 19, 2022 — 6:30 PM
ANNUAL REPORTS WORKSHOP lff MOUND CITY COUNCIL CHAMBERS
Page
1. Call Meeting to Order
2. Approve the Agenda
3. Supervisors' Annual Reports to the City Council
A. Orono Police Department — Police Chief Correy Famiok 1 - 15
B. Finance & Administrative Services —
16 - 50
Administrative Services Director Catherine Pausche
i. Ordinance and Policy Drafts
a. ORD -2022: Amend Chapter 78 Sec. 78-103 (b)
19 - 20
Length of temporary visitors permit for Dock Program
b. ADMIN-XXX: City Participation in Lake Management Projects
21 - 32
c. ORD -2022: Amend Chapter 54 Sec. 54-49 (b) Operating
33 - 34
hours for garbage collection vehicles
ii. Marketing and Communications
35 - 43
iii. Recycling Program
44 - 47
iv. Municipal Liquor Store
48 - 50
C. Fire Chief Greg Pederson:
i. Fire & Rescue/Emergency Response
51 - 97
ii. Emergency Management
98 - 129
D. Community Development/Planning/Zoning/Building Inspections — 130 - 134
Community Development Director Sarah Smith
E. Public Works Superintendent Ryan Prich & City Manager/PWD
Eric Hoversten:
i. Public Works (Parks) Operations 135 - 148
ii. Capital Improvement Plan Update 149 - 154
F. Wrap-up by City Manager Eric Hoversten 155 - 161
4. Adjourn
Email: pdwebpolice@ci.orono.mn.us
Website: www.oronopolice.org
Facebook.com/oronopolicedepartment
or Twitter@ pol iceorono
Non -Emergency: 952-258-5321
Administration: 952-249-4700
2730 Kelley Pkwy, Orono, MN 55356
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TABLE OF CONTENTS
COMMUNITY OUTREACH 3
National Night Out 3
Firearm Safety 3
Visit with Santa 4
Polar Plunge 4
POLICE PROGRAMS
Umanned Aerial Vehicles (UAV) Prog
Community Service Dog
Body Camera Program
D.A.R.E
Explorers
Lake Minnetonka SWAT
Mobile Field Force
5
CRIME AND ACTIVITY REPORTING 9
Activity Summary
Group A Crimes
Statistical Analysis Comparison
Supplemental Reporting
Crime Trends
INVESTIGATIONS SUMMARY
WEST METRO DRUG TASK F
PERSONNELCHANGES
New Officers
Retirements
11
13
14
5
6
6
7
7
7
8
9
9
10
10
10
14
14
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COMMUNITY OUTREACH
Our police department takes pride in serving our communities. We deeply appreciate our
partnerships with everyone. We were grateful to get back together and be able to participate
in a few more community events than was possible in 2020. Here are just a few of the
highlights.
National Night Out
There were 28 organized parties around our community this year and we had 6 teams of
police officers and reserves that visited each one. It's a great time for residents to connect
and communicate with our officers and to strengthen neighborhood partnerships. The squad
car and fire truck tours are always a hit with the kids too and are sure to put smiles on the
faces of both the kids and officers.
Firearm Safety
In August 2021, we conducted a DNR Firearm Safety course for the third year. Instructors
from Orono PD partnered with the MN DNR and Chunks Automotive service to provide youth
with a complete safety course. Students ages 11 and older attended a classroom -based
firearms certification course where they learned how to handle firearms safely, responsibilities
of a hunter and wildlife conservation. They participated in a Field Day where they exercised
their knowledge in scenario -based training. Each student finished the course with a final
exam and received a firearms safety certificate. It was a great class again this year and a
very positive experience for all.
Four basic rules of firearm handling:
Treat each firearm as if is loaded W
Always control the muzzle of your
firearm
Be sure of your target and what is
beyond
Keep your finger off the trigger
and outside the trigger guard until
ready to shoot
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Visit with Santa
Thankfully our officers were once again able to make a visit with Santa Claus to enjoy an
evening of holiday cheer with the residents of Presbyterian Homes on Lake Minnetonka,
Orono Woods, Trails of Orono and Harrison Bay. This is always a highlight of our holiday
season as we all enjoy visiting and connecting with these residents. We're not sure who
appreciates the visit more! As always, Santa spread much happiness to all the good boys
and girls!
Special Olympics Polar Plunge
We took a dive into the freezing waters of Lake Minnetonka again as officers, family
members, city councilmembers and other friends joined together as team Frozen Copsicles
for the Polar Plunge. All funds raised by the participating teams go to help Special Olympics
Minnesota in their support of thousands of athletes across the State. Thanks to this brave
team of 13 members and their supporters, $5,820 was raised for Special Olympics.
POLICE PROGRAMS
Unmanned Aerial Vehicles (UAV) Program
This program was developed in 2020. The UAV's provide us with better capabilities when
searching an area for a lost or missing person along with a larger safety margin when dealing
with critical incidents. The UAV was deployed without a search warrant 57 times in 2021.
The reasons for a UAV deployment without a search warrant allowed by statute are provided
below:
Reason Code
Reason
1
During or in the aftermath of an emergency situation that involves the risk of death or
bodily harm to a person
2
Over a public event where there is a heightened risk to the safety of participants by
bystanders
3
To counter the risk of a terrorist attack by a specific individual or organization if the
agency determines that credible intelligence indicates a risk
4
To prevent the loss of life and property in natural or man-made disasters and to facilitate
operational planning, rescue, and recovery operations in the aftermath of these disasters
5
To conduct a threat assessment in anticipation of a specific event
6
To collect information from a public area if there is reasonable suspicion of criminal
activity
7
To collect information for crash reconstruction purposes after a serious or deadly collision
occurring on a public road
8
Over a public area for officer training or public relations purposes
For purposes unrelated to law enforcement at the request of government entity provided
9
that the government entity makes the request in writing to the law enforcement agency
and specifies the reason for the request and proposed period of use
The date of deployment and the reason code are required to be submitted to the BCA UCA
Data Collecting Unit each year. The following are the number of times and the reason code
for each deployment reported by our agency in 2021:
Reason Code
Number of Deployments
1
9
6
6
8
42
"All other reason codes = 0
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Community Service Dog
Similar to the year prior, Xerxes contact with many was severely hindered due to issues
pertaining to COVID-19. Normal routines were still impacted for him, but he would lend a
hand when he could. By the summer months, Xerxes was able to get back to a bit of a
routine in his community visits. He frequented the Orono Dog Park, making more
connections with both humans and canines. Multiple times a week he would pay outdoor
visits to our senior centers, park, and playgrounds. This allows for simple conversations that
our officers can have with community members, which help tremendously in furthering their
confidence with the Orono Police Department.
Many police departments across Minnesota still contact Orono as a
leading agency that has integrated a Community Service/Therapy
type dog into their department ranks. Xerxes' impact is a difficult
one to quantify as a statistic. As with much in law enforcement, you
rarely hear of our successes. We are fortunate to have our donors
that help support this program and keep it
something organic and growing. Xerxes
primary handler was recently assigned to investigations where there is
potential for a new set of roles and persons to have impact with. This
new shift work for Xerxes opens up more opportunities for his other
handlers to continue in generating positive police contacts in our
schools and communities.
Xerxes can be found most days perched by the front door of the police department, greeting
anyone who should come to our doors.
Body Worn Cameras
In July 2021, the Orono Police Department implemented the use of body worn cameras.
These are small devices that record interactions between law enforcement and citizen
contacts. There are several benefits regarding the use of these recording devices, some of
which include increased public confidence in policing, a reduction of complaints and
allegations made against police officers, and evidentiary value.
M
D.A.R.E
The Mound Westonka DARE program involves all 1st, V and 6th grade students. It is a 6-
week course and begins in January. Students are instructed in a variety of safety courses
seeking to prevent the use of drugs, involvement in gangs and violent behavior. With COVID-
19 still a factor, causing kids to be distance learning for portions of 2021, the DARE program
was conducted online. Orono's DARE instructor created 10 videos with 10 games attached
for the students to play and answer questions. They also completed a project this year
instead of the typical essay as the last assignment.
Explorers
On June 26, 2021, the Orono Police Explorers participated in a state wide explorer
competition. They had a chance to compete in six different events throughout the day. Only
the top three teams from each event were acknowledged for an award. This was the first
competition the group of 4 explorers had ever competed in together and they did
exceptionally well. Our explorers won first place in burglary, domestics and traffic and second
place in interviewing and crashes.
Lake Minnetonka SWAT
The Lake Minnetonka SWAT Team consists of officers from the Lake
Minnetonka area to include, Orono, South Lake, Minnetrista and
West Hennepin Public Safety. SWAT members train monthly,
putting in 36 hours in 2021 and continue to train with other metro
SWAT teams at Camp Ripley for three days during the annual
MTOA Training Conference.
The Lake Minnetonka SWAT Team currently has 11 members who continue to train for high
risk and dangerous situations that are beyond the normal scope of a typical patrol
response. Members use scenario based training to become more effective in dealing with
situations such as armed barricaded subjects, hostage rescue, active shooter, and high risk
warrants.
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Mobile Field Force
Following the Minneapolis riots in the summer of 2020, the west metro police chiefs collectively
created the West Command Mobile Field Force (WCMFF). WCMMF was created to protect life
and property during times of civil unrest in the west metro. The mobile field force concept is
used all around the country.
The Orono Police Department has two officers who received mobile field force training and are
serving on the WCMMF. The officers were deployed with WCMMF to provide security to the
Brooklyn Center Police Department during the civil unrest following the Officer Kim Potter fatal
shooting of Daunte Wright. The WCMMF was utilized for approximately 10 days following the
shooting.
WCMMF was also deployed the day the verdict was expected in the Officer Derek Chauvin
and Officer Kim Potter trials. Officers in the mobile field force were often deployed and
staged in areas in the west metro in order to quickly respond to areas of civil unrest. The goal
was to allow for peaceful protest while attempting to preserve life and property during times of
civil unrest.
CRIME AND ACTIVITY REPORTING
Activity Summary
306 Investigative Cases
111 Theft Cases
46 Assaults
214 Department Arrests
25 Fraud/Forgery
18 Criminal Sexual Conduct
31 Death Investigations
17 Motor Vehicle Thefts
1 CVO (1 resulting in death)
14 Referred Vulnerable Adult
Cases
13 Burglary Cases
1 Arson
204 Handgun Permit to
Purchase
1 Robbery Cases
0 Homicides
Part I / Group A Crimes
70
60
50
40
30
20
10
0
Homicide Rape Robbery Agg Assault Burglary Theft M.
■Mound ■Orono ■Spring Park ■MtkaBeach
Q
Statistical Analysis Comparison of 2020 and 2021
Part I - Group A Crimes
2020
2021
% Change
Homicide
0
0
0%
Rape
7
10
30%
Robbery
1
1
0%
Aggravated Assault
9
7
- 22%
Burglary
21
13
- 38%
Theft
99
111
11 %
Motor Vehicle Theft
4
17
76%
Arson
0
1
100%
Total
141
160
12%
Supplemental Reporting
Reported as a pursuit by a peace officer of a fleeing suspect in a motor vehicle.
Pursuits
2019
2020
2021
3
1
6
In 2021, we experienced a significant increase in motor vehicle thefts. This was a trend that
spread Metro -wide. Vehicles were usually left unlocked with keys inside. In some incidents,
this also coincided with home -invasion burglaries. Suspects were entering vehicles and
occupied dwellings either by force or non -force and stealing purses, keys, cell phones, and
other items. Once they retrieved the keys, they would then steal the vehicle(s). Through
investigation and collaboration with other local police agencies, groups of these individuals
involved in these crime sprees were identified and prosecuted.
"Don't make your vehicle an easy
target. Lockyourdoors, removeyour
keys, close your windows completely,
park in well -lit areas. n
l ICB National Insurance crime Bureau
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INVESTIGATIONS SUMMARY
Robbery
Victim met a party in Golden Valley where he sold his vehicle. The victim got a ride back to
his residence in Spring Park, where the male party pulled a gun and took the money that the
victim received for selling his vehicle. Through investigations, Orono Police were able to
identify the male party. The case is pending disposition.
Criminal Vehicular Homicide
A single vehicle crash in which the driver was impaired and driving at a high rate of speed,
took the lives of two young men, ages 20 and 24 years old. The 51-year-old driver sustained
critical injuries and was later arrested and booked on charges of criminal vehicular homicide
into the Hennepin County Jail. The Hennepin County Attorney's Office issued a formal
complaint and added 3rd degree murder changes as well. The case is set for trial.
Burglary (Occupied Dwelling)
Suspects used force and entered an occupied residential home where they took valuables
and then gained access to the garage and stole the homeowner's two vehicles. The
homeowners and their children were sleeping during the incident. Orono PD investigators,
along with other metro area law enforcement agencies were able to identify the suspects.
They were charged in this case, as well as other cases in the metro. One suspect who was a
juvenile, but tried as an adult, received an 88 month sentence and was ordered to pay
restitution to the multiple victims.
Arson
Orono police responded to a call of a mental health issue. It was reported that an individual
had used gas and candles, setting the home on fire. They arrived and found two individuals
in the driveway. The interior of the house was checked by officers and no one else was found
inside. A small dog was still inside, but unfortunately was not located. The two individuals
were transported for non -life threatening injuries. The case was submitted to the Hennepin
County Attorney's Office for possible charges.
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Theft
Catalytic converter theft was a popular trend in all of the metro area over the year. Multiple
incidents of this crime occurred in our jurisdiction. In one case, the suspects were caught on
camera, identified and charged. The case is pending
Criminal Sexual Conduct
Orono Police took a report of criminal sexual conduct that occurred over a period of time. The
victim had videos of the criminal acts by her ex -boyfriend. The case was sent in for charging
and the charges as pending until the suspect can be located.
Theft by Swindle
The victim sold a motorcycle to the suspect to find out that the cashier's check as fake.
Orono investigators identified the suspect, who turned out to be the brother of the name on
the fake check. OPD learned that three other agencies are trying to locate this suspect for
similar crimes in their jurisdictions. In our case, Orono investigators were able to locate the
stolen motorcycle and charge the suspect with multiple felonies.
Drug Overdose
Officers received a call of an individual not breathing and when they arrived on scene it was
clear that the individual had passed away. This person had recently been in rehab for drug
addiction but had left a week prior. Drug paraphernalia and items with narcotics residue were
located near where the victim had been found. The cause of death was later determined by
the medical examiner's office to be accidental with a fentanyl / methamphetamine overdose
**In total for 2021, officers responded to 11 drug overdose calls. One fatality and 10 incidents
in which the victim survived. Officers administered NARCAN in seven of these incidents.
NARCAN is a prescription medicine used to reverse the effects of a suspected opioid
overdose.
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WEST METRO DRUG TASK FORCE
Collaborative Partnership
The West Metro Drug Task Force (WMDTF) is a multi -agency coordination of drug
enforcement in our communities. They work to reduce the supply of illegal narcotics and curb
the criminal activity that is associated with drug abuse. The WMDTF is comprised of officers,
deputies and sergeants from the Orono Police Department, Medina Police Department,
Minnetrista Public Safety, West Hennepin Public Safety and the Hennepin County Sheriff's
Office.
2021 Statistics
The WMDTF had a successful year in seizing large quantities of illegal narcotics and
confiscating guns and removing them from the streets in our communities.
Search Warrants................110
Arrests ............................... 55
Guns.................................. 31
Charges ........................... 51
Meth ................................ 104.5 Ibs
Cocaine ........................... 112 Ibs
Heroin ........................... 13.2 Ibs
Marijuana ...................... 153 Ibs
Wax ................................ 5.7 Ibs
MJ Edibles ...................... 196 Ibs
THC Cartridges ................4479
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PERSONNEL CHANGES
New Officers
Collin Hennessy came to us from the Carver County Sheriff's Office where a 4-
he spent almost four years on patrol working primarily in Chaska, Carver and *'-
Waconia. He was on the SWAT team, an instructor for the firearm's range
and use of force and was also a field training officer. We appreciate the
experience he brought. He's been a great asset to our department. di
Tim Wessels is our newest part-time police officer. He is a full-time
firefighter and paramedic for the Oakdale Fire Department. He also
previously worked for the Washington County Sheriff's Office. Tim has been
a great addition to our patrol division and department.
We are proud to have both Collin and Tim join OPD.
Retirements
Officer Bill Persell retired from the Orono Police Department on January 30,
2021. Bill had been with our department for more than 26 years and has a
total of 36 years as an officer. Bill had trained, assisted in training, mentored
and covered shifts for many fellow officers. He was a tremendous asset to the
department. We appreciate all his years of service and everything he did for
our department and the community.
Officer Jami Wittke retired in December of 2021. Jami has served our
communities since 1999. She previously worked for the Mound Police
Department until 2013 when she came to Orono. Jami was a patrol officer,
an investigator and served on the West Metro Drug Task Force. Throughout
her career, Jami built many valuable relationships with her partners in and
outside of our department and far-reaching community partnerships as well.
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15
The members of the Orono Po/ice Department are committed
to providing the highest quaiitypoiicing through faimess,
service and pride. To foster this ideal, we promise to workin
partnership with the communities we serve.
Finance and Administrative Services Annual Report
I. Organization Chart/FTE Comparison
FINANCE 8 ADMINISTRATIVE SERVICES
Catherine Pausche (.75 FTE)
HR, Communications, IT, ProcuremeM/COMracts
FINANCE
ADMIN
OFF
Noah Iverson
Kevin Kelly
SALE
Collette Roberts
25 Admin (Jen)
LIQUOR
Accounting,
Elections, Official
�r
Investing, Risk
Records/Data
Ron Gust
Management,
Practices, I/T,
Reporting,
H/R, Legal
Asst
Budget, Capital
Publications,
Store
Planning,
Dock Admin,
Leaders
AudiUlnternal
Website,
(2x.7FTe)
Controls, Debt,
Communi_______c ,,,,,,,__„�,_ations
Lead
Payroll,
Cemetery,
Clerks
Accounts
ProcuremenU
Payable, Utility
Contracts,
Clerks
Billing, Assmts
Licenses
Mound
2008 2022 % Chenge Minneirista Orono
Finance &Admin (excl. City M¢r/incl. 25%len)
FTEs 7.4 4
Salaries 415,616
Outstandin8 Bonds as of 12/31/20
2n22 Tax Rate
386,419
$48.SM
-46%
-7
4n2�
Victoria
$21.4M $72M $26.SM
23.10 16.82
Finance Department
Accomplishments
—Annual Levy and Budget: 5.00%overall levy increase approved to build capital reserve
funds and reduce future reliance on debt.
—Bonds: Since 2011, refunding bonds achieved over $3.9M in interest savings without
lengthening terms. Ixi 202, the City issued $4.335M in bonds for the sewer fund to be
repaid with tax levies in order to provide utility rate relief.
— LTFP —The Council approved a format for the next 10+ years that will incorporate
planning for the next generation of streets and infrastructure, facilities maintenance and
renewal, equipment, staffing and community amenities.
—Technology: 2015: Network and switches upgrade, moved to Outlook 365. 2016/17:
Moved to VoIP phone system. 2019: Council Chambers video recording equipment
upgrade. 2021: Website upgrade.
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— Human Resources/Benefits: moved from large group to small employer health insurance
market in 2017 and settled the 2021-23 Collective Bargaining Agreement.
—Procurement— Switched banks in 2021 that is estimated to save $15K+ in bank fees.
Renewed curbside recycling with Republic, Gillispie Center contact sunset,
Efforts underway, goals and needs:
— Long Term Financial Plan — is a living document and will need to be continuously
updated for changes in assumptions and as we develop more detailed inventories and
needs assessments and adjust to changes in the environment.
— RFQ for banking services, curbside recycling, leaf drop off,
— Contracts: Gas/Electric Franchise sunset 12-31-25 unless renewed 6 mos prior.
— Process improvement — eliminate redundancies in data entry and filing and any
unnecessary bureaucracy in rules and regulations, digitize records
Note: Financial performance covered during annual audit presentation and budget discussions.
City Clerk
Accomplishments
- Managed the record retention schedule and conducted a shred day
Efforts underway, goals and needs:
— Formalize procedures, develop task lists to ensure proper accountability and develop
naming and format conventions to help ensure consistency across the organization and
eliminate redundancy.
— Expand public access to official records and property information via web portal
(weblink).
— Compile City Policy Manual that will incorporate all individual department policies into
one manual
— Continue digitization of official records in the Laserfiche repository.
— Determine what to do in the next phase of the cemetery to provide for long-term
sustainability — Staff directed to study platting plots vs. Columbiums for ash burials only,
entry beautification.
Dock Administration
Accomplishments
— 247 applicants on waitlist in 2022
— Additional canoe/kayak storage rack added.
— Grandfathered in existing shares, allow shares for only wait list applicants in the top 40
and create a minimum number of years a Woodland Point licensee must stay in dedicated
commons before taking spot in regular program
— Implemented new multiple slip complex at Idlewood
— Adjusted fees, change code for Artessa assignment
Efforts underway, goals and needs:
— Code changes under review
1. Language to manage overall BSU count (on hold)
2. Revisit length of stay for visitor's permit (Change 21 days to 10 or 14)
3. Lake Management Policy
-17-
— Inventory stairways in rights of way, update multiple slip maintenance/replacement
schedule, right of way maintenance, inventory dock sites/commons and evaluate whether
license holder adequately maintaining
— Explore alternatives to the application process — multi -year renewals
The data, efforts and accomplishments listed above are provided as an annual update and as
background for the more detailed discussion items that will be covered during the workshop.
The detailed discussions will focus on proposed ordinance and policy changes, marketing and
communications, the recycling program, and the municipal liquor store.
If additional information is needed on any of these topics, please contact Administrative Services
Director Catherine Pausche at (952)472-0633 or via email at
catherinepausche@cityofmound.com.
April 12, 2022
To: Mayor &Council Members
From: Catherine Pausche, Administrative Services Director
Re: Temporary Visitor's Permit —Reduction in days allowed
The City Council discussed dock fees and the Temporary Visiting Dockage Permit at
the October 19"' special meeting workshop. The Council instructed staff to change the
number of days from 21 to 10, which requires a code amendment as follows:
(b) Allowable Moortizg ojNon-Owned Gpolercr¢J2. Mooring of watercraft not owned by the dock licensee
(Ptimary Site Holder or Secondary Site Holder) is perritted for a period of up to 48 hours, two times in a
calendar yeaz. Mooring of watercraft not owned by the dock licensee (Ptimary Site Holder or Secondary Site
Holder) is not permitted far a period in excess of 48 hoots unless a Temporuy Visiting Dockage Permit has been
first obtained by the licensee from the City and the fees established by the City have been paid. All Temporuy
Visiting Dodage Permits shall contain the DNR registration number or U8 Coast Guazd documentation (and
copies of same) of the boat and shall be limited to?.� 10 days. No mare than one Temporary Visiting Dockage
Permit may be issued in any calendaz yeaz to an individual dock licensee.
The thought behind the change is that the program is supposed to be for the benefit of
Mound residents and the City Council felt that aten-day visitor's permit is reasonable
when there are so few restrictions on who is eligible for one. The City is also trying to
stay ahead of potential abuses of the program and managing the total number of BSUs.
Reducing from 21 to 10 days is considered a compromise to eliminating the option all
together.
The following is an excerpt from the January 20`" DCC meeting minutes where a
majority of the commission recommended reducing it to 14 days, not 10:
9. Te moos ry Visitors Permit
Kelly stated the Council proposed to change the $50.00 fee for this permit to $150.00 during the October City
Council workshop meeting. Kelly added a fee analysis was done and the temporary permit fee was the lowest
fee per day of all dock license and permit fees. Kelly noted the increase to $150.00 was approved by the Council
in December as an item in the fee schedule and the item for discussion by the DCC is approval of limiting the
duration of the permit from 21 to 10 days.
Larson said the Councilfe It the increase in fees and shortening the length of the permit was a compromise to a
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full removal of temporary permits as the majority of the temporary permits go to non-residents.
DCC members asked Kelly how many temporary permits are issued a year and Kelly said between 8 and 10 on
average. Kelly added that some of these permits take quite a bit of time to process and a few each year seem to
be between people who don't know each other well.
Peterson and Olson asked about the rationale in both increasing fees and shortening the length of the permit
and felt reducing the duration of the permit to 14 days would be fair.
Discussion took place on what day people typically start the temporary rentals and whether the permits usually
fall over two weekends. Kelly said that rentals do typically start before a weekend.
Gardner said she felt the 10-day duration was fair as this would cover two weekends and would only be a $15.00
per day charge for a spot on the lake which would cost much more at commercial slips.
MOTION by Peterson, seconded by Olson, to recommend approval of the temporary dockage permit ordinance with
duration of the permit to be for 14 days. Muller, Hentz, Peterson and Olson voted in favor. Gardner and Larson voted no.
Motion carried.
Ultimately, when the Council is ready to act on the Ordinance amendment, it will be
posted on the website, City Hall bulletin board, sent to all RAVE Mobile Safety
subscribers, as well as sent to the Dock Program email list as is the standard procedure
for ordinance amendments to the official City Code.
I am just looking for direction on whether the Council wants to consider the DCC
recommendation of 14 days before I publish.
-20-
n
MEMORANDUM
Date: April 12, 2022
To: Mayor and City Council Members
From: Catherine Pausche, Administrative Services Director
Subject: Proposed ADMIN POLICY: City participation in lake management projects
The Lake Minnetonka Conservation District (LMCD) grants the City of Mound a license for up
to 590 Boat Storage Units for which the City allocates and administers through its Commons
Dock Program. In 2021, the Docks and Commons Commission appointed Dave Olson and
Linda Muller to serve on a Dredge Task Force/Subcommittee to work with Staff to come up with
a reasonable standard or policy for if and when the City would participate in a dredge project. In
addition, the increasing prevalence of Aquatic Invasive Species (AIS) has resulted in some
residents seeking City participation in lake weed treatment projects.
While there is historical precedent for the City to fund dredge projects, these projects have
become more costly and complex as regulations have tightened around permitting and disposal.
Climate change is also resulting in more weather extremes causing excessively high water in
some years and low water levels in others. The dredges that have taken place since 1980
benefitted very specific dock sites by providing navigability into wetland areas. The city also
has over 200 storm water outfalls that are slowly being rehabilitated to reduce the amount of
phosphorus and other sediments from flowing unfiltered into the lake, but the concerns are
typically around the chemistry of the discharge and not a material impact to sediment levels
beyond other causes such as tree canopy and vegetative growth.
The City needs to manage expectations for service levels particularly in this era of climate
change and increasing development and utilization of the lake. Staff suggests the City clearly
limit its responsibility to shoreline stabilization and not water quality or navigability. The City
should continue to support privately funded projects and facilitate information sharing among
program participants who may want to coordinate a weed treatment or dredging of their
particular dock use areas.
Limiting the City's responsibility is key to maintaining the affordability and equitability of the
dock program. A draft of the policy has been provided for discussion as well as excerpts of the
January 20 and March 171h Docks & Commons Commission meeting minutes. While this
represents one extreme with the City taking total responsibility on the other, the compromise
would be some type of cost sharing agreement or city financing. That is not recommended as
then the City becomes the de facto project manager and all dock fees will need to be raised to
benefit specific areas. Staff would recommend suggesting some type of home owners
association group or organization be created to coordinate local activities benefiting specific
areas.
Please let me know if you need additional information to prepare for the discussion.
-21 -
MOUND DOCKS AND COMMONS COMMISSION MINUTES
March 17, 2022 DRAFT & EXCERPT OF ITEM 6
The Mound Docks and Commons Commission met on Thursday, March 17, 2022, at 7:00 p.m. in
the City Council Chambers of the Centennial Building at 5341 Maywood Road in Mound.
Present: Chair Linda Muller, Commissioners Derrick Hentz, Heidi Peterson, Dave
Olson and Council Representative Paula Larson.
Absent: Vice Chair Susan Gardner
6. Policy Discussion and Action: City Participation in Lake Management Protects
Kelly said this will finish up the policy discussion which started at the January DCC meeting
which included the findings of the Avalon Channel Survey and clarify the City policy as it relates
to lake management.
Kelly said the City's formal responsibility is to the collective property which is controlled by the
City at and above the Ordinary High Water (OHW) level and the lake is property of the state and
the Minnesota Department of Natural Resources (DNR).
Kelly said the only area of the lake which the City has the expressed responsibility for lake
management is in the Lost Lake Channel, which was granted to the City by the DNR. Kelly said
the Lost Lake Channel was a community and economic development project for this once
blighted area and the City is responsible for maintaining navigation through the channel. Kelly
said the agreement with the DNR is for the City to maintain navigation though there is no
stipulation of how frequently the City has to dredge the area or to what depth the channel is to
be maintained.
Kelly said the DNR does not have a duty to maintain navigation in the lake, noting Hennepin
County does have a responsibility to maintain channel access between navigable bays.
Kelly added the proposed policy states the City will continue to maintain public land above the
OWH level as it has with rip rap projects and infrastructure improvements such as dock
structures and stairways. Kelly said the City built a stairway at Pebble Beach and the walkway
to the new Idlewood slip on City controlled property and said these are examples of the City
making improvements to property which is City controlled.
Kelly said he contacted Excelsior, Tonka Bay and Minnetonka Beach to inquire if those cities are
planning any dredging projects at their public dock areas and none of them are. Kelly said
Minnetonka Beach reported they are taking out an area of docks due to low water levels and
Tonka Bay reported that one City dock user was requesting dredging of the dock area they used
and Tonka Bay moved that individual to a different and deeper dock area.
-22-
Kelly said he has been informing license holders particularly in Jennings Cove that it is a low
water area and the license holder is taking the risk and should take that into account if their
boat has a deep draft.
Kelly said the City's audit isn't completed though dock program fund reserves are estimated to
be between $250-300K. Kelly said the dock program is self -funded and these reserves have
been used on improvements to City controlled shoreline areas in recent years. Kelly said the
ball park figure the City received from a vendor for completing a dredge study on Avalon
Channel was $100 to $150K. Kelly added if both Avalon Channel and Excelsior Commons on
Black Lake were dredged the low -ball number of those projects would be $200K at a minimum.
Kelly has also heard from license holders asking for dredges in other areas of the lake. Kelly
added the purpose of the policy is to limit the scope of the City's responsibility for lake
management going forward and let licensees know the City supports them organizing their own
projects.
Kelly said the City pays the Lake Minnetonka Conservation District (LMCD) an annual levy and
part of their charter is to manage the lake, including finding to solutions to Aquatic Invasive
Species and weed mats in the Lake. Kelly added a City resident spoke at a City Council meeting
in 2021 to complain about the weed mat which had grown in Harrison's Bay and ultimately the
neighbors in and around Harrison's Bay got together and created an association and is currently
working with the LMCD on a cost share for the study of the weed mat problem and researching
funding alternatives to address the weeds.
Kelly said in 2020 another resident in the dock program took it upon himself to hire a lake
management company to remove weed growth around the Carlson Park multiple slip, noting
the individual ended up having difficulty getting others on the complex to participate in the
cost.
Olson asked about the LMCD and the percentages which were paid for the Harrison Bay project.
Discussion ensued around the fact that the LMCD has a finite amount of funds for lake
management projects which may affect the number of projects funded and the amount of
funding available for these projects.
Peterson asked whether the City is at risk of losing the docks at these mucky, weedy areas.
Kelly said yes this could happen, noting he showed the 1913 plat map from of Seton subdivision
at the last DCC Meeting which showed the Black Lake area was marshland before the lots were
developed. Kelly said there has been on -going erosion of navigation in the Avalon Channel
area since the first dredge which took place over 100 years ago.
Peterson said if the City does not maintain these areas of the commons the dock program is at
risk of losing 70 or more dock sites. Kelly said the City could move dock users to other areas of
the commons. Peterson said the question was what would the City be losing if there isn't any
maintenance of these areas.
-23-
Muller said she expressed the same concern as Peterson and the City can't be engaged in a
dredging battle with Mother Nature and lake levels and that sort of thing. Muller said at what
point do you actually dredge because the lake level could stay at the level it is at now.
Peterson said there could be a rotating dredge of these problems areas and Muller said dredges
have gotten much more expensive than in the past and how do you budget for that. Muller
said if lake levels don't change the City may have to look at this issue. Muller added residents
consider cost shares for managing lake weeds and AIS.
Muller said the policy provides clarity to this issue and doesn't ensure that just because you
have a dock doesn't mean you can have as big as boat as you want. Peterson said how many
dock sites will be affected through this policy and how many of those sites could be replaced.
Peterson added if 30 docks are affected would they be replaced by five. Kelly said we don't
know the answer to this yet but the non -abutter sites could be moved to other locations. Kelly
added the Centerview and Jennings Cove multiple slips have been added to after they were first
installed and there are options which the dock program can take.
Olson said if a dock area is temporarily dry land, the City doesn't lose the dock, but it might be
not used for a year or two. Kelly said if you looked at 2019 which was a high-water year, there
were no calls for dredging.
Kelly said the assumption regarding the original dredge of the Avalon Channel would be that it
was done by the Tuxedo Development Company as an economic development tool to sell the
lots that they owned at a higher profit. Kelly said this dredge was a private endeavor from the
beginning and the City has been providing a benefit to these abutting lakeshore owners. Kelly
added these previously City funded dredges benefitted a small subset of property owners. Kelly
added there are economic disparities in Mound from lakeshore to inland properties and the
City Council not too long ago reduced utility rates to help alleviate the financial burden for
residents who were seeking out reduced rates. The Council has also reaffirmed the desire to
keep the dock program affordable.
Kelly said it is clear there will be both abutter and non -abutter dock sites affected by this policy
but where the City's responsibility ends is with the communities shared property.
Peterson said the policy being discussed says the City will maintain the shoreline and what goes
on in the lake as regards to lake levels and other factors is not the City's responsibility. Kelly
said an example would be the Bluebird South dock site which is mentioned in the Woodland
Point Settlement Agreement as not the City's responsibility to keep that dock site open. Kelly
said if that dock site was continued there would have to be a lengthy dredge across the marsh.
Kelly said there have been other areas which have been discontinued due to lack of access such
as the Norwood Lane dock. Kelly said he checked out this dock and found out it is weed
choked.
Peterson said if Jennings Cove was choked off would the City forfeit those slips and would
passing this policy mean the City will never maintain this area or others like it. Kelly said this is
-24-
a valid point and the assumption is that Jennings Cove would be choked off unless there was a
group response to keeping the area open.
Olson read from section 3.2 of the policy which states "the City of Mound generally signs off on
any permit to improve water quality and/or navigability as required by permitting agencies and
is privately funded." Olson said people of like mind can pool their resources to improve the
navigation in their area and the City is not shutting off this possibility.
Kelly noted the costs of maintaining City shoreline has gone up for Rip Rap projects in the past
few years. Peterson said the difference regarding rip rap is that once it is done it stays in place
for many years and is not an on -going cost.
Muller said dock fees could be raised significantly and Peterson said to not do any dredge work
is not the answer. Peterson said some of these areas when the water is low won't be navigable
she questions whether a rotating dredge is the answer. Peterson said can the dock program
can create a dredge fund.
Olson and Peterson discussed how things are changing regarding how the lake has been used
and Peterson referenced the letter attached to the DCC packet on how much the Avalon
Channel has changed. Peterson said she doesn't agree with a completely hands -off policy.
Hentz said the City has been looking for other areas such as Idlewood to put in multiple slips
and if the City exhausts all other areas for people to move the City could go back to dredge
certain areas. Hentz added the Policy limits the expectations for the present but doesn't
preclude something being done in the future.
Muller said the way to fund it will mean dock fees will increase and she asked about the people
who are on dock sites which don't need dredging and whether they should have to pay in.
Hentz said what can be done now includes people getting together to remove weeds to keep
areas open.
Olson said if you look at the number of sites affected it is very small compared to the entire
dock program and if lake levels raise by a foot that number would be even smaller.
Peterson said the Policy is stipulating that the City is not responsible for draught or flood
conditions nor to maintain the areas around dock sites though they could be addressed in the
future. Kelly said the question is related to Section 4, the Service Levels of the Policy, and the
expectation of the level of service. Kelly mentioned an abutter on Island View Drive who had
problems with muskrats and took care of the matter privately versus some neighbors on Black
Lake who had destructive beaver activity and insisted it was the City's responsibility to remove
the beaver. Kelly said the City did hire someone but beavers being a nuisance isn't a problem
that is going to go away, noting another solution to the beaver problem that does not include
the City is for residents to wrap their trees to protect them.
-25-
Kelly said the City Code states that there isn't a guarantee that your dock is usable year to year.
Peterson said she was concerned about the lack of verbiage in the Policy to attempt to maintain
current dock sites. Kelly said the policy states the City responsibility ends at the Ordinary High
Water Level.
Muller is optimistic that water levels will come up but the lake will have weed issues. Muller
said it could come to a point that if the City doesn't dredge the area she lives in, she may not
have use of her dock in Black Lake.
Kelly noted the estimated cost of a dredge in Avalon Channel discussed at the January DCC
meeting was $100-150K and was probably conservative. Kelly said the Denbigh residents
present at the January meeting responded to the costs by saying they only wanted the mouth
of the channel to be dredged instead of whole channel. Kelly said delineating where the City
responsibility ends is important when a passionate group want the public water maintained in
their area when there are other comparable needs elsewhere. Kelly said if this group wants to
pool their resources to take care of the matter privately the City will support it.
Muller asked if the public would like to come forward to speak on this issue.
Michael Kline, 1630 Dove Lane, stated he has his boat at the Jennings Cove multiple slip. Kline
said the Mission Statement on the DCC Agenda states "the City will provide at a reasonable
cost, quality services" and the talk at previous meetings has been about equity. Kline said if
things are to be equitable, if rates would be raised, they should be raised for everyone. Kline
said he lives across the street from the Jennings Cove slip, noting it is technically a City Park,
and this policy is saying for him to use the slip he would have to put together a group of
neighbors to get it dredged. Kline said the water level goes down through the year and by
September he has to pull out his boat early because of the situation there. Kline said the two or
three slips at the north end of the slip are really unusable into August. Kline said if he did get
the neighbors together there is going to be the free rider issue so he said he should move to
another dock and when the neighbors dredge the area I will move back to the area. Kline said
the Jennings Cove slip, which is at the end of the channel, was pretty much unusable and he
needed to push his boat out with a paddle to get it started.
Kline said there isn't much incentive to dredge the Jennings Slip as they are all non -abutters so
he isn't sure what the answer is. Kline said maybe the neighbors should band together to
purchase the land themselves or the City should manage the situation. Kline said he wouldn't
improve something he doesn't own as there would be no way to monetize his investment.
Discussion ensued about the Minnehaha Creek Watershed District (MCWD) and how it
manages lake levels which get lower through the season and that the MCWD is trying to
balance the lake with Minnehaha Creek.
Kline said if nothing happens all the eight users will go to other dock areas and the one boat on
the far north end of the slip will be sitting in mud.
-26-
Peterson said the one dock on Bluebird which isn't being used is what the Jennings Cove will
turn into. Peterson said it is really bad and literally a swamp and there are eight slips there and
there won't be an option to use the dock.
Olson asked about other options to move and Kelly said there are other areas to move to and
maybe there shouldn't be that many boats in the Jennings Cove area. Peterson said she
couldn't believe the LMCD allowed the private dock to be placed at the end of Jennings Cove,
noting the property is now for sale.
Muller said she would like to recommend another task force to explore other options if people
need to be moved from low water areas. Muller added the task force can look into what the
cost would be to dock fees to be able to pay for dredging.
Peterson talked about the fee she was assessed when the stairway was built at Bluebird Lane
and could a fee be assessed for slip users in low water areas.
Discussion took place on the cost of individuals taking on dredging and Kelly asked if it is a good
use of City funds to be regularly dredging an area every 20 years when the area was originally
marshland, once again noting the original plat of the Avalon Channel showed the area as
marshland which is the natural state.
Kelly said the City does not want to be the general contractor for these dredge projects and if
neighbors want to get together to do this work the City will support this activity.
Muller said the language in the policy is there and the DCC can continue to study the problem
to get a better understanding. Kelly said it is a good idea to study what alternatives there are
available for lake use at those lake areas with public shoreline which don't support the use of
watercraft.
Hentz said the DCC has been talking for the past 10 years about moving people to different
areas though there are not very many of these areas left to put people. Hentz said we can be
creative about moving people around and look at certain fees for specific spots. Peterson said
if people are willing to pay $2500.00 for a slip at Lost Lake, they may be willing to pay that
amount at Jennings if the alternative is paying $10K for a private site.
Peterson said if the City puts in a dock in an area, then the City should have some responsibility
to make the area accessible. Discussion ensued about the number of docks affected by low
water areas and why did the City put docks in low water areas in the first place.
Kelly said these areas were marshland a hundred or so years ago, noting there are platted
parcels in areas which are now under water. Kelly questioned whether it makes sense for the
City to be dredging a marsh every twenty years.
-27-
Olson said his recommendation is to vote on the policy tonight, noting he thinks it is a good
policy which may need to be changed in the future. Hentz said there are other options for
placing docks in other places and the policy says the City doesn't have to dredge areas.
Hentz said identifying the responsibilities of lake agencies is a good start.
MOTION, by Hentz, seconded by Larson, to approve the City Participation in Lake Management
Policy.
Muller stated she would like to make an amendment to the motion after it was seconded to
remove language in Section 3.2 at the end of the sentence which reads "and is privately
funded." Hentz and Larson took the suggested the language change as a friendly amendment.
Muller said it leaves the opportunity for a group to gather facts about options going forward
after the passage of the City Participation in Lake Management Projects policy.
MOTION, by Hentz, seconded by Larson, to approve the City Participation in Lake Management
Policy excepting the phrase "and is privately funded" in section 3.2. Hentz, Muller, Peterson
and Olson voted in favor. Larson abstained. Motion carried.
MOUND DOCKS AND COMMONS COMMISSION MINUTES
January 20, 2022 — EXCERPT ITEM 10
The Mound Docks and Commons Commission met on Thursday, January 20, 2022, at 7:00 p.m.
in the City Council Chambers of the Centennial Building at 5341 Maywood Road in Mound.
Present: Chair Derrick Hentz, Vice Chair Susan Gardner, Commissioners Heidi
Peterson, Linda Muller and Dave Olson and Council Representative Paula
Larson.
Absent: None
10. City Participation in Lake Management/Avalon Channel Survey
Kelly stated the policy is meant to clarify the prescribed obligations of the City when it comes to
property owned by the City and in waters of the state.
Kelly said the City has been and will continue to protect the City public land at and above the
Ordinary High Water mark for Lake Minnetonka which is currently 929.4. Kelly said the City has
completed rip rapping Devon Commons and will support shoreline work where there is
significant erosion of areas which receive a lot of boat traffic and wave action.
Kelly said that 2021 was a low water year which made navigation more difficult than in recent
years and the Dock Program can't guarantee access to locations at all times. Kelly said he has
heard from a number of boaters this year who had trouble with the low water levels and some
needing to take their watercraft off of the lake earlier in the season than they expected. Kelly
said that though the City has done dredges in the past the City does not own the lake and the
regulatory environment has changed and the expense of dredges has increased. Kelly added
another area which has impacted navigation on the lake are Aquatic Invasive Species (AIS)
particularly vegetal growth in the lake in areas like Harrison's Bay. Kelly stated that a lakeshore
resident came to the City to discuss the navigation difficulties he and fellow boaters were
having with a large mat of AIS and other weeds in Harrison's Bay. Kelly said Council and staff
directed the resident to the Lake Minnetonka Conservation District (LMCD) as they had a
program to respond to weed growth on the lake. Kelly said the City provides funds for the
LMCD to conduct work on the lake and to license the Dock Program. Kelly said the LMCD has
changed their focus on how to treat weed growth from active harvesting with their own staff to
now working with neighborhood and other associations and providing funds to assess AIS
problem areas. Kelly said the LMCD will also provide funds to contractors through the lake
associations to address the problem. Kelly said the lakeshore residents and other neighbors
have created the Harrison's Bay Association. Kelly said the LMCD has provided 50%of the
funding for the assessment of the weed growth in Harrison's Bay with the Association paying
for the other 50%. Kelly said the LMCD will provide up to 25% of funding for the actual weed
removal.
Kelly said the dock program has discontinued non -abutter dock sites due to weed growth or
access issues in the past.
Peterson talked about the dock site called Bluebird South which is a dock in the Woodland
Point neighborhood and it is not being used in the Dock Program due to weed growth blocking
access to the dock. Peterson added she remembers draught years on the lake where they had
to push their boat off from their dock to get to open water.
Kelly said the DCC dredge sub -committee toured the Denbigh and Jennings Cove sites this
summer to look at the areas in which residents were concerned about water depth and
navigation. Kelly added the City paid for the Avalon Channel Survey to determine what was the
content and if possible the cause of the buildup of this area. Kelly said the Channel Survey said
there was sand and other deposits in the direct area of the outfalls but there was no evidence
provided in the survey that it was spread out beyond the immediate area of the outfall.
Kelly stated he looked at the original plats of the Avalon and Seton subdivisions from over 100
years ago which depicted the area where the channel is now to be a marsh with a Channel cut
through. Kelly showed copies of the plats to the DCC and public and said it was highly unlikely
that this was a publically funded dredge but rather funded by the development company to sell
their lots.
Rodney Beystrom, 4466 Denbigh Road, addressed the DCC by saying he has lived in Mound
since 1987 and remembers the summer of 1988 which was an extreme drought year. Beystrom
said he had to push with his oars off of sand to float his watercraft.
-29-
Beystrom said he provided photos to the DCC prior to the meeting which showed the extent of
weed growth at the entrance to Avalon Channel since 2002. Beystrom said in 2002 two boats
could pass side by side which isn't the case now.
Beystrom said that the run off from the property behind Island Park Skelley building through
the storm water outfall has in the past has been very powerful and deposited sediment from
the streets into the Channel. Beystrom stated this outfall caused the navigation issues at the
entrance to the Denbigh Channel.
Carl Palmquist, 4500 Denbigh Road, said the City dredged the stormwater outfall adjacent to his
property in 2008 or 2009. Palmquist said the City should dredge the area of the outfall because
it is the City stormwater which is causing the buildup in the Channel.
Jay Stemler, Denbigh Road, didn't feel the Avalon Channel Survey was an accurate depiction of
the sediment deposits in the Channel. Stemler said he has video of the storm water outfall
which he will send to Staff. Stemler said the Public Works Superintendent at the time said that
the City will have to dredge the outfall from the storm sewer and Stemler said he would like the
City to dredge the area from the outfall to the Channel opening.
Tom Delacy, 4458 Denbigh, said he is a private property owner next to Beystrom and would be
interested in paying a fair share for a dredge of the Channel.
Joe Goetz, 2512 Shannon Lane, said what will happen to these dock sites if the City policy is to
not pay for work in the lake. Goetz said in 30 years the Excelsior Commons would not be
navigable. Goetz said the storm water outlets are creating water currents in the mud banks in
the Excelsior Commons and Denbigh areas and is causing mud to be displaced.
Goetz suggested a fee on each dock holder as the dock fees "are a steal" to create a dredge
fund.
Olson said the commons program is for the little guy in the City who lives off of the lakeshore
and doesn't think the average taxpayer should pay for dredges benefiting lakeshore owners.
Discussion will continue at March 17, 2022 meeting.
-30-
ADM IN POLICY -CITY PARTICIPATION IN LAKE MANAGEMENT PROJECTS
Original Adoption: xx/xx/22
Reviewed/Updated: TBD
Reference No. ADMIN-00x
Section 1. Purpose and Scope
This policy is intended to supplement City Code Chapter 78 Waterways to clarify the City's position on
participating in lake management projects.
Section 2. Roles and Responsibilities
2.1 The LMCD has licensed the City of Mound Commons Dock Program to grant licenses for
up to 590 Boat Storage Units (BSUs). The City of Mound allocates these licenses between
three primary types of uses: Abutters, Non -abutters and Multiple Slip licensees.
2.2 The City of Mound Commons Dock Program is made possible because of the many miles
of City owned shoreline that was dedicated by developers during the platting process and by
nature of ownership of the public rights of way.
2.3 The Minnehaha Creek Watershed District is the local unit of government responsible for
managing and protecting the water resources for Lake Minnetonka. It permits shoreline
stabilization projects and projects related to dredging and navigation.
2.4 The MN Department of Natural Resources (MN DNR) issues aquatic vegetation permits for
removal of aquatic vegetation.
Section 3. Lake Management Projects
3.1 Lake management refers to projects that focus on water quality and navigability.
3.2 The City of Mound generally signs off on any permit to improve water quality and/or
navigability as required by permitting agencies ^^e.
3.3 The MN DNR does not guarantee continued navigability.
3.4 The MCWD does what it can in high water and low water years by regulating the Gray's
Bay Dam but weather extremes are becoming more common.
Section 4. Service Levels
4.1 The City of Mound does not guarantee use of all dock locations at all times nor does the
City of Mound guarantee every dock location can accommodate any type of watercraft.
4.2 The City of Mound will not endorse dredge projects to create new abutting dock sites as
the City's wetlands and shoreline are already included in the shoreline count for existing
licenses through the LMCD.
4.3 The City of Mound will only participate in shoreline stabilization projects (primarily limited to
rip -rap) in areas within City lands at or above the Ordinary High Water Level, where there is a
significant level of erosion, and/or shore exposure to breaking waves due to open waters over
an extended period of time and will not participate in lake management projects.
4.4 The City of Mound is not responsible for wild life management and property owners should
take the necessary precautions to protect their landscape and watercraft from potential
nuisances created by AIS, beavers, and muskrats.
31-
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April 12, 2022
To: Mayor &Council Members
From: Catherine Pausche, Administrative Services Director
Re: Operating hours for garbage collection vehicles
The City periodically receives requests by residents to revisit the allowed operating
hours for garbage collection vehicles, particularly the start time of 6:00 am.
Current language in Chapter 54 Sec. 54-49 (b):
(b) Operolueg haws. Collection velricles shall operate witrrin the city and make residential collections
only between the hoots of 6:00 a.m. and 8:30 p.m. daily, except Sunday, on which day residential collection is
banned. There shall be no restriction on hoots or days far collection from commercial or industrial uses.
Our curbside recycline contract with Republic Services has the followine lan ue�ee:
3.11 Collection Hours
Contractor shall maintain sufficient equipment and personnel to assure that all collection operations
commence no earlier than 7:00 a.m. and are completed by 6:00 p.m. on the scheduled collection day.
Current language in Chapter 46 Sec. 46-141 re ae rding construction activity
(c) Construction activity on any residentially zoned property. No person shall engage in, permit, or allow
construction activities involving the use of manual tools, movement of equipment or power equipment, including,
but not limited to, any kind of electric, diesel, or gas powered machine, at any time other than between the hoots
of 7:00 a.m. and 9:00 p.m. on weekdays, and 8:00 a.m. and 9:00 p.m. on public holidays, Saturdays and Sundays
on any residentially zoned property. (d) Construction activity witirin public right-of-way witltin. All construction
activity witltin the public right-of-way wif}tin the city limits shall be conducted between the hours 7:00 a.m. and
7:00 p.m. on weekdays, 8:00 a.m. and 5:00 p.m. on Saturdays. No construction activity is allowed on Sundays
except in the case of an emergency.
Staff surveyed area cities to obtain their permitted hours for garbage collection, which
are as follows: Spring Park allows 7:00 am — 10 pm, Minnetrista does not have
language, and Orono is 7:00 am — 7:00 pm.
Staff recommends changing the language to 7:00 am — 9:00 pm for garbage collection
on weekdays, 8:00 am — 5:00 pm on Saturdays and keeping the ban on Sundays in
residential areas as shown on the attached proposed ordinance amendment and is
looking for direction from the City Council on how to proceed.
-33-
CITY OF MOUND
ORDINANCE OX-2022
AN ORDINANCE AMENDING CHAPTER 54 OF THE MOUND CITY CODE AS IT RELATES
TO SOLID WASTE
The City Council of the City of Mound ordains:
SECTION 1. The City Council of the City of Mound hereby amends Chapter 54 Solid Waste,
Article II. Collection and Disposal, Division 2. Collectors, of Collection Vehicles for Hauling
Garbage and Refuse. Section 54-49, subdivision (b). Operating Hours of the Mound City Code
as follows:
Sec. 54-49. Operating Hours.
(b) Operating Hours. Collection vehicles shall operate within the city and make
residential collections only between the hours of 67:00 a.m. and 9:00 p.m. on
weekdays daily. 8:00 a.m. and 5:00 p.m. on Saturdays.. Residential
collection is banned on Sundays. There shall be no restriction on hours or days for collection from
commercial or industrial uses.
Adopted by the City Council this 26th day of April, 2021.
Mayor Raymond J. Salazar
Attest: Kevin Kelly, City Clerk
Published in the Laker- Pioneer the th of 2022.
Effective the _th day of 2022.
-34-
April 12, 2022
To: Mayor &Council Members
From: Catherine Pausche, Administrative Services Director
Re: Marketing &Communications
Staff had been asked to investigate options for improving the city's marketing and
communications, including creating a presence on social media.
Staff wishes to emphasize there is no capacity in house to do any additional
marketing outreach tasks and does not recommend providing alternatives to the official
notification process required by statute, which currently involves posting on the
www.cityofmound.com website, the front entry of City Hall, and sending to the email list
of people who requested to get the legal notifications via email.
The City Manager and I reached out to PRIME Advertising &Design in Maple Grove
who offer marketing support to other MN cities. PRIME's list of services, hourly rate
and examples of materials created are included in the packet.
The PRIME representatives we spoke with included the Senior AccountBusiness
Development Manager and the Digital Marketing Manager. They do not recommend a
social media presence if it can't be actively managed, stating it was not sufficient to do a
couple of posts a month and that even 10 hours a month is not sufficient to truly have an
on-line presence.
PRIME does copy edit and posts all social media content for the Elk River Municipal
Utilities (ERMU that includes electric) but Elk River staff has to provide the content.
PRIME reps noted ERMU spends a considerable amount of time on their social media
presence and has 572 likes and 659 followers out of the 12,300 electric customers served.
PRIME does offer other services that could help improve Mound's image, including
improving the layout of the quarterly newsletter (the City still has to provide the content),
and improving the Search Engine Optimization of the www.cityofmound.com website
and ensuring it is ADA compliant.
Staff recommends contracting fora 20 hour block @ $120 per hour ($2,400) and starting
with improving the layout of the quarterly newsletter and improving SEO and ADA
compliance for the www.cityofmound.com website and is looking for direction on how to
proceed.
-35-
PROJECT 30641- Monthly Marketing Agreement DATE 04.07.2022
•
CONTACT Catherine Pausche
COMPANY City of Mound
PRIMP,
ACCOUNT MANAGER
EMAIL
DIRECT/FAX
/
ADVERTISING + DESIGN
Liz French
liz@primeadvertising.com
763.551.3743
MARKETING AND DESIGN SERVICES AGREEMENT - 20 HOURS
THIS AGREEMENT made effective as of May 1, 2022 BY AND BETWEEN: Prime Advertising + Design, a corporation doing business at
6450 Wedgwood Road North, Suite 100, Maple Grove, Minnesota, 55311, hereinafter referred to as (the "Agency") — and City of
Mound, hereinafter referred to as (the "Client").
WHEREAS the Client desires to retain the Agency to provide advertising, marketing and related services, as more particularly
described below (the "Services"), and the Agency desires to be so retained and to perform the Services for the Client;
NOW THEREFORE the parties agree as follows:
1. Services. During the term of this Agreement, the Agency shall provide products and services necessary as listed below.
Marketing Consulting, Research and Development
Graphic Design Services (all printing will be estimated separately)
Website Maintenance
Content Creation
Social Media Management and Monitoring
Social Media Advertising
Google Analytics Monitoring
Google Ads Management
Writing and Publishing of Monthly Blog Posts
Email Marketing
Search Engine Optimization
Photography
2. Term. This Agreement shall commence on the date the agreement is signed and shall be good for a period of 1 year
(May 2022 — April 2023). Marketing hours must be used within one calendar year of signing this agreement.
3. Compensation. Upon execution of this Agreement, the Agency agrees to provide 20 hours in Marketing and Design
Services, and the Client agrees to pay the Agency in full prior to any hours used at the rate of $120.00 per hour ($2,400.00).
Any time utilized in excess of agreement of 20 hours will be billed at the hourly rate of $150.00 unless an additional 20 hour
minimum bank of hours is purchased.
The Client will be charged for additional products, printing and/or services as ordered by the Client which are not part of
the Design Services covered by the terms of this Agreement, at the Agency's current rates for such additional products
and/or services. The Client agrees to pay Agency all reasonable out-of-pocket miscellaneous expenses, pre -approved
delivery charges and travel expenses when applicable. Any expense greater than $120.00 must be pre -approved by Client
prior to being incurred.
Prime Advertising+ Design 6450 Wedgwood Road N, Suite 100, Maple Grove, MN 55311-3649 Office 763.551.3700 1 primeadvertising.com
Page31bf3
PROJECT 30641- Monthly Marketing Agreement DATE 04.07.2022
•
CONTACT Catherine Pausche
COMPANY City of Mound
PRIMP,
ACCOUNT MANAGER
EMAIL
DIRECT/FAX
/
ADVERTISING + DESIGN
Liz French
liz@primeadvertising.com
763.551.3743
4. Independent Contractor. It is understood and agreed that the Agency is independent in the performance of this Agreement,
that the Agency shall perform the Services under the control of the Client as to the result of such activity only and not as to
the means by which such result is accomplished and that the Agency is providing Services on a full-time basis. The Agency is
not an employee of the Client and has no authority whatsoever to bind the Client by contract or agreement of any kind
other than as expressly provided under the terms of this Agreement. The Client shall not withhold federal or
state/provincial income taxes or any other amounts from the Agency's fees payable hereunder. The Client acknowledges
and agrees that the Agency shall act on behalf of the Client but will not be liable for payment of media and purchases
placed on behalf of Client but for which the Agency has not been paid by Client.
Non -Solicitation of Employees. Client agrees that without expressed written consent, at all times while Client is employing
the services of the Agency and for twelve (12) months after contract period terminates, Client will not, directly or indirectly,
whether individually or as an officer, director, employee, consultant, partner, stockholder, individual proprietor, joint
venturer, investor, lender, consultant or any other capacity whatsoever: solicit, divert hire, retain (including as a consultant)
or encourage to leave the employment or contract period of the Agency and any employee or contractor of the Agency, or
hire or retain (including as a consultant) any former employee of the Agency who has left the employment or contract
period of the Agency within twelve (12) months prior to such hiring or retention.
6. Applicable Law; Venue. This Agreement as well as any and all claims or disputes between the parties shall be governed by
the laws of the State of Minnesota. Any action arising in connection with or related to this Agreement will be brought in the
federal or state courts located within Hennepin County, Minnesota, and the parties consent to the jurisdiction and
appropriate venue of such courts.
By signing this Agreement, City of Mound ("Client") has retained Prime Advertising + Design ("the Agency") for projects listed
above.
City of Mound
Signature
Print
Title
Date
Prime Advertising+ Design 6450 Wedgwood Road N, Suite 100, Maple Grove, MN 55311-3649 Office 763.551.3700 1 primeadvertising.com
PagNof3
PROJECT
30641- Monthly Marketing Agreement
DATE 04.07.2022
•
CONTACT
Catherine Pausche
COMPANY
City of Mound
PRIM
C°
ACCOUNT MANAGER
EMAIL
DIRECT/FAX
ADVERTISING + DESIGN /
Liz French
liz@primeadvertising.com
763.551.3743
CREDIT CARD:
Card Type:
Recurring -edit card payment option
, authorize Prime Advertising + Design to charge the credit card below
$ on the 1" of each month for Retainer Services.
Cardholder Name: Title:
Business Name:
Account Number:
Card Billing Address:
Email
Phone:
Exp.: Code:
City: State
Phone:
Zip:
I understand that this authorization will remain in effect until balance owed is paid, and I agree to notify Prime Advertising + Design in writing of any changes in my
account information or termination of this authorization at least fifteen (15) days prior to the next billing date. If the above noted periodic payment dates fall on a
weekend or holiday, I understand that the payment may be executed on the next business day. I understand that because this is an electronic transaction, these funds
may be withdrawn from my account as soon as the above noted periodic transaction dates. In the case that a transaction is rejected for non -sufficient funds, I
understand that Prime Advertising + Design may, at its discretion, attempt to process the charge again within thirty (30) days. I acknowledge that the origination of
these transactions to my account must comply with the provisions of U.S. law. I agree not to dispute recurring billing with my credit card company so long as the
transactions correspond to the terms indicated in this authorization form.
TODAY'S DATE: AUTHORIZED SIGNER SIGNATURE:
PLEASE PRINT NAME: TITLE:
Prime Advertising+ Design 1 6450 Wedgwood Road N, Suite 100, Maple Grove, MN 55311-3649 1 Office 763.551.3700 1 primeadvertising.com
Page31Jbf3
OUR
MISSION
To provide our customers
with safe, reliable, cost-
effective, and quality
long-term electric and
water utility services.
To communicate and
educate our customers
in the use of utility
services, programs,
policies, and future plans.
These products and
services will be provided
in an environmentally
and financially
responsible manner
OUR
VISION
Provide exceptional
services and value to
those we serve.
OUR
VALUES
® INTEGRITY
QUALITY
0 COMMUNICATION
SAFETY
0 COMPETITIVE
Letter from our General Manager on 2022 Rates
At Elk River Municipal Utilities, our mission is to provide
safe, reliable, and quality long-term electric and water
service to our customers and to provide it in a cost-
effective way. Whenever possible ERMU has found
ways to keep prices low and recently has reduced
costs to its customers. Electric rates saw a five percent
reduction in 2019 and zero percent increases in 2020
and 2021. The ERMU staff works hard every day to
operate within a responsible budget because we know
that it has a major effect on the community. Holding a
reduced electric rate for three years has helped keep
millions of dollars in our customers' pockets.
For 2022, we are in the position of needing to increase rates while being committed to keeping
that increase as low as possible. We are raising our electric rates by three percent, which brings
residential customers back to approximately the rates theywere paying in 2014. Water rates
will increase by 2.5 percent.
As a publicly -owned utility, it is more than our goal to keep costs low, it is our duty. We hope the
information provided in this newsletterwill helpyou better understand howwe arrived at these
rates as we seek to maintain an open and honest relationship with you, our consumer -owners.
-Theresa Slominski, General Manager
2022 Electric Rate Increase
More than 70 percent of ERMU's expenses in a typicalyear come from
4$���1 TTT acquiring the energy our customers rely on to power their homes and
businesses. We chose Minnesota Municipal PowerAgency (MMPA) as our
power provider for Its shared mission of bringing affordable electric service
M.r hry Rriae i�r ror to its member communities and for its diverse portfolio of power sources
aaaesr,. RBIDEWIAL
ELECTRIC c..t r Which helps make that possible. However, it is Important to understand that
the goods and services needed to provide electricity to customers are not exempt from the
factors currently affecting the global economy.
With supply chain challenges and inflation at a 30-year high, over the past year MMPA has seen
record cost increases between 60-75 percent for the production, purchase, and transmission of
electricity. While ERMU staff has worked diligently to keep operations costs below the rate of
inflation, major increases in the largest part of our expense budget makes it impossible for us
to responsibly reduce or even hold rates for 2022. In the interest of true transparency, we also
want our customers to be aware that they should expect their monthly bill to show a Power
Cost Adjustment (PCA) charge for the first part of 2022. You can find more details about PCAs
on the opposite side.
R P 3 [ Nip
CONTROLLING YOUR
COSTS
There is one thing every
customer can do to help
keep the utilities bill as low as
possible: Use less. In addition
to using electricity and water
wisely, efficient appliances like
those that are ENERGY STAR®
and WaterSense-ratedcan cut
down on usage for you.
ERMU also offers rebates
for a wide va riety of
efficient appliances:
Energy Star® $100
REFRIGERATOR REBATE
Energy Stara $400/$450
WATER HEATER REBATE
Energy Star® $30
DEHUMIDIFIER REBATE
Energy Star® $200
POOL PUMP REBATE
Energy Stara $25
CLOTHES WASHER REBATE
Energy Star® $25
DISHWASHER REBATE
Watersense $10
FAUCETS REBATE
Watersense $25
TOILETS REBATE
Visit www.ermumn.com/
programs -rebates to learn more.
Understanding Power Cost Adjustments
A Power Cost Adjustment is an industry standard tool that ensures the actual cost of the power
that customers use is what they see on their bill, PCAs are calculated at thousandths of a cent
per kWh and can either increase a bill's total to meet rising costs or decrease it in the form of a
credit when costs are below expectations,
Adjustments are necessary because power providers obtain ere rgyfrom multiple sources,
all of which are susceptible to any number of market influences that can affect prices, For
example, the polar vortex that hit Texas Last winter disrupted electric infrastructure and the
supply of natural gas, greatly increasing prices for those customers who rely on it, Fortunately,
ERMU is committed to doing everything it can to protect its customers from price increases,
For the past nineyears the Utilities Commission has approved an annual rate stabilization
approach, which absorbs up to $500,000 in PCA costs that would otherwise appear on our
customers' bills, ERMU's careful budgeting process has helped us establish a beneficial track
record for our customers who, until recently, have not seen a PCA charge since 2014, The need
for charges now is Largely attributable to the extraordinary circumstances we are seeing in the
energy market,
Service Address : 123 MAIN ST
MunicipalElk River
Rate Metar No. `rn Oates Readings Multiplier kWh Dsaga
From To Previous Present
esidential Electric Service 99999999 11/23/2021 12/28/2021 15000 15500 1 500
Electric Electric Customer Charge $13.50 ®
Electric Usage 500 KWH@ 0.116000 $58.00
Power Cost Adj_ 500 KWH@0.006000 $3.00 ILA
.....................................................................
As the ERMU mission statement promises, we are
committed to educating our customers about their utilities.
This means that no matter the news, We witil provide it to
the community with transparency and honesty."
-John Dietz, Utilities Commission Chair
2022 Water Rate Increase
The complex system that reliably and safely brings quaLitywater to our
customers requires daily care and maintenance, While ERMU water
customers had a zero percent rate increase Last year, a IS percent
,-- increase for 2022 ensures that we are appropriately funding for the staff,
Monthly price lncrease for equipment, and testing needed to provide one of our community's most
an average RESIDENTIAL
WATER customer crucial services,
Additional water department projects for 2022 include, improvements to facilities, updating
our Wellhead Protection Plan, and work required for the Highway 169 Redefine project,
WE WELCOME YOUR QUESTIONS AND C4PIMENTS: ERMUMN.COM 1 763.441.2020
i` 4v
S .VyVp
d �v�
Qjt4_ao
As we established procedures in accordance with our
COVID-19 Response Plan, we never Lost sight of our
mission: To provide our customers with safe, reLiabLe,
cost-effective, and quality Long-term electric and water
utility services. ERMU employees made a commitment
to the safety and weLL-being of our customers and their
coworkers, worked to minimize risk, and persevered
through a chaLLenging time. Many things changed
at ERMU in 2020, but new practices and adapted
processes helped ensure that the most important
things did not change.
Throughout the initial. days of the pandemic's uncertainty
and beyond, clear - and frequent - communication Was
more important to our customers than ever before. As
situations changed, we Were quickly able to post updates
on our Website and social. media platforms. We continued
to distribute important information through newsletters
and biLLing inserts.
In addition, in faLL of 2020, we introduced a brand-new,
fuLLy responsive Website, combining a fresh, modern
Look with concise, easy -to -find content. The new Website
offers a streamlined user experience with clean, simple
navigation. We invite you to explore the new Website,
where we frequently post updates and alerts as weLL
as other useful. information regarding rebates, biLLing,
services, and much more.
ERMU's Customer Service Department
I�
At
NUe
FACING CHALLENGES,
FINDING SOLUTIONS
2020 was quite a year. As COVID-19 pandemic realities unfolded,
and life as we knew it changed multiple times, the mission of
ERMU never wavered: To provide our customers with safe, reliable,
cost-effective, and quality long-term electric and water utility
services. During these unusual pandemic times, to have the lights
on and the water flowing were critical, and ERMU employees
stepped up to do the job.
While our offices were closed to the public, necessary face-to-
face interaction was available by appointment. We offered our
customers resources such as online services for viewing bills and
making payments. Field crews staggered shifts so they could still
do the necessary work and keep themselves and their coworkers
healthy. Office staff developed a system of working remotely and
staggering shifts so they could still provide customer service while
keeping others safe. Many of our staff juggled schooling their
children at home, caring for family members, and supporting their Work team members, all the While Working to
make sure the services of electricity and Water were available to all our customers. Looking ahead, we Worked hard
to limit projected expenditures for 2021 to provide a zero percent rate increase and ease the financial concerns of
those hardest hit by the pandemic.
These have definitely been challenging times, but they have also been times that pushed us to do better, serve
better, to adapt, and find the solutions to make life a bit better knowing your utilities are here for you.
- Theresa Slominksi,
General Manager
WORKING TOGETHER
ERMU's electric department worked hard to deliver
reliable service to medical facilities, emergency response
organizations, and other frontline services. In addition, we
made sure to meet customers' essential needs, such as
access to developing information, safe food storage and
preparation, and connection to resources for distance
learners and customers working remotely. In March,
small crews that did not rotate as they typically do began
to stagger shifts and lunches to reduce contact, and
facilities were cleaned more regularly.
nges across
ERMU's two locators are responsible for finding and
e orders to
marking underground electric and Water utilities so
J played
customers can dig safely, Without damaging equipment,
.thy, and
for projects ranging from residential landscaping to
ce became
major construction. When the pandemic and governor's
stance
orders closed down a significant amount of commerce,
iotely.
homeowners worked on more yard projects, such as tree
thing, which
planting, fencing, and landscaping. The tech services
RMU found
department also saw an increase in CATV/fiber installs
tent service
for high-speed internet access to accommodate distance
id in the future.
learning and working from home.
-42-
q1W
.61
Practicing good hygiene has always been important,
and with the pandemic, the need for clean running
water became even more significant. The combination
of clean water and thorough handwashing is a critical
tool for reducing the spread of COVID-19. In addition,
clean drinking water is crucial for safe food preparation
and staying healthy. During a year of change and
challenge, ERMU's water department continued to
maintain our community's water system so that we
could Work together to protect ourselves and others.
Although our offices Were closed to the public, we
remained available With a scheduling rotation of
in -office and remote employees. We invested in
remote equipment, provided additional support
With our after-hours call center, and encouraged
contactless payments. Ongoing innovations allow
us to provide efficient, seamless customer service.
In October, we found safe, creative ways to deliver
2,248 free LED light bulbs to customers who receive
The Connector newsletter, which helps readers
improve conservation efforts.
PROJECT #####—Social Media/Blog Posts Calendar
DATE ##.##.2021
CONTACT COMPANY
h R I M C° I ACCOUNT MANAGER
ADVERTISING + DESIGN //
EMAIL
#####@primeadvertising.com
DIRECT/FAX
763.551.37##
JANUARY
Happy New Year
MILK, Jr Day
■ RUARY
Valentine's Day
MARCH
Daylight Saving Time begins
Connect with a friend
St. Patrick's Day
Winter wellness walks
Teen Dating Violence Awareness Month
Women's History Month
Skin care tips
The power of forgiveness
Importance of sleep
What does self -care mean to you?
Random Acts of Kindness Day
Spring equinox/renewal/contact us
Int'I Mind -Body Wellness Day/contact us
Couples therapy/contact us
Meditation tips
National Popcorn Day/Fay. movie CTA
Love songs/ask for favorites in comments
Service highlight/individual therapy
RESOLUTIONS VS. FORMING HABITS*
P
Easter (varies)
BRING MORE LOVE INTO YOUR LIFE*
Mother's Day
DAILY WELLNESS ROUTINE*
Father's Day
Earth Day
Memorial Day
First day of summer/fay. activities CTA
Outdoor fitness ideas
National Meditation Month
End of school/end of chapters
Gratitude journals
Spring stress relief ideas
Farmers' markets/eat a rainbow
National Find a Rainbow Day
Keep moving forward/contact us
National Best Friends Day —call your BFF
World Health Day/emotional health CTA
Try a new hobby/health benefits
Nat'l PTSD Awareness Month/CTA
Tax day/financial stress
Team member highlight
Service highlight/children's therapy
HOLISTIC HEALTH*
JULY
41h of July
5 MEDITATION TIPS
AUGUST
National Relaxation Day/fay. ways
SUMMER BUCKET LIST*
■ ER
Labor Day
National Give Something Away Day
Favorite local day trips
Patriot Day (9-11)
Declutter your space/clear your mind
National Wellness Month
Back to school tips for parents/students
Benefits of reading/Book recs/CTA
Daily acts of self -care
National Suicide Prevention Month
Plan a summer gathering with friends
Benefits of walking
First day of fall
Depression/anxiety highlight/CTA
Celebrate the small wins
Self -care Selfie/in the comments
Food and mood
Team member highlight
Service highlight/adolescent therapy
5 TIPS FOR STRESS -FREE VACATIONS
OCTOBER
Halloween
WHAT IS WELLNESS?
NOVEMBER
Daylight Saving Time ends
NEW SCHOOL YEAR/NEW ROUTINE*
Happy Holidays
Fall colors/day trips
Veterans' Day
YEAR IN REVIEW*
Transitions/contact us
Happy Thanksgiving
Check in with a loved one
Try a new kind of fitness
Expressing gratitude to others
Tips for a meaningful holiday season
World Mental Health Day/CTA
Self -care during the holidays
Family relationship strain
Breast Cancer Awareness/wom. health
Importance of movement in winter
Service highlight/family therapy
Sugar and your mood
Team member highlight
Holiday stress/CTA
SEASONAL AFFECTIVE DISORDER*
TRUE HOLIDAY CONNECTIONS*
HAVING A BLUE CHRISTMAS?*
* blog topics
Prime Advertising+ Design, Inc. 6450 Wedgwood Road N, Suite 100, 41 6rove, MN 55311-3649 1 Office 763.551.3700 1 primeadvertising.com
awl
2415 WILSHIRE BOULEVARD • MOUND, MN 55364-1668 • PH: 952-472-0600 • FAX: 952-472-0620 • WWW.CITYOFMOUND.COM
MEMORANDUM
Date: April 12, 2022
To: Mayor Salazar and Council Members
From: Catherine Pausche, Administrative Services Director
Subject: City Recycling Program Updates
The single sort curbside recycling contract was renewed with Republic Services that increased the
recycling rate from $4.00 per month to $5.25 per month. I tend to look at the utility bill as a whole
and assume that we need to minimize any impact to rates at least in the neat 10 years as we are
carrying significant deficits in some of the funds. Hennepin County began shifting grant funds in
2018 from single sort to organics and requiring that we offer an organics drop-off option beginning
in 2022. If we don't make any changes to the leaf drop off contract, the impact will be as follows:
Comparison of recycling related revenues and expenses:
City of Mound Recycling Fund
2018
2022
2023
Utility Customer Rate - Recycling
4.00
5.25
5.25
Utility Customer Revenue - Recyc
179,468
228,000
228,000
Henn Co Curbside Grant
23,790
14,000
14,000
Henn Co Organics Grant
377
3,300
3,300
Curbside Single Sort Contract
174,063
219,035
219,035
Leaf Drop Off Contract
13,300
13,300
17,100
Organics Drop Off Contract
-
3,300
3,300
Republic $125/month + program exp.
Net
16,272
9,665
5,865
Leaf Drop-off Program
The City Council approved a one-year extension with Specialized Environmental Technologies
(SET)/The Mulch Store in Minnetrista at a flat rate of $13,300 vs. the proposed $3,800 annual
increase for a 5-year extension.
Staff questioned SET's $3,800 increase because the City's population has not changed and if
anything, we have less trees today than we did 5 years ago due to tree diseases. The primary reason
given for the increase was due to the increase in lake weed vegetation (mil foil), which is not the
primary reason for the contract with SET. The primary reason for the program was part of the City's
storm water pollution prevention program that gives residents leaf and yard waste disposal options to
combat storm water pollution and illegal dumping. Without the City funded service, SET charges
$8 per cubic yard or $1 per bag.
At the October workshop, Staff recommended changing the period for free leaf drop off services at
the Mulch Store from April 1' to November 301' (8 months) to a 6-week window in the spring and a
6-week window in the fall (3 months). Similar to the discussion on lake management policy, the
thought was that lakeshore owners concerned about milfoil are a subset of our population and the
intent of the leaf drop off program was to primarily address leaves in the storm water drains,
assuming most properties mulch their grass with their mower and that summer coverage for free
drop-off should not drive utility rate increases across the board. There are also for profit contractors
that perform the mil foil/weed pulling services that appear to not pay for the disposal at SET.
Organics Drop-off Program
Cities under 10,000 in population are required to institute an organics drop off site in 2022. Staff has
researched the option and recommends placing the two -yard locked container in the upper
Centennial Building parking lot where the enclosed refuse shed is not being used.
Residents will be required to register and obtain a key/combination for the lock. Based on other
cities experiences, registration and locks are recommended to prevent illegal dumping. Republic
Services is ready to begin servicing the 2-yard container for $125 per month and Staff is updating
the quarterly newsletter and website to introduce the program. Hennepin County grants allow for
up to $3300 to fund drop off sites and additional investigation is needed to determine how much of
these funds can be used to buy compostable bags and starter kits.
It should be noted that as part of the curbside single sort recycling REP in 2021, respondents were
asked to quote curbside organic recycling services based on at least 1,000 households signing up
(note: this requires a separate 35-gallon cart and a separate truck fleet to pickup). The lower bid
was $7.35 per household per month, which is just not something the City can entertain in light of the
existing pressure around utility bills. Providers say it will take some time to offer curbside organics
recycling to individual households interested in the service so drop off sites are the most economical
option at this time.
The program is slated to start in May and coincide with the delivery of the May -June -July quarterly
newsletter.
Staff is looking direction on how to proceed with the SET contract and looking for any feedback on
the launching of the organics drop-off site.
Please let me know if you need any additional information prior to the meeting.
-45-
How organics
recycling works
:ri Sort it.
11
Organil
NO
Gd& e e NO Y
len IDaA
1
Collect organics in
certified compostable
bags in an ice cream
pail, coffee can, yogurt
tub, or other collection
container.
Store it.
Put your bags of
organics in the collection
container you will use to
bring to the drop-off.
A medium-sized bucket
or pail works well.
Drop it.
Bring your organics to
the drop-off site at the
Centennial Building
when it's convenient for
you. Try to visit the drop-
off site once a week.
Organics are a
not a waste!
resource,
11
vy The organics
recycling cycle
I
4.
The organics recycling cycle:
3.
1. Collect your food waste and other compostable
items in an organics container.
2. Bring your organics bagged in certified
compostable bags to the drop-off site.
3. Your organics are brought to a commercial
composting facility and turned into nutrient -rich
compost.
4. Compost creates healthy soil, improves water
retention, reduces erosion, and reduces the need
for fertilizers and pesticides.
Hennepin County
Environment and Energy
hennepin.us/organics
612-348-3777 - 46 -
34701-43MTKB-22
I
More than one-third of our trash is organic materials
that can be composted. Bringing your organics
recycling to a drop-off is an effective way to reduce
your trash and make a difference.
Start participating now!
The Mound organics recycling drop-off site is
located at the Centennial Building, 5341 Maywood
Road (upper level parking lot).
Contact City Hall at admin@cityofmound.com or
952-472-0603 to register and get the combination
to access the container. r
CITY F
Organics
Recycling
All food ,,,
,
4
Guide
•E�..,.,
Food -soiled paper
• Napkins and paper towels
• Pizza boxes from delivery
-� 10,
• Paper egg cartons ~'^ �:u 7AE6E
wwwwv
Certified compostable
products
Look for the term "compostable°or the �y
BPI logo on certified products.
Other compostable
"I
household items
• Coffee grounds and filters
• Houseplants and flowers
• Wooden items such as toothpicks
Not accepted:
• Pet waste
• Yard waste
• Diapers
• Cleaning wipes
• Grease or oil
• Dryer lint and dryer sheets
A note about
compostable bags
Although organics must be
bagged when dropped off, you
can choose whether to line your
indoor collection container with
a compostable bag or wait to put
organics in a bag right before you
bring them to the drop-off site.
One option to avoid purchasing compostable plastic bags
is to keep"wet"organics (such as food scraps) loose in a
collection container and"dry"organics (like napkins and
paper towels) in a paper bag. When you're ready to take
the organics to the drop-off site, dump the wet organics
on top of the dry organics.
If you are purchasing compostable plastic bags,
remember that there are many different brands available.
Compostable plastic bags are sold at most grocery,
hardware and large retail stores. If you've used a bag that
didn't work well for you, try another brand. Remember
®� that the BPI logo must be
m COMMERCIALLY
y� y ICOMPOSTABLEONLY. on certified compostable
FACILITIES MAY NOT
0 d FACILITIES
TIN YOUR TIESMAYNOT plastic bags.
• CERT #0000000
%( EC®SAFEL6400-
EC®SAFE 6400-
WBa% FAOQ SCRAP ND&t
Fowd�W
MpABLE • aE•9sSMALL467
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-47-
Tips for
collecting organics
Use a container with a vented lid
Vented containers allow moisture
to evaporate, slowing down the
decomposition process of the
food in your organics recycling
container. This will reduce odors
and help your compostable
plastic bags hold up longer. If you're purchasing a
container, look for one with a vented lid. If you're
making your own, simply poke holes in the lid.
Remove liquids
Liquids in your organics recycling
container can speed up the
decomposition of food and
weaken compostable bags. To
avoid this, be sure to drain excess
liquids before placing food scraps
in your collection container. You can also place paper
towels or newspaper at the bottom of your collection
container to absorb liquids.
Keep your container in the fridge
or freezer
Keeping your collection
container in the refrigerator
or freezer slows down the
decomposition process,
reduces odors, and prevents
pests such as fruit flies. It can also help your
compostable bags last longer.
HARBOR WINE & SPIRITS
ANNUAL REPORT FOR THE YEAR 2021
Wine & Spirits
OVERVIEW
Harbor Wine & Spirits of Mound Minnesota is a
municipally owned wine and spirits retail store located on the shores of Lake
Minnetonka. Harbor Wine & Spirits was created to control the sale of alcoholic
beverages within the City, and to generate revenue for the City of Mound.
Our continued success is based on several central factors including: a well curated
selection, competitive pricing, knowledgeable staff, welcoming store design,
regular in-store tastings featuring new products and seasonal selections,
promotions designed to drive sales, strong community partnerships, and
multimedia marketing.
FINANCIAL HIGHLIGHTS
The year-to-date Sales and Customer Counts are provided to the City Council on a
monthly basis in the council agenda packet. Summaries of 2021 v 2020, and 1Q
2022 are shown below:
Sales
Customers
2022 2021
2020
2022 2021
2020
FIRST QTR
760,983 788,940
709,376
11%
26,457 27,978
26,551
5%
SECOND QTR
1,018,288
1,020,201
0%
34,232
32,125
7%
THIRD QTR
1,083,083
1,097,130
-1%
35,700
36,325
-2%
FOURTH QTR
988,956
1,021,698
-3%
32,149
33,409
-4%
TOTAL
3,879,268
3,848,405
1%
130,059
128,400
1%
The store achieved the third highest in profitability in 2020 among the 18 metro -
area municipal liquor stores.
Achieving that kind of profitability is a combination of managing the mark-ups but
also buying based on quantity discounts, which drives up inventory. Carrying
inventory represents risk and the store management needs to be on guard for
ensuring obsolete or underselling products are routinely closed out.
The other major risks in the industry are any changes to the MN statutes regarding
the sale of liquor that would open up competition and the difficulty in hiring part-
time staff in an extremely competitive labor market.
Page 1 of 3
Op Income
OD Income
Ron -debt
Transfer_
$
Inventory <=
10%PRYR
Sales
Actual
Inventory
121711XX
cross
operating
Income
%>=10%
Total
Payroll
<=10%
Year
before
transfers
Sales
Profit
%>=24
Z020 = used
2020 Sales
2021 est
464,009
200,000
13.7%
525,655
3,875,315
28.88%
11.97%
8.78%
2020
441,365
175,000
11.4%
439,205
3,838,204
28.10%
11.50%
8.98%
2019
269,991
175,000
10.6%
326,683
31093,819
26.87%
8.73%
10.50%
2018
204,217
125,000
10.7%
336,883
3,092,958
25.79%
6.60%
11.29%
2017
237,333
125,000
12.9%
392,059
3,158,884
26.32%
7.51%
10.42%
2016
198,651
50.000
13.2%
390,352
3,046,662
25.48%
6.52%
10.40%
2015
232 473
50,000
13.3%
386,919
2,964,851
26.33%
7.84%
10.23%
2014
220,451
50,000
11.2%
324,546
2,919,732
26.08%
7.55%
10.16%
2013
203,189
50,000
11.7%
332,956
2,887,226
25.59%
7.04%
10.52%
2012
179,232
50,000
12.3%
327,773
2,835,506
26.06%
6.32%
10.15
2011
96 913
0
11.0%
300,400
2 675 527
27.62%
3.62%
10.68
2010
152,334
0
15.1%
414,748
2,738,976
26.98%
5.56%
11.09
HISTORY OF TAX RELIEF
The liquor fund began contributing to tax relief again in 2012, after a 10-year
hiatus due to the cost of the new construction. Transfers included $50K per year
2012-2016, $125K 2017-2018, $175K 2019-2020, $200K in 2021, and $250K in
2022. The funds are dedicated to capital improvements.
STAFFING RELATED
With the departure of the full-time Assistant Manager in March, management
decided to create two part-time Assistant Store Leader positions in an effort to
create greater flexibility and coverage. Part-time liquor store clerk wages were
raised to $14 per hour for clerks and $16 for key holders in July of 2019, but
turnover continues to be an issue and wages are once again under review.
Payroll and benefits made up 61% of the total operating expense (excluding cost of
goods sold and transfers). Part-time payroll will continue to be one of the more
challenging and variable expenses and will need to be watched closely for the
corresponding impact on profitability.
PROMOTIONAL EVENTS & COMMUNITY INVOLVEMENT
In spite of the pandemic, the Liquor Store staff hosted many of its annual
promotions with a little creativity and a lot of enthusiasm and hard work!
Repeal of Prohibition Sale - December
This popular sales event features 15% all beer, wine, cider & spirits all day with
safe samplings from noon to 8:00 pm.
The Spirit of the Lakes Festival - July
Surfside Ale/Beer Garden/ Wine Tastings/Meet Your Maker Event.
Page 2 of 3
Oktoberfest Promotion - September
Celebration accentuated with traditional Oktoberfest music throughout the store,
played by professional accordion player Dale Grove, as well as in-store German
beer samplings. The Westonka Rotary sells brats w/sauerkraut. Customers in
attendance receive a one -day -only 15% discount on the full selection of beers.
Sponsorships — coordinated with vendors to fill a bucket of samplings that were
given away with each $50 donation to WeCAN's annual fundraiser and was a
sponsor of WeCAN's Timber Creek Women's Golf Tournament.
Anniversary Sale / Rare Whiskey Release - February
15% all beer, wine, cider, seltzer & spirits all day (excluding rare whiskies).
The event includes a Westonka Rotary Fundraiser where the $5 registration fee is
donated to the Rotary and the name is entered into the pool to be eligible to
purchase a rare whiskey. The $43K in record sales in 2022, surpassed 2021 by
over 70%!
PRIORITIES FOR 2022
• Implement a formal part-time pay progression that will reward longevity and
reduce turnover.
• Implement a more rigorous vetting process for part-time employees to
ensure new employees are able to perform the physical aspects of the job
• Continue to build on the momentum from 2020/21 by retaining new
customers and the reputation of being a destination for rare products and
amazing selection.
• Continue to actively manage inventory by closing out obsolete,
underperforming product, maintaining target gross profit margins, and
auditing discrepancies.
• Stay on top of emerging trends and challenge sales reps to help finance sales
and promotions and buyout/down underperforming product.
• Look for innovated ways to market/promote the benefits to tax relief and
continue the community engagement events and sponsorship.
Page 3 of 3
-50-
No- ��)
FAAL
CITY OF MOUND
Mound Fire Department
2021 Annual Report
-51-
Mound Fire Department
2021 Annual Report
This 2021 Annual Report is compiled for the Mayor and Councilors for the City of Mound, and
shared with Fire Commission and all Elected Officials of the other cities that we proudly serve.
Section I. Introduction and Overview
The year 2021 was a successful, but challenging year for the fire department. We met all the
challenges of the COVID 19 pandemic and simultaneously increased focus on firefighter health
and wellness. The training of, and maintaining our dedicated staff remains our highest priority.
In 2021 our staff number decreased from 41 to 40 firefighters; the 40 firefighters include the fire
chief. Our department continues to recruit and train new firefighters with a seamless transition
that allows replacement of our retiring more experienced staff.
Our Fire -Rescue callouts in 2021 were high at 659 vs. 597 in 2020, which is a substantial 10%
increase. Callout activity was significantly higher than our five-year average of 590. The higher
number of Fire -Rescue callouts in 2021 is likely due to police staffing shortages and an increase
in EMS medical calls during the pandemic.
Our firefighter emergency response hours decreased slightly by 104 hours from the 2020 levels,
with hours in 2021 at 11,626 vs. 11,730 in 2020. Throughout the year in 2021, we continued to
limit our team -based work environment (less gatherings) due to the health and safety limitations
caused by the COVID 19 pandemic.
Section II. Organization and Administration
We continue to hire solid hard-working individuals, although recruiting and retention is much
more of a challenge today than it was in the past. Our mission is to hire people that support our
department philosophy, understand customer service, and anticipate long term service tenure.
The recruiting, training and retaining a staff of 40 firefighters is an ongoing priority and major
challenge, especially in a pandemic environment. Throughout 2021, we continued our practice of
restructuring our team -based training schedule and eliminated most large group training sessions.
The department consists of a staff of 39 volunteer firefighters, one full-time administrative
assistant and full-time fire chief for a total staff of 41. A staffing summary for 2021 is....
• One firefighter retired, and one resigned as he relocated out of our state
• One firefighter retired in 2020, but then returned to active duty in 2021
• We averaged 18-19 firefighters responding per emergency call, which is exceptional
• In-house training hours was 2,763, plus another 980 of outside schools training
■ In-house hours for repairs and maintenance were 1,331. Our firefighters perform repair
and maintenance on apparatus, equipment, and the fire station on Saturday mornings.
-52-
• Our staff led or attended 53 Public Relations and/or Fire Prevention events in 2021 and
clocked 1,289 staff hours (these are all pure volunteer hours). A bit less than normal.
• Our crews responded to 19 mutual aid requests in 2021 vs. 23 in 2020, with a total of 655
staff hours providing mutual aid assistance to other fire departments and cities.
• We have a diverse and energetic group with 518 years of accumulated experience. Our
combination of experience and youth can outperform any fire department in the area.
• As of 12-31-2021, 23% of our firefighters have less than 5 years of experience, which is
often a benefit to the department because of their athleticism, enthusiasm and energy.
Our firefighters, through hard work and dedication provide an incredible number volunteer
hours, with a very conservative estimate of all work by firefighters in 2021 at 18,391 hours.
Section III. Finances and Budget
The department 2021-year end operating budget was positive, partly due to the added revenue of
grants and donations. However, the overall fund balance was reduced because we took the
opportunity to address some glaring capital needs in 2021. A financial summary is as follows:
• The fire reserve account fund balance at the beginning of year 2021 was $505,069. The
fire reserve fund balance decreased by $109,693 to a 2021 year-end balance of $395,374.
• Several major capital purchases were made in 2021. All budgeted and planned, as these
purchases were necessary to address apparatus and equipment needs. The purchases were
made knowing the fund balance would be reduced (refer to CIP purchases summary).
• The overall financial strategy is to draw down the fire fund balance over the next few
years to support the departments Long Term Financial Plan, which includes the bonded
debt payments due on the ladder truck and new HDR pumper.
• The facility payment of $282,940 ends in 2022, and will be a major relief to our budget!
• A critical supplement to our yearly budget has been donations and grants. In 2021, our
donations and grants added approximately $29,000 to our revenue.
• Since 2003, MFD has received $576,746.00 in grants. This amount has added significant
$ to the department for equipment purchases and to increase the reserve fund balance.
Section IV. Strategic Plan and Initiatives
In 2004, I began a Strategic Plan Initiative with a focus on the following top four key areas:
1. Personnel Staffing 2. Budget and Financial 3. Apparatus - Equipment 4. Fire Station Facility
In 2021, we continued our efforts to focus on personnel and staffing that includes succession
planning and staff development, plus we expanded our training plan and goals. I have made a
commitment to a substantial increase of attention and funding on firefighter Health, Wellness,
and Safety. Example: In the past several years, 2011 thru 2021, we have spent $235,441 on
upgrading our personal protective equipment for firefighters. This includes protective turn -out -
gear, helmets, boots, gloves, professional gear washing and gear washing equipment.
Our Strategic Plan "Top Four" as listed above will continue to be our focus, with new initiatives
added as necessary to support our goals of professionalism and operational excellence.
-53-
Section V. Capital Improvement Plan (CIP)
Apparatus and Equipment Replacement: in general, expenditures on major Capital Improvement
Projects over the past 19 years has been low due to budget limitations and financial constraints.
A major factor to our financial constraints has been our $282,940 annual facility bond payment.
In 2021, our position with regard to Capital Improvement Plan (CIP) projects improved greatly.
We have made major strides and progress on addressing our CIP needs. Some examples are:
• We purchased a new Polaris UTV Utility Grass Rig w/Pump at a cost of $36,043, which
replaced an old obsolete 1986 Chevrolet Gras Rig.
• We purchased a new 2021 Chevy Tahoe Duty Vehicle at a cost of $56,930. The new
truck replaced our 2010 Tahoe. We sold the 2010 Tahoe to St. Boni FD for $10,000.
• We ordered a Pierce Heavy Duty Rescue Pumper on 12-16-2021 at a cost of $675,474.
The price includes a nice $23,091 pre -pay discount. Bonds were sold with $600,000 in
proceeds available. The new engine replaces Engine #24 a 1996 Freightliner Pumper.
• We purchased two different sets of Holmatro Extrication Tools (a hydraulic set and
battery tool) at a cost of $26,408.65. These sets replaced obsolete 20+ year old tools.
• Two other large apparatus will need to be replaced and are on the horizon: Heavy Rescue
#22 (1990) and Engine #29 (2003) at a cost of approximately $1,305,000.
We continue to analyze and consider new concepts to meet our ever changing apparatus and
equipment needs. Fire apparatus and equipment are very expensive; therefore, prudent cost-
effective apparatus purchases are a must. We continue to evaluate our needs and, in some cases,
downsizing some of our trucks and/or purchasing apparatus that are more versatile.
The Fire Commission is very active and involved in discussions pertaining to apparatus needs
and replacement plans, weighing in on financial feasibility, and our future purchases. The Fire
Commission involvement is essential to our Long -Term Financial Plan, our Fire Fund Reserve
Balance, and all future CIP purchases.
City Hall and Fire Station: our facility remains ideal for our daily administration, staff activities,
apparatus housing, equipment storage, training, and emergency response operations. However,
the facility is already 19 years old and there are facility repair and maintenance items will need
to be budgeted for and addressed in the relatively near future. The repair items that will need
attention will be included on the updated Long -Term CIP for our facility.
As mentioned earlier, some great news is annual bonded debt payments of $282,940 will end in
2022. The ending of facility bond payments will help our budget and Capital Improvement Plan
significantly. As bond payments end; the updated Long Term Financial Plan will include setting
aside $ for major repairs for HVAC, roof replacement, and other facility maintenance.
2021 Priority Projects:
• To make substantial progress toward solving CIP financial challenges through planning and
the purchase of capital equipment, with focus on apparatus replacement. Then update the
Long -Term Financial Plan with projected revenue, expenses, CIP, and pension plan funding.
-54-
• In 2021, fire apparatus and support vehicles were a priority. We performed a needs analysis
in 2016, created a plan, justified needs, and began implementation of the plan. We continue
to work the plan in 2021, and have made HUGE gains with regard to apparatus replacement.
• In 2021, the Fire Commission and Mound City Council approved a Bond Sale for a new
engine purchase in 2021. The bond proceeds amount was $600,000 at an interest rate of less
than 2%. And we expect delivery of the new Pierce Heavy Duty Rescue Pumper late in 2022.
• The Mound Volunteer Fire Relief Association Pension Plan has been solid with the funding
level and investment performance very good. An actuarial valuation on the pension fund is
due in early 2022, based on the find balance as of 12-31-2021.The pension fund balance on
12-31-2021 is $6,157,292.72. A pension benefit increase may be near or on the horizon.
Section VI. Challenges for the Future
The Nationwide trends and struggles that many paid -on -call fire departments face today is due to
the lack of volunteer firefighters. Many local Mpls Metro area fire departments are changing
their business model by hiring full-time staff or moving to assigned duty shifts. Our current
Volunteer Firefighter Business Model brings an incredible value to the customers and residents
and should be maintained as long as possible. Challenges for Mound Fire include:
• Recruiting, Training, Retaining high quality individuals as volunteer firefighters
• Managing the high costs associated with hiring, outfitting, and training new staff
• Developing new Officers and Leaders, to replace retiring firefighters and officers.
• Implementing Health, Wellness, and Safety Programs for firefighters and their families,
including the high cost of replacing Turn -Out -Gear at a cost of approximately $95,469
for 2022 and addressing all other protective equipment needs and safety practices..
• Creatively and effectively managing volunteer staff time, to reduce time commitment
• Monitoring call types and utilizing staffing models such as our Duty Officer Program.
• Having a Long -Term Financial Plan, updated with revenue and basic operating expenses,
plus major expense categories to meet our administrative, staffing and operational needs.
• Funding the replacement of Old Obsolete Apparatus that are critically important:
➢ Heavy Rescue 422 is 32 Years Old: replacement cost of approximately $575,000
➢ Engine #29 is now 19 Years Old: replacement cost of approximately $730,000
• Sharing services (mutual aid or other) among other fire departments and communities to
insure cost effective, efficient, and high quality service.
Section VII. Summary of Accomplishments
Fire, Rescue, and Service calls continue to increase. Our professional staff continues to
meet the challenges of time commitment, hard work, training, and increased work load.
Hiring, training, and development of our staff have been very successful in 2021, and
upheld over the long haul. Our staff of firefighters and administrative personnel continues
to be our most important asset and is being sustained as a key strong element.
Although 23% of our staff has less than 5 years of service and lack experience, we have
continued to achieve our goal of providing professional level of service at a low cost.
4
-55-
• Our improved Insurance Services Office Public Protection Classification Rating of 3,
effective April 1, 2021 confirms our high -quality level of fire protections services.
• Prudent Budget Management in years past and in 2021 has created a positive financial
position. Grants and donations have been a major success to help lower our costs.
• Duty Officer Program: in 2021, our duty officers responded to a total of 316 calls which
approximately 48% of our calls. This program greatly improves our response times and
efficiency. The Duty Officer program saved an estimated 723 staff hours in 2021.
• The Mound Volunteer Fire Department Relief Association Pension Fund is managed well
and the balance of $6,157,292 remains healthy and is a key benefit for our firefighters.
• In 2018, our department raised the bar on Firefighter Health, Wellness and Safety. This
program has continued in 2021 in the areas of personal protective equipment (PPE) for
firefighters and a focus on MnFIRE Training for staff.
• The COVID 19 pandemic has presented a new set of ongoing challenges. We have
adapted to the challenges and successfully navigated through in 2021.
2022 Priorities and Focus: Top 5 Priorities
1. Create a DRAFT Strategic Business Plan (or model) with a purpose of creating a solid
foundation for updating our Long -Term Financial Plan.
2. Create a Long -Term Budget Forecast and Financial Plan through year 2030, including all
major purchases and our Capital Improvement Plan $$.
3. Continued our focus on developing our entire staff, including Officers and Firefighters:
through Recruiting, Hiring, Training, and Retaining of high -quality people.
4. Continue our focus on and attention to Firefighter Health, Wellness and Safety Programs
5. In 2022 and 2023, Mound Fire Department will begin to celebrate 100 years of dedicated
community service. We will be planning for a very special centennial celebration.
Looking to the future, I believe we can improve our long-term budget and solidify our future
operations by continuing to partner with Minnetrista and Spring Park. I recommend we look to
expand and partner with other cities and other lake area fire departments. A fire district concept
would create an expanded fire protection plan, and lead to more efficient use of firefighters time,
support staff, apparatus, and equipment. In the long term, a fire district would also be a benefit to
the residents of Mound, Minnetrista, Spring Park, St. Bonifacius, Orono, and other communities.
In closing: the cost of fire protection services in Minnesota is extremely low when compared to
other U.S. States. In a recent study, Minnesota ranked 48th nationally in fire service costs. The
low costs confirm the need to maintain our volunteer fire service model as long as possible
A special thank you to our city officials, fire commission members, and citizens for their
continued cooperation and support of the Mound Fire Department.
Respectfully submitted,
Gregory S. Pederson, Mound Fire Chief
8 April 2022
-56-
No -
AFL)
CITY OF MOUND
Mound Fire Department
Introduction & Overview
-57-
MOUND FIRE DEPARTMENT
2021- Firefighter General Information and Job Requirements
✓ The Department responds to 550 - 600 Fire / Rescue Calls Annually
✓ Firefighters must respond to a minimum of 33% of Calls for each quarterly (3) month period. This
amounts to 175-200 calls per year minimum.
✓ Firefighters must attend in-house Training Drills per month (2 or 3 minimum per month on Monday
night); however you are allowed to miss 1 one er quarter.
✓ Firefighters must attend (1) one General Business meeting per month (lst Monday of month), can
miss (1) one per quarter
✓ Firefighters must attend (1) one Station and Truck Maintenance every (5) weeks, typically on
Saturday morning. Must work a minimum of (6) hours of maintenance per quarter.
✓ Firefighters must work at annual Fish Fry and Dance. One entire weekend and 3 - 4 nights are
necessary in May to sell Tickets.
✓ Firefighters must pass our Firefighter Based Physical Agility Test (initial and annually)
✓ Must Complete Firefighter I and II Training, Basic HazMat, and 1st Responder (EMR) within the 1st
12-15 Months of employment.
✓ Firefighters must perform to department job performance standards and successfully complete the
(1) One Year Probationary Period
✓ Firefighters must live within Fire Service Coverage Area
✓ Also, firefighters must attend Miscellaneous Schools, Conferences, Etc. as necessary to meet
Certification and Training requirements.
Employee Benefits
✓ Pride and Ownership of belonging to a Ist Class Organization, new job skills learned, and the benefit
of helping others within your community.
✓ Firefighters do get paid and earn wages for fire response, training, and maintenance. Our firefighters
are considered Paid -on -Call and get paid two times per year (May and December).
✓ Comradery and Friendship with about 40 other firefighters!
✓ We have an excellent Retirement - Pension Plan for our firefighters which pays pension benefits
after 10 years of service and up to 30 years of service. Current
✓ Example of benefits would be: a 20 year retiree at the age of 50 years receives a Lump Sum Payout
of $117, 280.
Emm
Mound Fire Department
DRAFT
2021 Activity Report
2021 EMERGENCY CALLS
DUTY
TOTAL
ALL
OFFICER
CALLS
CALLS
CALLS
FIRE/RESCUE CALLS IN OUR PRIMARY SERVICE AREA
640
608
32
MUTUAL AID CALLS OUT OF OUR SERVICE AREA
19
19
TOTAL OF ALL FIRE/RESCUE CALLS
659
627
32
INCLUDING MUTUAL AID
2021 FIREFIGHTER EMERGENCY HOURS
ALL
DUTY
TOTAL
CALL
OFFICER
HOURS
HOURS
HOURS
FIRE/RESCUE PERSONNEL HOURS IN OUR PRIMARY
10,971
10,933
38
SERVICE AREA
MUTUAL AID FIRE/RESCUE PERSONNEL HOURS
655
655
FIRE/RESCUE PERSONNEL HOURS
11,626
11,588
38
INCLUDING MUTUAL AID
2021 FIREFIGHTER HOURS BREAKDOWN
FIRE/RESCUE PERSONNEL HOURS 11,626
INCLUDING MUTUAL AID
MAINTENANCE HOURS 1,331
TRAINING (IN HOUSE) HOURS 2,763
TRAINING (OUTSIDE) HOURS 980
MEETING HOURS 402
PUBLIC RELATIONS / FIRE PREVENTION 1,289
TOTAL VOLUNTEER HOURS 18,391
-59-
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Mound Fire Department
2021 Total Calls by City
Mound Minnetrista Shorewood Spring Park Mutual Aid Standby
w Calls
Mound Fire Department
2021 Firefighter Hours by City
Mound Minnetrista Shorewood Spring Park Mutual Aid Standby
❑ Hours
-61-
MOUND FIRE DEPARTMENT
Summary of Fire and Recsue Calls
2021 vs 2020 vs 2019
Average
Total Hours
Total Calls
Hours
Total
Change From
Total
Change
Avverage
Change
Year
Calls
Previous
Hours
From
Hours per
form
Previous
Call
Year
Previous
Year
Year
2021
659
62
11626
-104
18.48
-2.34
2020
597
39
11,730
2,374
20.82
3.24
2019
558
1
1 9,356
1
17.58
J:\admin\Fire Commission\Summar ire Calls from 2019 vs 2020 vs 2021
- 152 -
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CITY OF MOUND
Mound Fire Department
Organization and Administration
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MOUND FIRE DEPARTMENT
Years of Service List
START
Rank
No.
NAME
DATE
EQUIP. #
Yrs Svc
Chief 1
1 GREG
PEDERSON
2/3/1975
18
Over 20 years
46.91
Asst. Chief 2
2 GREG
PALM
4/1/2013
15
(Return to Svc)
37.67
Captain 11
3 TIM
PALM
10/3/2015
17
(Return to Svc)
32.24
4 EDDIE
VANECEK
3/6/2017
34
(Return to Svc)
29.98
5 BOB
CRAWFORD
11/6/2017
6
(Return to Svc)
26.93
Asst. Chief 4
6 MATT
JAKUBIK
11/17/1997
37
24.12
7 DARREN
POIKONEN
2/19/2021
30
(Return to Svc)
22.27
8 STEVEN
HENKELS
9/10/2001
2
y
20.31
Asst. Chief 3
9 MIKE
MCCARVILLE
1/6/2003
35
15 - 20 years
18.98
Lieut. 14
10 MIKE
FOLEY
5/10/2004
16
17.64
Captain 15
11 PAUL
JOLICOEUR
5/10/2004
39
17.64
Captain 14
12 JASON
RICE
7/26/2004
42
17.43
Asst Chief 5
13 ANDY
DRILLING
5/20/2006
25
15.62
14 BEN
FOSTER
5/20/2006
29
15.62
EM Specaialist
15 BRYAN
GORMAN
11/5/2007
21
10 - 15 years
14.15
16 MATT
MORRIS
11/5/2007
44
14.15
17 AARON
CRANDALL
10/5/2009
8
12.24
18 SHAWN
HAYES
10/5/2009
38
12.24
19 JEFFREY
BRYCE
3/21/2011
46
10.78
Captaint 16
20 NICK
FARLEY
3/4/2013
52
5 - 10 years
8.83
21 DANNY
GRADY
3/4/2013
47
8.83
Captian 12
22 CHRIS
HEITZ
3/4/2013
48
8.83
23 DANIEL
PATTERSON
3/4/2013
51
8.83
24 JEFF
OTTENBREIT
7/21/2014
53
7.45
Lieut. 12
25 TANNER
PALM
10/5/2020
54
7.22
Lieut. 11
26 DAN
BERENT
10/3/2015
55
6.24
27 MICHAEL
CATTON
10/3/2015
57
6.24
28 CARTER
PALM
10/3/2015
58
6.24
Lieut. 16
29 MATT
LINDER
4/4/2016
60
5.74
30 RYAN
DE VEREAUX
9/12/2016
61
5.30
31 DOUG
GAWTRY
9/12/2016
62
5.30
32 ALEX
ERICKSON
3/25/2017
63
Under 5 years
4.77
33 BRENT
KNUTSON
3/25/2017
64
4.77
Lieut. 15
34 JOEY
BLACKSTONE
12/4/2017
67
4.07
35 TREVOR
WOYTCKE
11/5/2018
68
3.15
36 TRAVIS
POUNDER
8/31/2019
69
2.33
37 JC
MORALES
11/18/2019
66
2.12
38 DEREK
BEININGEN
2/3/2020
70
1.91
39 SAUL
CALDERON
10/5/2020
72
1.24
40 MICHAEL
JABS
10/5/2020
73
1.24
*Years of service is as of:
12/31/2021
Updated 02-01-2022
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MOUND FIRE DEPARTMENT, 2415 Wilshire Blvd, Mound, MN 55364
2020 BUDGET SPREADSHEET - 42260 COVID-19 EXPENSES MARCH - DECEMBER 2020
Vendor
DESCRIPTION
TOTAL
PRICE
DATE
PURCHASED
INVOICE
Credit Card (Amazon)
Nitrile Gloves Large
$149.04
04/23/20
x
Emergency Medical Products
Nitrile Gloves L and XL
$96.86
04/14/20
x
Jubilee Foods
Clorex Disinfecting Wipes
$36.54
05/12/20
x
Jubilee Foods
Clorex Disinfecting Wipes
$36.54
05/12/20
x
True Value
Clorox Bleach
$14.38
04/16/20
x
True Value
Rubbing Alcohol
$5.92
04/16/20
x
Emergency Medical Products
Nitrile Gloves L
$21.59
04/28/20
x
Emergency Medical Products
Nitrile Gloves XL
$107.95
04/28/20
x
Jubilee Foods
Clorex Disinfecting Wipes
$32.67
05/12/20
x
Jubilee Foods
Clorex Disinfecting Wipes
$38.70
05/12/20
x
MES
3-Ply Personal Protective Masks
$110.35
05/12/20
x
Clarey's Safety Equipment
Safety Googles
$171.10
05/26/20
x
Clarey's Safety Equipment
Safety Googles
$160.00
06/09/20
x
Credit Card (Amazon)
Disposable Face Masks
$131.96
06/23/20
x
Emergency Medical Products
Nitrile Gloves
$21.59
05/26/20
x
Emergency Medical Products
Nitrile Gloves L
$86.36
06/23/20
x
Northstar Companies
MFD Face Mask for Firefighters
$600.00
06/18/20
x
Clarey's Safety Equipment
Googles
$171.30
08/12/20
x
Credit Card (Amazon)
Face Masks
$79.84
08/24/20
x
Credit Card (Amazon)
Protective Eyewear
$25.21
08/24/20
x
Credit Card (Amazon)
Safety Glasses
$28.89
08/24/20
x
Credit Card (Amazon)
Disposable Coveralls
$221.08
08/24/20
x
Credit Card (buyinsulationproducts. com)
N95 Masks
$125.00
08/24/20
x
Credit Card (vitaflexusa.com)
BiosafetyDispoable Hoods
$161.00
08/24/20
x
Credit Card (Amazon)
Hand Sanitizer - Germ-x gel
$35.38
09/23/20
x
True Value
32 Qt Storage Boxes for PPE on trucks
$53.95
09/17/20
x
Credit Card (Amazon)
Safety Glasses
$15.35
08/24/20
x
Credit Card (Amazon)
Clorex All Purpose Cleaner w/Bleach
$60.16
10/23/20
x
Credit Card (Amazon)
Disfenctant Spray
$85.92
10/23/20
x
Credit Card (Amazon)
Disfenctant Spray, Spray Bottles
$17.50
10/23/20
x
Credit Card (Costco)
Shelving
$144.72
10/23/20
x
Credit Card (Costco)
Containers for PPE
$45.31
10/23/20
x
Credit Card (Costco)
Shelving, containers for PPE
$32.39
10/23/20
x
Credit Card (Amazon)
Disposable face masks 6 boxes (50 ea)
$58.90
12/23/20
x
Northstar Companies
MFD Face Mask for Firefighters
$600.00
11/24/20
x
Northstar Companies
MFD Face Mask for Firefighters
$625.00
11/24/20
x
Credit Card (Amazon)
Disposable Face mask
$59.40
12/23/20
x
Credit Card (Soulo Communications
12" Social Distancing Circles
$20.00
04/23/20
x
True Value
16oz Bottle Sprayer - Fire Dept
$5.92
04/16/20
x
$4,493.77
J:\admin\Emergency Management\COVID-19\FEMA - CARD FT - GRANTS\Material Summary March - December 2020
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2
IN -
CITY OF MOUND
Mound Fire Department
Strategic Plan Initiatives
-74-
Mound Fire Department
2004
'Strategic Plan for Successful Fire Operations
Purpose: The Mound Fire department must have a Short Term and Long Term strategy
for continued successful and efficient operations. The strategic plan for successful
operations must include a wide range of diverse services, plus maintain a cost effective
and reasonable budget. Our goal is to provide the highest level of emergency response
and customer service to our residents. The strategy must include a well thought out
comprehensive plan that assures the highest level of public safety services to our
communities.
Scope: The strategic plan for continued successful operations must consider the service
requirements of our current customers, plus be comprehensive enough to envision growth
and future needs associated with changing community dynamics. The plan must focus on
and consider the critical necessary resources to support the ever changing fire service
operations. These key critical recourses would include people, equipment, facilities,
supplies, and financial support.
Key elements: The critical components of any fire department are quite simple and basic.
Take away any of the three basic components and the operation will not succeed. Even
though all three components are critical, the priority of importance is as follows:
1. Personnel/People:
• Personnel - numbers, location, and time of availability
• Adequately trained and diverse firefighters
• Well trained officers
• Firefighter commitment
2. Equipment and Supplies:
• Apparatus — trucks, boats, trailers, etc.
• Firefighter turnout gear and safety equipment
• Basic tools and equipment of all types (i.e. fire hose)
• Specialized tools and equipment (i.e. extrication tools, water rescue suits)
e Supplies to support all operations including: fire, hazmat, rescue, etc.
3. Facilities:
3/18/05
• Response facilities to store apparatus, equipment and supplies
• Training facilities for firefighter training and education
• Maintenance facilities for maintaining and cleaning everything
• Centralized facilities for efficient response times
• Additional or support facilities for large scale events and emergencies
-75-
ER 0
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EVERY DEPARTM NT, EVERY LEADER
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The number of volunteer -firefighters
in the U.S. is at a two -decade low, for
a variety of socloeconomlic reasons.
Here's how to reverse the trend.
II(IIIIIIIII 1- .1 fill 111111111111111111111111 Urban search -and -rescue's sharper,
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CITY OF MOUND
Mound Fire Department
Capital Improvement Plan CIP
MOUND FIRE DEPARTMENT
2022 Apparatus and Equipment - Future DRAFT
Unit Number
Equipment
Type
Description
Radio
Alias ID
22
Rescue
1990 E-One Utility Heavy Rescue
CQMrnand Vehicle
R12
24
Engine
1996 Freightliner Pumper
E12
26
Utility
1999 Ford Pickup F250 Crew Cab
U12
28
Boat
2001 19' Silver Wolf Boat - 225 HP
B11
29
Engine
2003 Salisbury Pumper
E11
30
Utility
2003 Pace American HazMat Trailer
TR11
35
Tanker
2007 Freightliner Tanker/Pumper
T11
38
Boat
2009 Zodiac 11'Boat - 15 HP
B12
40
Engine
2010 Freightliner Tanker/Pumper
E13
42
Chief Officer
2013 Chevrolet Tahoe 4x4 SUV
SQ01
43
Rescue
2016 Chevrolet Suburban SUV
R11
44
Ladder
2016 E-One HP78 Ladder Truck
L11
45
Utility
2018 GMC Sierra Pickup F350 Crew Cab
U11
46
Utility
2021 Polaris Ranger UTV
G11
47
Duty Officer
2021 Chevrolet Tahoe 4x4 SUV
D01
48
Engine
2022 Pierce Heavy Duty Rescue Pumper
E11
J:\admin\Operations\Apparatus\Apparatyt rformation\Trucks\Apparatus List 2022
Mound Fire Department
2008
Apparatus Utilization and Response Concepts
We must evaluate and implement a short term and long term plan that reconfigures our apparatus and equipment fleet,
and then implement response sequence changes that are more appropriate, efficient and effective.
"Big Iiire" "Small Fire" "EMS" PI Accident Special Hazard
No Major change Smaller Apparatus Smaller Apparatus? Change response Not sure, needs TBD Change Response
009 or be on 009 or be on ate in 2008 009 or be and
Comments, Concepts, Action Items and Implementations Steps:
1. Dispose of some of our OLDER JUNK apparatus that we do not need! (i.e. F-Troop, Gamma Goat, R19)
2. Evaluate our utilization of each apparatus and apparatus type to determine usefulness and justify future
purchase.
Better utilize our Existing Apparatus by establishing and redefining each apparatus purpose (Grass #11,
Utility 422)
4. Brainstorm about better and more sensible apparatus purchase while considering our ISO PPC rating ... $$$$
5. Possibly reduce the numbers of apparatus, replace apparatus we need, have better newer equipment, or at a
minimum less expensive apparatus when BIG BUCK HIGH TICKET $$ trucks are not needed.
6. End Result: Newer — Better — More Efficient — More Appropriately Equipped — Less to Maintain, Check or
Test, and Repair — Ready for Anything Apparatus
Random thoughts:
1. Our emergency response calls are more unusual and bizarre than ever before — we get called out for anything
and everything which requires a NEW SET of Rules and Tools!
2. Actual Fire calls are less than in the past, special calls for services are more than ever.
3. We need a smaller well equipped (loaded with stuff) combined use vehicle for Special Response Calls, EMS,
Service Calls, Duty Officer, Light Response Vehicle.
4. Our small Grass Rig Mini -Pumper works well and needs more use!
5. Our Utility Truck #22 needs to be reengaged and out back into the mix, but needs a revamp of inventory, tools
and equipment to make it more useful.
6. We need to determine i we are Prepared for all types of calls and what we might want to add to our toll box
of tools and training. What types of calls should we train for? What kind tools and equipment do we need that
we don't have?
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2415 Wilshire Boulevard
Mound, MN 55364
Main: 952.472.3555
Fax: 952.472.3775
www.mound.fire.com
September 2, 2020
TO: Mayor Ray Salazar
Mound City Councilors
City Manager Eric Hoversten
FROM: Fire Chief Gregory S. Pederson
SUBJECT: Engine -Pumper Apparatus Purchase FY-2021
On July 22, 2020 the Mound Fire Commission Board approved the 2021 fire department budget
which included a comprehensive Capital Improvement Plan (CIP). Included in the CIP is the
purchase of a new Engine -Pumper truck which will replace our 25 year old Engine #24. Engine
#24 is a 1995 Freightliner 1500 gpm pumper truck and is overdue for replacement.
Engine -Pumper trucks are absolutely essential to our fire suppression efforts in all types of fires,
primarily in commercial or residential structures. This new truck would become our "I" Out
Engine" on fire related callouts which amounts to more than 100 responses per year. These types
of trucks are expensive but have a relatively long life span of approximately 15-20 years.
Justification and Comments:
1995 Freightliner Engine Pumper 1500GPM
2021 New Engine Pumper 1500 GPM
Currently cate orized as a back-up truck due to age
Becomes our primary Is' out Engine -Pumper
Responds only 25 times per year out the door
Will respond often at 100 + times per year
Repair costs $36,569.97 over the past 6 t/z Years
With warranty - repair costs will be minimal
Non -Compliant to NFPA 1901 Apparatus Standards
100% NFPA Compliant — for Operations/Safety
Truck is old design - not operationally versatile
New design concepts greatly improve versatility
This memo is requesting approval to proceed with the bond sale to support the purchase of the
new Engine -Pumper in FY 2021. The budgeted cost for a new Engine -Pumper truck is $675,000,
with a bond sale amount of $600,000 and remainder for funds to come from fire reserve account.
The need to replace the old obsolete truck is easily justified based upon its age, extensive repair
history, and non-compliance when it comes to the National Fire Protection 1901 Standards for
Automotive Fire Apparatus.
COPY
Emm
2415 Wilshire Boulevard
Mound, MN 55364
Main; 952.472.3555
Fax: 952.472.3775
www.moundfire.com
December 7, 2021
TO: Mayor Ray Salazar
Mound City Councilors
City Manager Eric Hoversten
FROM: Fire Chief Gregory S. Pederson
SUBJECT: Engine -Pumper Apparatus Purchase FY-2021
Pierce HDR-Pumper Truck 1500 GPM
This MEMO recommends final approval of purchase of one (1) Pierce Heavy Duty Rescue
HDR-Pumper truck at a contract purchase price of $675,474.00, including all prepayment
discounts as shown in the contract. Delivery lead time: approximately 15 months. The purchase
price is based upon the Houston -Galveston Purchasing Consortium and discount pricing.
As per our normal fire department process, we formed an Apparatus Replacement Committee to
thoroughly evaluate our needs to determine the best fire truck for both short-term and long-term
needs. Pumper trucks are essential to fire suppression efforts when responding to all types of
fires. This truck will be a 1 st out rig and respond to emergency callouts over 100 times per year.
The Piece HDR-Pumper is clearly the best choice regarding quality, efficiency, and value for the
cities we serve. The HDR-Pumper will have a long -life span of 15-20 years.
Background: on July 22, 2020 the Mound Fire Commission approved the 2021 fire department
budget which included a comprehensive Capital Improvement Plan (CIP). Mound City Council
approved the CIP and purchase and the fire department budget in September 2020.
Included in the CIP was the purchase of a new Engine -Pumper truck to replace our 25-year-old
Engine #24, which is 1995 Freightliner 1500 gpm pumper truck. The 2021 budgeted amount for
a new Engine -Pumper truck is $675,000, with a bond sale cash of $600,000 and the remaining
balance of $75,474 to come from fire reserve account.
NOTE: this Engine -Pumper purchase was on hold for 6-8 months because fire department
administration applied for an Assistance to Firefighters FEMA grant in the amount of $610,500
to fund another fire truck purchase. Unfortunately, we were notified by FEMA'several weeks ago
that our grant request was not approved for funding. The grant application caused a project
delay; however, the grant application was well intended and worth the effort.
J:\adman\financial, budgets, contract, expenses\financlal 2021- budget and fire contract\capital improvement plan\pierce hdr pumper
purchase memo 12.08.2021.docx
i
3
MACQUEEN
EMERGENCY
MacQueen Equipment, LLC
1125 7th Street East
St. Paul, MN 55106
Sold To:
CITY OF MOUND
2415 WILSHIRE BOULEVARD
MOUND, MN 55364
GUST PO: Contract
Ship To:
ONE (1) PIERCE HDR-PUMPER
MOUNTED ON AN ENFORCER CHASSIS
PER BID/PROPOSAL #1027
PLUS PERFORMANCE BOND
LESS PREPAY DISCOUNT*
TOTAL DUE MACQUEEN EMERGENCY
INVOICE
No. PPY-MOUND-1027
Date: 11 /30/2021
Terms: UPON RECEIPT
$698,565.00
INCLUDED
($23,091.00)
$675,474.00*
*DUE WITH CONTRACT FOR PREPAY DISCOUNT TO BE APPLICABLE.
Please remit to:
MacQueen Emergency
1125 7th Street East
St. Paul, MN 55106
Subtotal $ 675,474.00
Sales Tax
Invoice Total $ 675,474.00
Page 1
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Attachment A
City of Mound, MN
$8,470,000 General Obligation Bonds,Series 2020A
Issue Summary
Current Refunding 2011 B & New Money
Total Issue Sources And Uses
Dated 11/04/2020 1 Delivered 11/04/2020
Cur Ref
Cur Ref 2011 B -
Sewer 2011E - Utility Improvement Issue
Portion Equipment Rev Bonds Summary
Sources Of Funds
Par Amount of Bonds $4,150,000.00 $575,000.00 $1,870,000.00 $1,875,000.00 $8,470,000.00
Reoffering Premium 157,050.95 37,705.35 92,212.70 100,669.40 387,638.40
Total Sources $4,307,050.95 $612,705.35 $1,962,212.70 $1,975,669.40 $8,857,638.40
Uses Of Funds
Total Underwriter's Discount (0.643%) 26,692.67 3,698.38 12,027.78 12,059.94 54,478.77
Costs of Issuance 40,242.12 9,006.97 19,205.75 13,611.16 82,066.00
Deposit to Project Construction Fund 4,240,116.16 600,000.00 - - 4,840,116.16
Deposit to Current Refunding Fund - 1,930,979.17 1,949,998.30 3,880,977.47
Total Uses $4,307,050.95 $612,705.35 $1,962,212.70 $1,975,669.40 $8,857,638.40
FUNDS TO FUND 602 FUND 222
RECORD
REVENUEIN
LONG TERM PREMIUM
DEBT 601 $45,456.96
601 $921,830.99 602 $31,982.22
602 $648,573.94 675 $14,773.51
675 $299,595.07
DISCOUNT ISSUANCE COST
601 $5,929.19 601 $9,467.62
602 $4,171.61 602 $6,661.15
675 $ 1,926.98 675 $3,076.98
Series 2020A GO Bonds CR I Issue Summary 1 10/13/2020 1 10:55 AM
g�EHLERS
601 49.30%
602 34.68%
675 16.02%
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MOUND FIRE DEPARTMENT
Apparatus Costs for 2021 Ranger Crew Northstar 4A #46)
Date
Vendor
Invoice No
Description
Amount
10/21/20
Tri-K Sports
2021 Ranger Crew Northstar UTV
$17,669.00
10/3/2020
Safety Vehicle Solutions
2061
Polaris Ranger Pump/Rescue Unit(50%)
$8,172.41
04/22/21
Safety Vehicle Solutions
2062
Pump Unit/Box for Polaris Ranger (Final 50%)
$8,474.92
12/14/201
Grafix Shoppe
136820
Graffix for new Polaris Ranger
$216.00
12/16/20
Grafix Shoppe
136858
Graffix for new Polaris Ranger
$520.00
01/29/21
Grafix Shoppe
137437
Decals for G11
$90.00
1/21/2021
Credit Card (Tri-K Sports)
Folding Side Mirror
$59.49
4/24/2021
Northern Tool & Equipment (Credit Card)
Hitch Pins
$80.97
6/4/2021
Gilomen Innovations
Clutch Kit and Installation
$760.00
TOTAL
$36,042.79
J:\admin\Operations\Apparatus\Apparatus Infor88ion\Trucks\#46 - Ranger UN\# 46 Initial Costs
MOUND FIRE DEPARTMENT
Apparatus Costs for 2021 Chevy Tahoe - #47
Date
Vendor
Invoice No.
Description
Amount
10/11/2021
North Country
Chevrolet
23327
2021 Chevrolet Tahoe
$39,107.66
10/26/2021
Waconia DVM
Vehicle Registration
$27.00
5/1/2021
Safety Vehicle Solutions
2139
Sirens and Lighting
$6,661.12
12/31/2022
Safety Vehicle Solutions
2140
Sirens and Lighting
$6,661.09
4/1/2022
Innovative
Woodworking Solutions
65
Custom Organizer for rear storage
compartment
$3,000.00
11/19/2021
The Graffix Shoppe
142062
Graphics
1 $1,473.00
TOTAL $56,929.87
12/16/2021 Sale of 2010 Chevy Tahoe Duty Vehicle to St Boni Fire Department $10,000.00
NET COST $46,929.87
J:\admin\Operations\Apparatus\Apparatus Information\Tggs\#47 2021 Chevy Tahoe - Chief Squad\# 47 Initial Costs
I
CITY OF MOUND
Mound Fire Department
2022 Priorities and Focus
LAVENDER RIBBON REPORT
Best Practices for PreventingFirefighter Cancer
-kz05
WON 06
�."V if
r}iF} 1
A HEALTHCARE PROVIDER'S GUIDE TO
FIREFIGHTER PHYSICALS
s YOUR PATIENT IS A FIREFIGHTER!
• Firefighters face unique occupational health risks due to the demands of their job.
• Firefighters routinely operate in harsh work environments with:
o excessive heat o emotionally charged situations o toxic chemicals
o dense smoke o extreme physical challenges
■ Firefighters wear more than 70 pounds of equipment.
• Firefighters breathe compressed air.
• Firefighters represent a distinct subset of the general population.
Firefighters As Tactical Athletes These extreme physical, mental and environmental
Physiological Demands of Firefighting stresses increase the firefighter's risks of morbidity
and mortality for:
Cardiovascul
(Increased HR and BP,
Decreased Stroke Volume) e
Hematological
(Decreased Plasma Volume;,,
Hemoconeentra4oR) .1�:
Thermoregulatory
(Elevated Core Temperature,
Dehydration)
Respiratory
(Increased Breathing Rate
and Oxygen Consumption)
Metabolic
(High Oxygen Cost, Increased h
Lactate, Fatigue)
Immune/Endocrin
(Increased Leukocytes and . .
Hormones)
Nervous
(Sympathetic Surge and
Increased Adrenallne),
Muscular
(Increased Oxygen Use and
Heat Production)
Adapted from Figure 2 -Smith, D_L, et al 12G10). f F rviae
First Responder Hea4h and Safery Lahonatory, Skidmore College.
. . events-:
Cardiovascular events are the leading cause
of on duty deaths among firefighters' and, for
every line of duty death, there are an estimated
17 non -fatal cardiac events on duty among
firefighters'.
Musculoskeletal
The National Fire Protection Association estimates
firefighters get more than 71,000 injuries a year',
Behavioral
Of firefighters, 46.8% have considered suicide and
15.5% have had an attempt during the course of
their career.
In 32 states and in 9 Canadian provinces, several
types of cancer are considered work-related.s
Family history and lifestyle habits obviously add
to these risks.
The purpose for this document is to assist the healthcare provider in the evaluation, treatment, and ongoing
surveillance of the health and wellness of firefighters. The recommendations in this document are supported
by ongoing clinical research of firefighters' health and by the extensive experience and expertise of the
providers caring for them. These recommendations are offered as assistance for healthcare providers making
clinical decisions regarding the medical fitness and/or treatment of firefighters. They are not to take the place
of your medically reasonable, appropriate and necessary medical evaluation of the firefighter. As with any
clinical references, they should be used with the understanding that ongoing research may result in new
information and revised recommendations.
For more information: fstaresearch.org/GetChecked FSTOR
To provide feedback: fstar@iafc.org 741EFIGHFFR SAFE,0UGH
— 92—
ADVANCED RESEARCH
•
r
I A TIT I ► ■
,.
The awareness training — taught by fellow
firefighters and other health experts — teaches
firefighters how to protect themselves
from the three problems most commonly
experienced by those in the fire service:
cardiac, emotional trauma and cancer.
If your department has already completed our
awareness training, consider registering for
one of our new, deep -dive sessions.
NEW! Deep Dive Sessions
These two-hour sessions are catered toward those who have already completed our MnFIRE
Awareness Training and want further education on the different health risks facing firefighters.
These trainings are available whenever it's convenient for your department, either in -person or
virtually. These classes are tailored to both department leadership, and firefighters themselves.
REGISTER AT MNFIREINITIATIVE.COM/MNFIRE-TRAINING
-93-
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MOUND FIRE DEPARTMENT - TURN OUT GEAR SUMMARY 3/4/2022
Priority = H = High M = Medium L = Low
Primary
Priority
NAME
Condition
H-M-L
BEININGEN
2013
REPLACE
H
BERENT
2018
GOOD
L
BLACKSTONE
2021
GOOD
L
BRYCE
2018
GOOD
L
CALDERON
2013
REPLACE
H
CATTON
2013
GOOD
M
CRANDALL
2018
GOOD
L
CRAWFORD
2013
GOOD
M
de VEREAUX
2021
GOOD
L
DRILLING
2021
GOOD
L
ERICKSON
2013
GOOD
M
FARLEY
2013
REPLACE
H
FOLEY
2007
GOOD
M
FOSTER
2013
REPLACE
H
GAWTRY
2013
GOOD
L
GORMAN
2018
GOOD
L
GRADY
2021
GOOD
L
HAYES
2013
GOOD
M
HEITZ
2013
GOOD
M
HENKELS
2007
REPLACE
H
JABS
2007
REPLACE
H
JAKUBIK
2021
GOOD
L
JOLICOEUR
2021
GOOD
L
KNUTSON
2013
GOOD
M
LINDER
2013
GOOD
M
MCCARVILLE
2021
GOOD
L
MORALES
2018
GOOD
M
MORRIS
2007
REPLACE
H
OTTENBREIT
2013
GOOD
M
PALM
2013
GOOD
L
PALM
2018
GOOD
M
PALM
2013
REPLACE
H
PALM
2013
GOOD
M
PATTERSON
2021
GOOD
L
PEDERSON
2007
GOOD
M
POIKONEN
2007
REPLACE
H
POUNDER
2021
GOOD
L
RICE
2013
GOOD
M
STUHR
NONE
REPLACE
H
VANECEK
2013
GOOD
M
WOYTCKE
1 2013
GOOD
M
Back -Up
Priority
NFPA
Condition
H-M-L
2007
GOOD
H
NONE
REPLACE
H
2013
GOOD
L
2013
GOOD
L
2018
GOOD
M
NONE
REPLACE
H
2007
REPLACE
H
CONDEMN
REPLACE
H
2013
GOOD
L
2013
GOOD
L
2007
REPLACE
H
2013
GOOD
M
2007
GOOD
M
2007
GOOD
H
2007
REPLACE
H
2007
GOOD
M
2013
GOOD
L
2007
REPLACE
H
2013
REPLACE
M
2000
GOOD
H
NONE
GOOD
H
2007
GOOD
M
2013
GOOD
L
2013
GOOD
M
2007
REPLACE
H
2013
GOOD
M
2007
REPLACE
H
2007
GOOD
H
2007
REPLACE
H
NONE
REPLACE
H
2007
GOOD
H
2007
GOOD
H
2007
REPLACE
H
2013
GOOD
L
NONE
GOOD
M
NONE
GOOD
H
2007
GOOD
M
NONE
REPLACE
H
NONE
GOOD
M
2007
REPLACE
M
2013
REPLACE
M
Globe
Extreme
Honeywell-
Morning
Pride
Globe
Athletix
PRIMARY & BACKUP SET TOTAL
$2,995.95
$3,526.17
$3,671.90
$2,995.95
$3,526.17
$3,671.90
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$2,995.95
$3,526.17
$3,671.90
$2,995.95
$3,526.17
$3,671.90
$2,995.95
$3,526.17
$3,671.90
$2,995.95
$3,526.17
$3,671.90
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$2,995.95
$3,526.17
$3,671.90
$2,995.95
$3,526.17
$3,671.90
$0.00
$0.00
$0.00
$2,995.95
$3,526.17
$3,671.90
$2,995.95
$3,526.17
$3,671.90
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$2,995.95
$3,526.17
$3,671.90
$2,995.95
$3,526.17
$3,671.90
$2,995.95
$3,526.17
$3,671.90
$2,995.95
$3,526.17
$3,671.90
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$2,995.95
$3,526.17
$3,671.90
$0.00
$0.00
$0.00
$2,995.95
$3,526.17
$3,671.90
$2,995.95
$3,526.17
$3,671.90
$2,995.95
$3,526.17
$3,671.90
$2,995.95
$3,526.17
$3,671.90
$0.00
$0.00
$0.00
$2,995.95
$3,526.17
$3,671.90
$2,995.95
$3,526.17
$3,671.90
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$2,995.95
$3,526.17
$3,671.90
$0.00
$0.00
$0.00
$2,995.95
$3,526.17
$3,671.90
$2,995.95
$3,526.17
$3,671.90
$2,995.95
$3,526.17
$3,671.90
2,995.95
$3,526.17
$3,671.90
KtNLALt I U 1 AL
KLFLALL I U I AL �► % IQaN. ► V 771,�OV.YLI
777,YV7.YVI
HIGH
10
HIGH
21
MEDIUM
16
MEDIUM
13 $0.00 $13,785.72 17,574.70
LOW
15
LOW
7
REPLACE 10
11REPLACE
15 1
41
J:\admin\Operations\PPE-Apparel\Turnout Gear and PPE\2022 Turn Out Gear Summary 2.18.2022
-97-
00- �')
FAA
CITY OF MOUND
City of Mound
Emergency Preparedness
2021 Annual Report
m9m
City of Mound Emergency Preparedness
2021 Annual Report
This report is to provide a summary of the City of Mound Emergency Management and
Preparedness (EMP) Department activities and accomplishments for the year 2021.
Section I. Introduction and Overview
The year 2021 continued our focus on the importance of Emergency Preparedness (EMP) for the
City of Mound and in general, all communities. The ongoing COVID 19 Pandemic and focus on
Civil Unrest were in the forefront. These two unforeseen priorities increased our planning and
meeting activity, and increased staff time with regard to emergency management.
While the Emergency Management and Preparedness department is separate from the fire
department, there remains a common mission of Public Safety and Health. A summary page of
the 2021 Impact of the COVID 19 Pandemic is included as part of this report.
Section II. Organization, Staff, and Budget
Our Emergency Management and Preparedness staff is small with a part-time staff of 3 as
indicated in the attached organizational charts. The EMP budget is small at $46,656 for 2021. In
2021, the department spent approximately $48,273 and was $1,717 over budget. A primary
reason for coming in over budget was salary increases (higher than budgeted) for staff.
• EMP budget includes allocation of 35% of the Mound Field Officer salary and benefits,
and no $$ allocation for fire chief or administration support from the fire department.
• EMP budget also includes contractual $$ for maintenance and monitoring of the 3 sirens
and funds for the city-wide notification system (called RAVE).
• There were no Capital Improvement Plan projects for Emergency Preparedness in 2021
Section III. 2021 Challenges and Priority Projects
There were a significant number of continuing declarations, programs, processes, or protocols
that were implemented in 2020 that carried over into 2021. These continued programs involved
and impacted many of us including our Mayor, City Council, City Manager, Fire Chief, and
many other hard working staff members.
In 2021, the activity level and job tasks related to Emergency Preparedness continued to be
higher than most years. A list of 2021 carry-over projects is a bit redundant but very relevant,
with the list of highlights is as follows:
Utilizing the City of Mound and Lakes Area Emergency Management Operations Plan
Adhering to Mayoral Declaration No. 2020-1, issued by Mayor Salazar and City Council
EME
• Maintaining virtual monitoring status of City of Mound Emergency Operations Center
• Following the Comprehensive City of Mound COVID 19 Preparedness Plan (based upon
Minnesota Governor Walz Executive Order - Emergency Declaration).
• Continuing to use Beat Practices for Health and Safety Protocols for all City of Mound
staff (examples: fire department EMS System and PPE Guidelines, plus a revamped
Safety and Response Plan).
• Continued meetings.... and more virtual meetings, related to COVID 19 Pandemic and
Civil Unrest (sample agenda - West Lake Fire Group weekly meeting agenda).
Section IV. Summary of Accomplishments
All city staff adapted to new protocols and worked together to successfully navigate through
2021 with many new procedural, operational, and financial challenges. All essential city
operations were performed pretty much flawlessly. All of our successes were accomplished
without any negative impact on city wide services or customer service quality.
Section V. 2022 Priorities and Focus:
• Complete Large Scale Incident Training for elected officials and city department heads
• Fully active and test all systems of the City of Mound Emergency Operations Center
• Update the City - County Mitigation Plan and Continuity of Operations Plan (COOP)
• Research and evaluate available options (and the practicality) for securing, fencing, or
building a barrier around city hall, police precinct, and fire station in the event of civil
unrest or some kind of protect or assault on our facilities (refer to sketches).
Respectfully submitted,
Gregory S. Pederson
Mound Fire Chief
Director of Emergency Management
11 April 2022
-100-
10- '�)
FAL
CITY OF MOUND
City of Mound
Emergency Preparedness
Introduction and Overview
- 101 -
P!41 '1 0 k I
CITY OF MOUND EMERGENCY PREPARDNESS (E.P.)
Introduction and Overview
• Emergency Preparedness: Emergency Management and Homeland
Security Divisions are in place at all levels of Government.
➢ Federal Homeland Security — Federal Emergency Management Agency
➢ State Homeland Security — State Emergency Management Division
➢ Hennepin County Emergency Management
➢ City of Mound Emergency Management
• All Federal, State, County and Local Divisions have had their hands full
over the past 22-24 months.
➢ COVID 19 Pandemic
➢ Civil Unrest Related to Minneapolis Incident
➢ Civil Unrest and issues related to National Election
• In 2021, there has been continued focus and more work related to E.P.
• EP has a role to provide protection, support and mitigation in areas:
➢ Preparing for potential disasters: Natural and Man-made
➢ Overall Safety and Protection of Citizens
➢ Mitigation of Disasters (floods, tornado, civil unrest)
• EP is often overlooked and taken for granted by citizens until needed
• City of Mound Emergency Preparedness and Emergency Management is a
very small department, with a small budget. Still Critical for Residents!
➢ The City of Mound has jurisdiction for any type of City Emergency
➢ Disaster or Crisis support would come from County, State, and Federal Level.
• Elected Officials in Mound have important duties as it relates to supporting
the City of Mound (and Lakes Area) Emergency Preparedness Plan.
➢ Understanding their Role as Elected Officials: I.e. Leadership and Involvement
➢ Commitment to Basic Training and Knowledge about E.P.
➢ Allow the Professionals and Well -Training individuals to do their Jobs
➢ Financial Support and Major $$ approval when necessary
-102-
I
CITY OF MOUND
City of Mound
Emergency Preparedness
Organization, Staff and Budget
-103-
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4/11 /2022
Emergency Management
2021 Financial Budget Summary
(City's Decembe Financials - Final)
Code
Description
2021 Approved
2021 Processed
2021 Paid
EM Balance
City
Balance
% Expanded
100-190
Salaries and other comp.
$
33,976.00
$
37.699.97
$
37,699.97
$
(3,723.97)
$
3,723.97
110.96%
202
Copy Machine & Fees
$
-
$
-
$
-
#DIV/0!
210
OperatingSupplies
$
1,500.00
$
,.
$
1,042.48
$
457.52
$
457.52
69.56%
212
Motor Fuel
$
500.00
$
229.55
$
229.55
$
270.45
$
270.45
45.91 %
220
Re airlMa!nt Supply
$
100.00
$
-
$
100.00
$
100.00
0.00%
321
Telephone
$
1,280.00
$
1,188.34
$
1,188.34
$
91.66
$
91.66
92.84%
329
361
Sirens/Phone Lines
Gen. Liability Ins.
$
$
2.500.00
600.00
$
$
2.560.50
565.21
$
$
2,560.50
565.21
$
$
(60.50)
34.79
$
$
60.50)
34.79
102.42%
94.20%
381
Electricity
$
600.00
$
530.23
$
530.23
$
69.77
$
69.77
88.37%
430
Miscellaneous
$
200.00
$
39.00
$
39.00
$
161.00
$
161.00
19.50%
431
Meeting Expenses
$
-
$
25.00
$
25.00
$
(25.00)
$
25.00
#DIV/01
433
Dues & Subscri tions
$
200.00
$
200.00
$
200.00
$
-
$
-
100.00%
434
Conferences & Schools
$
1,600.00
$
892.79
$
892.79
$
707.21
$
707.21
55.80%
438
Licenses and Taxes
$
-
$
-
$
-
$
-
#DIV/0!
440
Other Contractual
$
3,500.00
$
3,300.00
$
3,300.00
$
200.00
$
200.00
94.29%
500
Capital Outla
$
-
$
-
$
-
#DIV/0!
Kcal p -- 40� 3 4t{,X73.07 $ 4U,273.07 $ 1,717.07 $ 1,717.0
103.69
JAadminlFlnancial, Budgets, Contract, ExpensestFinanclal - EmergencIMO?&men1\2021 Emergency Management Budgett2021 Budget Summary
I L)
CITY OF MOUND
City of Mound
Emergency Preparedness
2021 Challenges and
Priority Projects
MUM
LAEM
EMERGENCY OPERATIONS PLAN Basic Plan
Revision 3
Introduction
The Lake Area Regional Plan establishes a framework through which the member cities may prepare for,
respond to, recover from, and mitigate the impact of a wide variety of disasters and emergency events
that could adversely affect the health, safety, and/or general welfare of the citizens of the member cities.
Because it is a framework, the details of how this is accomplished are contained in the operations
documents of the respective cities.
The Lake Area Region includes the cities of Corcoran, Deephaven, Excelsior, Greenfield, Greenwood,
Independence, Long Lake, Loretto, Maple Plain, Medina, Minnetonka Beach, Minnetrista, Mound, Orono,
St. Bonifacius, Shorewood, Spring Park, Tonka Bay, Wayzata and Woodland. The Lake Area Emergency
Management Group is responsible for coordinating plan development and maintenance. The
emergency management director for each jurisdiction is responsible for distribution of the plan,
preparation and maintenance of standard operating guidelines, resource lists, and checklists and may
distribute to department heads and others as the director deems necessary.
I. Reason for Plan
The Lake Area cities are subject to natural disasters such as tornadoes, floods, and
blizzards. In addition, other disasters such as train wrecks, plane crashes, explosions, infectious
disease outbreaks, release of hazardous materials, and foreign or domestic terrorism can occur at
any time. An emergency plan is needed to articulate the management of a given hazard/disaster.
II. Pun2ose
The Lake Area Plan describes the basic strategies and mechanisms through which the cities will
mobilize resources and conduct activities to guide and support emergency management efforts
using the National Incident Management System (NIMS). The Lake Area Plan is designed to
coordinate resources to:
A. Maximize protection of life and property
B. Ensure continuity of government
C. Sustain survivors
D. Repair and restore essential facilities and utilities
III. Legal Basis and References
A. Public Law 920, as amended.
B. Public Law 99-499, (Superfund Amendments and Reauthorization Act (SARA) of
1986.)
Page —1
-109-
CITY OF MOUND, MINNESOTA
MAYORAL DECLARATION NO. 2020-1
WHEREAS, the Mayor of the City of Mound, Minnesota ("Mayor") finds that the following local
emergency ("Emergency") exists inthe City of Mound, Minnesota ("City"):
On March 11, 2020, the World Health Organization determined that the COVID-19 outbreak
constitutes a pandemic. On March 13, 2020, President Trump declared a national state of emergency
as a result of the pandemic.
2. On March 13, 2020, Governor Tim Walz issued Emergency Executive Order 20-01 declaring a state
of peacetime emergency to address the COVID-19 pandemic in Minnesota. The Governor's
Executive Order along with this Declaration triggers activation of the City's emergency management
plan and enables the City to exercise its emergency powers.
3. The spread of COVID-19 in the United States and Minnesota has raised serious public health concerns
and resulted in a great deal of uncertainty. Much remains unknown about the virus, how it spreads,
and the scope of its health impacts.
WHEREAS, Minnesota Statutes, Section 12.29 authorizes the Mayor to declare the existence of the
Emergency, to invoke necessary portions of the City's emergency plans, and to authorize aid and services in.
accordance with interjurisdietional agreements; and
WHEREAS, Minnesota 5latutes, Section 12.37 authorizes the City, acting through its governing body, to:
(1) enter into contracts arrd .incur obligations necessary to combat (lie disaster byprolecting_the health and safety
of persons,and proper y and by providing emergency assistance to the victims of the disaster; and (2) exercise the
powers vested by that suction in the light t,f th.e exil;encies of the disaster without compliance with time-
consumingprocedures and formalities obetwiseprescribed by taw; and
WHEREAS, the Mayor finds that the Emergency is sudden and could not have been anticipated; and
WHEREAS, the Mayor finds that this situation threatens the health, safety, and welfare of the residents of the
conununity and threatens the provision and delivery of city services as a result of the Emergency; and
WHEREAS, the Mayor finds that the Emergency poses the risk of and may cause catastrophic loss of
public health, safety, and welfare if not immediately addressed.
NOW, THEREFORE, as the Mayor of the City of Mound, Minnesota, I declare that a Local Emergency exists
effective immediately in the City of Mound, Minnesota, This declaration of a local emergency invokes all
necessary parts of the City's emergency plates including, but not limited to, all appropriate community
containment and mitigation strategies. To the extent normal state laws and City policies and procedures
impede an efficient response or compliance with federal and state directives and recommendations, the City
Manager, Emergency Manager, and their designees are authorized to suspend compliance with those laws,
policies, and procedures and to take those actions necessary to protect the public health, safety, and welfare,
r
Dated: March _�, 2020,% _ --
RFlyl-n 1FILI J S Tr,ayor
City of Mound, Minnesota
DOC SOPENN A745\1 \043214. vl -3 / 16/20
�,.hc 1 ouvy
COVID-19 Preparedness Plan
(updated September 3, 2020)
Section l: General Information
The City of Mound and its subordinate reporting activities is committed to providing a safe and healthy workplace
for all our workers. To ensure that, we have developed the following Preparedness Plan in response to the COVID-
19 pandemic. Managers and workers are all responsible for implementing this plan. Our goal Is to mitigate the
potential for transmission of COVID-19 in our workplaces and that requires full cooperation among workers and
management. Only through this cooperative effort can we establish and maintain the safety and health of our
workers and workplaces.
The COVID-19 Preparedness Plan Is administered by the City Manager, who maintains the overall authority and
responsibility for the plan. However, all management and staff are equally responsible for creating, supporting,
Implementing, complying with, and providing recommendations to further improve all aspects of this COVID-19
Preparedness Plan. The success of this plan and the anticipated positive outcome is weighted heavily upon all city
of Mound employees to support all aspects of the plan by following protocols and strict adhereance to workplace
safety practices, The City of Mound's managers and supervisors must have the full support of all employees in
enforcing the provisions of this plan.
Our workers are our most important asset. We are serious about safety and health and keeping our workers on the
job at the City of Mound. Worker involvement is essential In developing and implementing a successful COVID-19
Preparedness Plan. We have involved our workers in this process by challenging Inputs and feedback through
supervisors to the management level, engaging our municipal peers in comparing best practices, and referring legal
matters to the League of MN Cities, our Labor Attorney, and our City Attorneys.
The City of Mound's COVID-19 Preparedness Plan follows the Industry guidance developed by the State of
Minnesota, which Is based upon Centers for Disease Control and Prevention (CDC), Minnesota Department of
Health (MDH) guidelines for COVID-19, Minnesota's Occupational Safety and Health Administration (Minnesota
OSHA) statutes, rules, and standards, and Minnesota's relevant and current executive orders, and addresses:
Section Il: Infection Prevention and General Precautions
The City of Mound has Implemented leave policies that promote workers staying at home when they are sick, when
household members are sick, or when required by a health care provider to isolate or quarantine themselves, or a
member of their household. It is anticipated that these procedures will evolve as diagnostic testing becomes more
reliable and available, and contact tracing resources evolve.
—ill—
Metro Region EMS System r,
General Patient Care and PPE Guidelines
for First Responders1P
Metro Region
COVID-19 pandemic Frist Responder General Patient Care Guidelines EMS System
Background:
First Responder agencies, including both Fire Departments and Law Enforcement play a vital role in pre -
hospital emergency care. In many areas they are the first providers on scene and perform the initial
patient assessment that helps triage additional resource needs. They also play a vital role in caring for
life threatening emergencies when present. The COVID-19 pandemic has introduced many challenges
and concerns about the safety of providing this important care. PPE supply chain shortages have also
placed limitations on many agencies ability to respond. As the situation continues to evolve and PPE
supplies remain limited, it is important to prioritize use, maintain responder safety and continue to
provide care with a 'greatest good for the greatest number' philosophy.
Guidelines:
1. All PSAPs should screen for the potential of febrile respiratory illness.
a. Query callers for fever and cough or shortness of breath.
b. Alert responding agencies of a "Positive Infectious Screen".
c. This screen should not slow or prevent the provision of emergency pre -arrival
instructions (PAI) or transferring to secondary PSAP for PAI if indicated.
I. If transferred the secondary PSAP should screen when practical and notify the
Primary PSAP if Infectious screen positive as soon as possible.
ii. Primary PSAP shall then alert responding agencies.
2. Approach the scene with standard scene safety practices.
3. Assign a single responder to initiate the patient assessment (preferably highest level trained)
4. The provider should perform hand hygiene then don standard droplet PPE.
a. Surgical mask (or available equivalent or higher level)
i. N95 masks should be reserved for aerosolizing procedures.
b. Eye protection
L Put on eye protection (i.e., goggles or a disposable face shield that covers the
front and sides of the face) upon entry to the patient room or care area. Personal
eyeglasses and contact lenses are NOT considered adequate eye protection.
c. Gloves
d. Disposable gown
L If limited availability, then reserve for aerosolizing procedures.
S. Perform a "doorway/threshold assessment"
a. At least 6 feet away, with direct visualization of the patient.
I. Through closed door or window is preferred.
b. Ask Chief Complaint.
c. Ask the patient if they had a recent nebulized treatment.
d. Assess mental status.
e. Assess respiratory status.
L Respiratory rate.
ii. Ability to speak full sentences.
Current as of March 20, 2020
These guidelines may change according to CDC or MDH recommendations.
-112-
`'T, Metro Region EMS System
General Patient Care and PPE Guidelines
for First Responders
Metro Region
EMS System
6. For patients with normal mental status and no respiratory distress.
a. No further patient contact is needed.
b. Continue to observe at a distance.
7. If altered mental status, in respiratory distress or other obvious need for care.
a. Immediately place mask on patient or toss one in for the patient to don.
i. Simple surgical mask or 'Cone' type mask with elastic band is preferred.
b. Administer oxygen per normal patient care guidelines.
i. Nasal cannula should go under the mask.
ii. If higher flow needed, oxygen mask replaces Simple/Surgical, Cone mask.
c. Do Not administer Nebulizer treatments.
d. Perform any life -threatening interventions as needed.
e. If additional providers needed, they should have the same PPE.
8. Assist transporting ambulance crew as needed.
9. Upon completion of patient care.
a. Discard all disposable PPE at the scene.
i. If no patient contact within 6 feet, then discard gloves only.
ii. Watch each other removing gear to prevent accidental contamination
iii. If uniform 'coveralls' are used, remove and bag prior to leaving the scene.
iv. Use gloves and hand hygiene when handling contaminated laundry.
v. If uniform or equipment is contaminated, it can be washed with standard laundry
soap
vi. Reusable goggles, wraparound framed safety glasses or face shield should be
cleaned after each use with disinfectant wipes or a 10:1 bleach solution.
b. Perform hand hygiene.
Current as of March 20, 2020
These guidelines may change according to CDC or MDH recommendations.
WEve Z0Zo
4/1/2021
neceusaR
1�M
Mound Fire Department
Safety and Response Plan
COVID —19
March 20, 2020
Safety and Response Plan COVID -19
Department Priorities
1. The Safety for our Firefighters, Admin Staff, and Families,
please be informed, follow protocols, and take this seriously!
2. To Continue to Respond, and Operate effectively for the
Citizens and Communities we Serve.
3. To follow Best Practices based upon: Centers for Disease
Control (CDC), MPLS Metro EMS Professionals, our
department Medical Director, Hennepin County Emergency
Management, Mound Fire and City of Mound Policies.
4. NOT Business as Usual.
1
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4/1/2021
Safety and Response Plan COVID -19
General Information
• The City of Mound has closed its doors to all walk-in traffic until
further notice, as have most Metro Area Cities.
• The City of Mound has created a policy regarding staying home
form work and returning to work, which we will adhere to.
• Our new Fire Department Operating Procedures and Protocols are in
effect until further notice. Temporary.....
• Expect updates to our plan, as necessary for the safety of staff and
for operational sustainability reasons.
Safety and Response Plan COVID -19
Call Response Basics: Effective NOW
• Critical: please continue to -Respond to Calls. Following the new
Safety Protocols. Listen to Dispatch when call is paged!
• Respond to the "High Risk" Fire and Personal Injury Accident Type
Calls as we normally would. Respond with trucks as usual.
• All EMS Calls will be supported by new (temporary) Protocols as
have been posted and as reviewed tonight.
• Follow all of the important basic safety guidelines like: Personal
Protective Equipment (PPE), handwashing, social distancing,
cleaning and sanitizing, sta home if you are sick! Let us Know!
2
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4/1/2021
Safety and Response Plan COVID -19
Department Basics: Effective NOW
■ You will be receiving more messages via Active 911 regarding changes in
protocol during the COVID 19 pandemic. ONLY as necessaal
• Chief #1 has been working with Dr. Kevin Sipprell and the MFD Board on
Fire and EMS responses and other processes in an effort to meet safety
goals, along with other safety measures I.e. social distancing guidelines.
All large group meetings and training have been cancelled until Monday
April 20, 2020. The meeting hiatus will likely continue beyond April 201h
• Maintenance groups and call responses will continue normally for now.
• Fire Station is under Temporary "Lockdown", On_IyACTIVE firefighters
inside the station during this time. NO family members retirees or uests!
Safety and Response Plan COVID -19
Call Response Detail: Effective NOW
• During Emergency calls or daily business: Office and Dispatch Room
should have no more that (3) people in the space. 1. Incident Report Writer,
2. CAD Report Person 3. Officer in Charge with call details.
• For High Risk Fire and P.1. (We calls: respond as usual with trucks and
normal truck crew size. Maintain Social Distancing as much as possible
while preparing trucks and equipment for the next call.
• For ALL EMS calls and Low Risk v er (CO Alarms, Illegal Burns)
respond with a maximum crew of 4. Rescue #43 crew should be 3 or 4,
with 4 as maximum. UNLESS a known Medical Crisis I.e. cardiac arrest.
• Don't come to the fire station to hangout, only come if you have a reason.
The car wash bay is temporarily CLOSED!
3
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4/1/2021
Safety and Response Plan COVID -19
Response Protocol: Effective NOW!
• When responding to calls and not on a truck: (2) people occupy
dispatch room to create the incident report.
• (2) others prop man -doors open and monitor the front and back
doors, and take attendance on behalf of the incident report writer.
• If nobody is here monitoring the doors, walk to the dispatch room
window and check -in. DO NOT ENTER DISPATCH ROOM.
• Maintain a staff of (3) firefighters in station bay for a 2nd call
response. Everyone else checks -in and goes home.
Safety and Response Plan COVID -19
Response Protocol: Effective NOW!
• After returning from a Fire or EMS call, please wipe down seats,
door handles and surfaces.
• Radio and accessory cleanup must be done per the Motorola
cleaning guide using Isopropyl Alcohol.
• If known exposure at a Fire or EMS call, please suit up and take
precautions before getting back on truck
• A Stay at Home assigned duty crew for EMS call may become
prudent or necessary in the near future.
4
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West Lake Minnetonka Area: Fire Response Group
Excelsior, Hamel, Long Lake, Loretto, Maple Plain, Mound, St. Bonifacius
The group will hold a conference call every Wednesday at 1100 hours to discuss our current
staffing levels, COVTD — 19 challenges, standardization of protocols or best practices, action
items, personal protective equipment inventory, and operational changes. The weekly conference
call with continue until further notice, and until the situation is resolved.
MEETING AGENDA
I. Staffing Levels for West Lake Fire Departments
• Number: Active and Available to Respond to Calls
+ Number: Unavailable for Sick and/or Quarantined
• Number: Unavailable for other reasons I.e. out of town, work, deployed
II. Response Protocol or Response Plan
• EMS Response Protocol: quick update
• Fire Response Protocol: quick update
• General: have made a change in Response Protocol or Plan
• Duty Crews: Yes — No — or Working on Implementing
III. Personal Protective Equipment (PPE) Inventory
• PPE inventory is adequate or a shortage
• PPE — New Concepts or Ideas to Share
IV, Other — Miscellaneous
• COVID 19 Call Volume
• General EMS Call Volumes: High, Low or Normal
V. Action Items
• Follow up Issues or Needs
gsp 04.01.2020
- 118 -
I
CITY OF MOUND
City of Mound
Emergency Preparedness
Accomplishments
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CITY OF MOUND
City of Mound
Emergency Preparedness
2022 Priorities and Focus
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Utility locates:
Pros:
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Cost:
Vendors:
-126-
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Pros:
Cons:
Deployment considerations:
Modifications:
Timeline for product:
Cost:
Vendors:
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Utility locates:
Pros:
Cons:
Deployment considerations:
Modifications:
Timeline for product;
Cost:
Vendors:
-128-
Utility locates:
Pros:
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Modifications:
Timeline for product:
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Vendors:
-129-
pq
2021 Annual Report for Community Development
The Mound Community Development Department is pleased to present the 2021 Annual Report to
the City Council for review and consideration.
BUILDING PERMITS. The building permit valuation for all construction types for January 1, 2020
through December 31, 2021 was $13,696,548. Acopy of the Valuation Report for Building Permit
Construction (all types) from 1/1/2021 to 12/31/2021 is included as an attachment.
CODE ENFORCEMENT. The Field Officer is Cites first point of contact for ❑ty Code related matters
such as exterior/outside storage issues or construction concerns. Andy Drilling, who joined the City
in May 2018, is the current Field Officer for Mound. The Community Development Department also
works with other City departments with regard to code violations and nuisance related issues. For
example, the Public Works and Parks Departments assists with grading/erosion control and tall
grass/weed matters and the Building Official assists with property maintenance and building code
issues. In 2021, 100 ❑ty Code compliance cases were opened by the Field Officer. Of these 100
cases, 86 cases were resolved or unfounded. Additionally, hazardous property abatement cases
were approved to proceed and/or authorized by the City Council to be addressed including
properties on Glenwood Road, Commerce Boulevard and Brighton Boulevard.
PLANNING COMMISSION. Provided below is a list of some of the projects and activities which were
undertaken/completed by the Planning Commission and Staff. It is important to note that several
of these projects were done in cooperation and with assistance from other
departments/consultants.
2021 Planning Commission Work Plan Overview
1. Implementation activities related to adoption of 2040 Comprehensive Plan. (i.e.,
rezoning, amendmentsto City Code including, but not limited to, zoning, subdivision,
etc.). Please see below:
Ordinance Amending Division 2 of Chapter 129 (Zoning Ordinance) Pertaining to
Mixed Use District Regulations— approved September 2021
Ordinance Amending Chapter 129 (Zoning Ordinance) Concerning Planned
Unit Developments and Planned Development Areas —approved September 2021
Ordinance Amending the City of Mound Official Zoning Map to
130-
Change the Zoning District for a Number of Properties to Come into Compliance
with the 2040 Comprehensive Plan — approved September 2021
d. Ordinance Amending the City of Mound Official Zoning Map to
Change the Zoning District to C-1 General Business District for a Number of
Properties — approved September 2021
e. Ordinance Amending the City of Mound Official Zoning Map to
Change the Zoning District for a Number of Properties to MU-C Mixed -Use
Corridor —approved September 2021
f. Ordinance Amending the City of Mound Official Zoning Map
to Change the Zoning District for a Number of Properties to MU-D Mixed Use
Downtown — approved September 2021
g. Ordinance Amending Division 2 of Chapter 129 (Zoning Ordinance)
Pertaining to Allowable Uses and Establishment of C-1 General
Commercial District —approved September 2021
h. Ordinance Amending the Official Zoning Map to Change the Zoning
District for 509815084 Three Points Blvd from B-3 Neighborhood
Commercial to MU-C Mixed Use Corridor District — approved November 2021
2. Review/discussion of code enforcement procedures, policy development and related
activities (i.e. code amendments, etc.) — on -going
a. Ordinance Amending Chapter 42 (Nuisances) Regarding Public Nuisances
Affecting Peace and Safety (glare/lighting) — approved November 2021
3. Mound Harbor open/public space discussion — concept plan reviewed by POSAC in
February
4. Long-term home rental study - prolect on 2022 approved Planning Commission Work
Plan
2021 Staff Project List Overview
1. Conversion to electronic building permitting with MnSpect (on -going); also streamlining
building permit application review/processing— conversion to Community Core
software permitting system commenced in March
2. Recording of final plat for Mound Harbor to complete replatting of parcels in
downtown - completed July 2021
3. Amendment of City Code Chapter 113 related to building code to update of property
maintenance regulations with MnSpect — in process/forthcoming
4. Restudy of animal regulations — project included on 2022 Staff Project List
-131-
DEPARTMENT ACTIVITIES. Provided below is a list of projects which were undertaken and/or
completed by the Community Development Department. It is important to note that several of
these projects were done in cooperation and with assistance from other Departments/Consultants
in addition to the Planning Commission and/or City Council:
- Evaluation and processing of special event/public gathering and musical concert permit requests
for community events; also permit review and issuance for special events sponsored by
groups/organizations or private individuals.
- Evaluation and processing of Public Lands Permits for properties on Heron Lane and Island View
Drive.
- 2021 seasonal permit and approvals for Mound Farmers' Market and More.
- Preparation of City forms and coordination with City Attorney for closing on sale of City -owned
parcels described as PID No. 12-117-24- 43-0020 and PID No. 12-117-24-43-0011.
-- Final plat and development agreement approvals for Artessa and Villages of Island Park.
ATTACHMENTS
• 2021 Valuation Report for Building Permit Construction (all types)
• 2021 Planning Case List
- 132 -
City of Mound
Valuation Report - Summary
Issued Date From: 1/1/2021 To: 12/31/2021
Permit Type: BUILDING Property Type: All Construction Type: All
Include YTD: No
Permit Kind Permit Valuation Dwell
Count Units
Permit Type: BUILDING
COMMERCIAL ACCESSORY STRUCTURE
2
$70,000.00
COMMERCIAL ALTERATION
8
$341,500.00
COMMERCIAL DEMOLITION
2
$11,900.00
COMMERCIAL REMODEL
4
$410,000.00
COMMERCIAL ROOFING
2
$13,300.00
COMMERCIAL SIGN, PERMANENT
8
$82,325.00
MULTI FAMILY (3-4 UNITS) NEW CONSTRUCTION
8
$1,652,657.00
MULTI FAMILY (5+ UNITS) ALTERATION
2
$13,800.00
MULTI FAMILY (5+ UNITS) NEW CONSTRUCTION
6
$1,238,447.00
MULTI FAMILY (5+ UNITS) REMODEL
3
$314,000.00
MULTI FAMILY (5+ UNITS) ROOFING
1
$20,000.00
MULTI FAMILY (5+ UNITS) SIDING
1
$4,500.00
PUBLIC ALTERATION
1
$30,000.00
SINGLE FAMILY, ATTACHED ADDITION
1
$122,298.66
SINGLE FAMILY, ATTACHED DECK
1
$1,706.40
SINGLE FAMILY, ATTACHED REMODEL
3
$232,286.00
SINGLE FAMILY, DETACHED ACCESSORY STRUCTURE
3
$71,164.00
SINGLE FAMILY, DETACHED ADDITION
5
$837,000.00
SINGLE FAMILY, DETACHED ALTERATION
28
$722,096.89
SINGLE FAMILY, DETACHED BASEMENT FINISH
11
$328,193.50
SINGLE FAMILY, DETACHED CHIMNEY REPAIR
4
$37,420.00
SINGLE FAMILY, DETACHED DECK
24
$209,939.80
SINGLE FAMILY, DETACHED DEMOLITION
10
$117,906.25
SINGLE FAMILY, DETACHED DRAINTILE
6
$44,842.00
SINGLE FAMILY, DETACHED EGRESS WINDOW INSTALL
6
$15,145.00
SINGLE FAMILY, DETACHED FIRE REPAIR
1
$70,208.20
SINGLE FAMILY, DETACHED FOUNDATION REPAIR
1
$900.00
SINGLE FAMILY, DETACHED NEW CONSTRUCTION
10
$5,319,291.55
SINGLE FAMILY, DETACHED REMODEL
27
$1,069,893.00
SINGLE FAMILY, DETACHED RETAINING WALL
4
$101,254.00
SINGLE FAMILY, DETACHED ROOFING
1
$75.00
SINGLE FAMILY, DETACHED SOLAR PANEL INSTALLATION
7
$117,499.60
SINGLE FAMILY, DETACHED SWIMMING POOL
1
$75,000.00
Permit Type: BUILDING -Total
Report Total:
Period 202
Period 202
$13,696,548.85 0
$13,696,548.85 0
4/12/2022 -133- Page 1 of 1
iv
I�
2021 Planning Case List
Planning Case No. 2101 Preliminary plat, rezoning and conditional use permit for Villages of
Island Park
Planning Case No. 2102 Vacation to modify U/U easement at 5790 Berl Boulevard
Planning Case No. 21 02A Final plat of Mound Harbor 2nd Addition
Planning Case No. 2103 Conditional use permit for Hibachi Uamma
Planning Case No. 21 W Expansion Permit)minw/adminbVation for 2057 Arbor Une
Planning Case No. 21U5 Vllages of Island Park Snal plat
Planning Case No. 21-06 Expansion Permit)minw/adminbVative) for 53Q Piper Road
Planning Case No. 21U7 Rezonings and zoning text amendmentsfor 2040 Comprehensive Plan
Planning Case No. 21U8 Variance for garage building height at 4636 Hampton Road
Planning Case No. 21-09 Preliminary plat and conditional use permit for 2631 Commerce
Boulevard
Planning Case No. 2110 Substantial use evaluation for Mound Westonka Youth Hockey
Association dry land training facility at 2200 Commerce Blvd in
Commerce Place Shopping Center
Planning Case No. 21Y11 ordinance amendmi City Code Chapter 42)Nnbances)for
lighting/glare
Planning Case No. 2112 ordinance amendmi City Code Chapter 129)2oning ordinance)
related to fences and food trucks
Planning Case No. 2113-Voltl/Unused
Planning Case No. 2114 Conditional use permit and public lands permit for bland Park village
Hall building and site reuse at 4843 Manchester Road
Planning Case No.2115 Iakewlnds parking lot site plan )adminbtrative)
Planning Case No. 2116 Comprehensive plan amendment and rezoning for 5084/5094 Three
Points Boulevard
Planning Case No. 2117 Substantial use evaluation for pet store/rescue at 22M Commerce
Boulevard in Commerce Place Shopping Center
Planning Case No. 21 18 Preliminary plat,vacation, conditional use permit, public lands permit
for Northland Mound
Planning Case No. 2119 Variance for house addition project at 3061 Westedge Boulevard
TABLE OF CONTENTS
I. 2021 At -A -Glance..
IL Public Works Department 2020 Annual Report .......................... 2 - 10
III. Public Works Department Work Plan/Initiatives ......................... 11-12
IV. Core Tasks / Work Plan ....................................................... 13 - 14
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I
CITY c?F Mc�U�ID
Public Works Department
2021 Annual Report
2021 At -A -Glance
• City water main improvements under Lynnwood Blvd (phase 1) from Westedge eastward
to Birch Lane were completed in the early summer of 2021
• Centennial Parking Lot repaving and general pavement spot -repairs were completed on
Southview Lane and Court, as well as repaving of basketball courts at Avon and Three
Points Parks as part of the 2021 pavement improvement program
• City Sewer improvements for 2021 included completion of final site restoration for the
pump station at Avalon Park and replacement of the pump station at 3080 Highland Blvd
• Several smaller retaining wall rehabilitation projects were completed in 2021 including
rehab of walls at Dickens and Hawthorne, and placement of a new wall on the back side
of the Depot structure at Surfside.
• Phase 1 of Shirley Hills Manhole Rehab was completed with two additional phases
remaining for this district.
• Crack sealing and seal coat were completed as prescribed in our maintenance plan.
• Emergency storm sewer repairs were completed on Island View Drive to repair collapsed
pipes. Drainage outfalls at Cottonwood Lane, the end of Langdon Lane, Cardinal Lane
Street End, Scherven Park, and Harrison Shores were completed in 2021 as part of our
Storm Sewer inspection and maintenance activities.
Personnel
The Public Works Director is in charge of the Public Works Department as a whole. There is
one full-time Administrative Assistant shared between Finance/Admin, Planning and Inspection,
and Public Works.
The Superintendent's responsibilities include evaluation of employees, scheduling of work,
delegation of projects and tasks, budget preparation, reports, determination of emergency call -
outs, construction meetings, project inspections, purchasing of materials and equipment,
answering questions, resolving complaints, etc.
There are 11 full time employees in the Public Works and Parks Divisions organized under a
Collective Bargaining Unit. There is a Lead Worker in each Division with 2 Maintenance
Workers in Parks, 3 under Utilities, and 3 under Streets. The City will typically bring on 4 — 5
seasonal student hires in the summer to assist with Parks and Street work. Lead Workers are
responsible for coordinating and scheduling routine tasks between division team members and
between divisions.
There was only one staffing change in 2021 with the departure of one of our Parks workers. This
vacancy was advertised at the end of 2021 with the fill hire anticipated in early 2022. We
2
- 136 -
continue to rely heavily on the broad skillsets of the individual worker to cross -utilize personnel
from function -to -function as work needs and available staffing may require. On call for
Monday — Thursday evenings was added to the traditional weekend on -call coverage to ensure
response capability for emergency repair events through the full week.
Compliance
The MPCA requires that the City have at least one full-time employee with Class SD
certification in Waste Water Supply Operations. There are presently 7 and one full-time
employee with Class SB certification in Wastewater treatment. The Minnesota Department of
health requires that the City have at least one full-time employee with Class D certification in
Water Supply Operations there are presently 5 and two with a Class C certification.
Certifications are renewed every three years and all employees receive continuous training and
education at various schools, seminars and conferences through the City. All operators maintain
a minimum Class-B MN Driver/Operator license for their motor -vehicle work on behalf of the
City. The city contracts with Safe -Assure to keep us in compliance with OSHA standards and
regulations. Specialized safety training is done bi-monthly. Along with this training, the city has
a Risk Management inspection conducted by the LMCIT every year. Source -water management
and quality testing, delivery quality, and lead/copper testing are accomplished per MN Dept of
Health requirements with annual results published in the Consumer Confidence Report.
Street/Fleet Division
The primary function of the Street Department is to maintain and repair the city streets and storm
sewer collection structures. This includes snow and ice control, salting, sweeping, clearing street
right-of-ways of brush and tree limbs, bituminous patching, street preparation for seal coating,
repair and maintenance of storm sewer catch basins, street sign repair and installation, curb and
sidewalk repair, street lighting, equipment maintenance, installation and repair of banners, flags,
and Christmas decorations, 12 parking lots, 28 cul-de-sacs, and 11 miles of sidewalks.
Right-of-way repair and maintenance begins in early spring. This includes repair of water main break
patches, storm sewer cleaning, and street sweeping. Street sweeping is the major spring -season task
undertaken by the Street crews; and the City has 2 street sweepers, 1 sidewalk broom, 1 truck for
debris hauling, and 1 water tanker trailer for this work. Following the normal winter season, street and
sidewalk sweeping can take up to 3 to 4 weeks to complete. The City co-sponsors a clean-up day with
Minnetrista in early May, which resumed in 2021 after a pause in 2020.
Once the sweeping is completed, preparation for seal coating projects and other street repairs begins.
Crews continued focus to complete spot corrections to settled pavements around manholes, water
valves, and catch basins. The City crew completes annual re -painting for all the County Road
crosswalks in our downtown corridors as part of their summer routine. Enhanced street sweeping
continued throughout summer and fall. The department contributes significant cross staffing to Parks
and Utilities to assist in their annual work routines throughout the summer. Fall/winter preparations
included city-wide sweeping of leaves and fall canopy debris; and preparation of snow/ice control
equipment. Fall cleanup includes 2 weeks a year of hauling leafs, re-evaluation of snow/ice routes,
plow operator re -fresher and re-training, and equipment reconfiguration.
Public Works facility improvement during 2021 again focused on yard and material storage
improvements. The material storage area behind the Cemetery was improved with placement of
additional recycled asphalt material to improve surface conditions. Slag block were obtained to
add too material bins to segregate materials, reduce storage losses, and improve tidiness. These
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enhancement improved work efficiency, reduced material losses, improved environmental
stewardship, and cleaned up the appearance of the yard spaces. Several garage roll -up doors
were replaced at the Lynwood Blvd shop to improve reliability and weather -tightness. These
investments are greatly appreciated by the Staff!
During the winter months, it is the responsibility of the Public Works Superintendent to determine
when to plow and chemically treat the streets. The Public Works Superintendent depends on the
National Weather Service, local weather reports for information concerning weather systems moving
in our direction and the Police Department to keep staff updated on road conditions. The Public Works
Superintendent will also periodically check the streets to determine if and when plowing and sanding
may be needed or should begin. Waiting until it stops snowing before plowing is preferred, but in icy
conditions trucks will be sent out as soon as possible. Snow and ice clearance are planned to optimize
passability during the two primary commute times. Added focus is placed on completing clearance for
the AM commute due to school bussing needs. Full clean-up operations are preferred in the early AM
to minimize interaction with drivers in the roads. Personnel from the Streets Division, Utility Division
and Parks Division are all called out to help with plowing.
The city has 4 single axle trucks equipped with front plows, side wings, and sanders, 4, 1-ton dumps
with plows and sanders for street and 4, 1-ton truck without salters for parking lot work, as well as 2
skid -steer and 2 sidewalk machines with various attachments for the 11 miles of sidewalks. The City
of Mound contracted snow removal in the Central Business District with Beniek property Services for
2021. They self -deploy within 36-hours of a 2-inch snow or as called by the City. The City continued
providing snow clearance on the Dakota Trail during the winter 2021/22 season which was widely
appreciated by community members.
Utilities Division
The City of Mound Utilities Division consists of 3 areas: water distribution, sanitary sewer
collection, and storm sewer conveyance. The Utilities Division operates much like a business.
Revenues are generated from the sale of water and sewer service to over 3500 customers from
metered sales and base -rate service charges. Salaries, benefits, operating, repair; capital expenses
and capital debt service are all paid from the revenues received.
Three separate budgets are prepared for the Utilities Division: one for the Water Division, one
for the Sanitary Sewer Division, and one for Storm Sewer Division. Line item expenses for each
division do not vary much from year to year outside of capital considerations. The biggest
percentage of the non -capital budget each year is for salaries, health care, workers'
compensation, liability insurance, and the Met Council sewer charges.
Water
The City of Mound currently has 2 active wells and 1 inactive well with a combined storage of
750,000 gallons in 2 above groundwater towers. Mound has approximately 45 miles of water
main. The city has an inactive interconnection with the City of Spring Park at the Seton Bridge,
and there are 2 inactive interconnects with the City of Minnetrista.
The Water Division is responsible for well pump and tower systems operations inspections,
treatment systems operations, and hydrant flushing, valve inspection, meter readings, and in -
home service calls for curb -stop and meter issues. In 2021 the City of Mound pumped roughly
225-million gallons of water. Every 3-5 years, the City's water towers are inspected for the
condition of the coatings and corrosion -prevention anodes inside the towers. The City contracts
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annually with KLM Engineering to inspect, remove sediments build-up, and make minor repairs
to the city's two existing water towers on a recurring basis as conditions dictate. The Tower at
Evergreen had its last corrosion control inspection completed with minor findings corrected in
2020. Additional work will be required in a future project to extend the service life of the
existing coating and possibly delay major rehab cost reflected in the Capital Investment Plan
(CIP). The tower on Chateau was washed in 2020 as part of maintaining coating life and general
appearance. Both towers were subject to antenna upgrades by telecoms tenants which allowed
for additional "courtesy inspection" by KLM while they supervised the tenant work.
The City participates in the West -Metro Water Supply Planning group to improve awareness and
contribute to improvements in regulator interaction.
The City continued to evaluate system configuration and operation to reduce occurrences of
stained or discolored water services. These occurrences are cause by the naturally occurring iron
in our raw water. A number of system modifications and best management practices have been
identified to reduce these occurrences, but not completely eliminate them. BMPs include tank
mixing, using flow modeling, implementing uni-directional techniques for seasonal flushing to
more effectively remove oxidized sediments from mains and reduce rust problems for our
customers. Staff continues to work with Village by the Bay Condominiums Association, Mound
Market Place, and Lost Lake Villas to flush the hydrants associated their private systems
interconnected with City mains.
• In 2021 the city experienced 6 water main breaks; 1 more than 2020. Over the past three
years a pattern of water main breaks is developing on Lynwood Blvd between Grandview
Blvd and Westedge Blvd. Phase 2 of a3-phase project to replace this main has been
initiated for completion in 2022.
• In 2021 the City of Mound again exceeded Safe Drinking Water Act water quality
standards according to the States Consumer Confidence Report.
• Wells 3 and 8 had complete chlorine equipment change out which included tanks, scales,
and communication connectivity to the SCADA system for monitoring and control.
• The City of Mound once again satisfactorily passed its Public Water System audit and
Sanitary Inspection conducted by the Minnesota Department of Health
• In February of 2021 the City was notified its water supplies at both wells exceeded MN
Dept of Health, Health -Based -Value for Manganese concentrations. A Treatment
Feasibility study was commissioned by the Council in march 2021 with findings
presented in late May identifying the need for a $24-million gallery treatment facility and
reconfiguration of well -sources and storage -tower interconnection as this solution. The
City Staff immediately engaged State funding processes to begin alignment of state,
and/or federal funding assistance for this project. MN Senate and House Capital
Investment Committees were provided "project tours" of our proposed work in the fall of
2021. Legislative filing "line items" were included in initial legislative bonding
proposals to be considered in the 2022 session.
As infrastructure renewal shifts focus away from street reconstruction to include their underlying
utilities, the Staff has re-evaluated capital investment requirements in future years to help reduce
pressure on rate -funded enterprise accounts. Additional risk has been accepted by delaying
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certain identified system improvements from a 5-year investment plan out to 10+ years in effort
to control debt service growth against water funds.
Sewer
The Sewer Division is responsible for maintaining 30 sewer lift stations, which are checked
twice a week, and sewer line inspection and cleaning. They also perform pump repair, electrical
repairs, pump removal, and seal replacement. Major repairs are contracted out. The City's
insurance company (LMCIT) has suggested a timetable to complete the cleaning of 60+ miles of
sewer main in the City every 4-5 years equating to about 80,000 feet per year.
The current sewer system was installed in 1964 and is largely composed of vitrified clay tiles;
and therefore in need of constant attention, maintenance and repairs. In 2002, the city began
televising the sanitary sewer system with a camera that enables us to detect problem areas.
These efforts continued sparingly in 2020 due to equipment operability issues. In 2021 the City
returned to contract vendors to complete certified television inspections of the lines in lieu of
substantial re -investment in its equipment suite.
2021 capital improvements focused on completing site restoration for the J-1 lift station (Avalon
Park), replaced in 2020 as part of the lift station improvement program. The main project in the
2021 program was replacement of the lift station at the Idlewood slip site on Highland Blvd.
This is the 23d of the 30 stations to be upgraded in the program. The generator at the Public
Works Shop that provides back-up to the SCADA system dispatch and monitoring equipment,
door controllers, etc was scheduled to be replaced in 2021 as part of the back-up generator
modernizations included in our sewer CIP; but delayed into 2022 by supply chain issues. In
preparation for this re -powering work, the shop electrical distribution was inspected and
numerous discrepancies and system faults were corrected in 2021.
The Council may recall a Met Council force main failure that occurred in April of 2021 at
approximately the intersection of Montclair and Shoreline Blvd. City personnel responded to
identify the source of the problem and provide traffic control and spill diversion as Met Council
personnel responded to execute repairs. As a result of this incident the Met Council has initiated
a repair/rehabilitation project to address this aged asset in their inventory. This force main no
longer services Mound flows following re -alignment of discharges from our Northern, Aspen,
and Fernside pumping stations in the 2019/2020 forcemain re -alignment project.
Our last notification for Inflow and Infiltration (I&I) exceedance by Met Council Environmental
Services notified was on 9 March 2020 for a sewage flow exceedance event that occurred on 27
May 2019. MCES assigned a $354,780 workplan value based on this event. This workplan
represents an expectation of investment in qualifying sewer renewal/improvement by the City to
be bought down in the next 4 fiscal cycles ('21 — `25) with a 2 cycles look back for qualifying
costs already spent (' 19,'20). Portions of our lift station replacements, manhole rehabilitation,
and investigative work costs qualify against these workplans and will fulfill obligations at
currently anticipated funding levels reflected in the CIP
In 2021, the City continued to make progress on eliminating Inflow and Infiltration in
anticipation of the work plan assigned by the Met Council. The work completed in 2021 that will
qualify included claiming for qualifying portions B-2 (Highland) lift station replacement,
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manhole rehabilitation throughout the Shirley Hills sewershed, and the contract televising costs
for the 2021 mains inspections.
Future I&I work will continue to focus on lift station replacements and manhole rehabilitation to
address the significant findings of ongoing inspections. As this municipal work comes to a
close, Staff will begin looking at developing programs that will allow for improved dialog with
home -owners to address the residential side of I&I.
As infrastructure renewal shifts focus away from street reconstruction to include their underlying
utilities, the Staff has re-evaluated capital investment requirements in future years to help reduce
pressure on rate -funded enterprise accounts. Additional risk has been accepted by extending the
previous 5-year plan for completing lift station reconstruction out to 10+ years in effort to
control debt service growth against sewer funds. Sewer mains will continue to be inspected on a
5-year rolling schedule to determine reactive spot repair and rehabilitation needs as they emerge.
Our metered flow into the Met Council collection and treatment system decreased in 2020 from
2019 resulting in a reduced in rate for 2021. Flows measured for 2021 that establish 2022 rates
were slightly down; mostly due to the low precipitation seen in July and August of 2021,
creating positive rate results for 2022. Flows are highly dependent on seasonal precipitation as
significant clear water still enters our collection system through the portions of it that are
privately owned and maintained by home owners. This leaves annual MCES rate determination
fairly variable year -on -year.
One area of note; we continue to see an abundance of cloth towels, wet wipes, and dusting
cloth products the city's sewer system and impacting our lift station pumps. This type of pump
clogging has the potential for sewer back-ups. However again the diligence of our sewer division
in cleaning and maintenance of the city's 30 lift stations has to date prevented a serious back-up
from occurring. The City should strongly discourage flushing of these products often labeled
"flushable" even though proven otherwise.
Storm Sewer
The storm sewer system has historically been upgraded through the annual Street Reconstruction
Project. The city started a program for the cleaning of the storm outlets in 2008. Scheduled
maintenance for cleaning the lines begins in the spring of each year. The City storm sewer
system is very large with 584 catch basins, which are cleaned as time allows through various
methods, and 84 sump catch basins, which are cleaned twice a year as time allows.
There were no repair and in -kind replacement works included in the 2021 Pavements
repair program
Numerous outfall site inspection and cleanup actions were completed in 2021. Staff
began periodic rental of compact, rubber -track excavation equipment to allow for more
frequent planning and scheduling of this work to great success. Low water conditions
also allowed access to several sites not typically reachable from the land.
Street sweeping is an important part of keeping the storm system and area lakes clean
from street debris. The city has begun taking a more aggressive approach to street
sweeping by sweeping more often than twice a year as was the practice of years past.
"enhanced" sweeping through the summer months with the newly -equipped regenerative
sweeper removes substantial nutrient and fines from the storm system and prevents
introduction to the lake. Collection data is recorded in the event any future reporting
requirements materialize
The city has all -but eliminated the use of sand during the winter and is no longer part of
winter road treatment except in very rare weather conditions. In the past more than 70%
of the sand put down would end up in the storm system.
Significant effort to employ road salt BMPs have been undertaken as well. All salting
trucks have automated dispensing controls that are calibrated annually. Operators are
trained on road -salt best practices and equipment operation annually. Improved material
handling and storage in the Shop yard also reduces the quantity of chloride that makes its
way into the watershed.
The City continued to participate in the metro -wide Adopt -a -Storm Drain interactive
website tool that allows residents to "claim" storm drain that exist in their neighborhoods
and keep the clean and free of organic debris.
The City continues to partner with the Metro Watershed Partnership to collaborate on public
information and info -sharing resources as part of its public information outreach. Minnehaha
Creek Watershed District also provides informational pieces that we echo in City publications
and our Web Site.
As infrastructure renewal shifts focus away from street reconstruction to include their underlying
utilities, the Staff has re-evaluated capital investment requirements in future years to help reduce
pressure on rate -funded enterprise accounts. Storm sewer investment has been temporarily
refocused on low-cost BMPs and maintenance of existing facilities primarily using our
Operations and Maintenance Staff. Only minor, cost share qualifying, or development -related
improvements are being considered for the near -term future.
Parks Division
The Parks Division is responsible for managing the 30+ public parks and public spaces in the
city, various lakeshore commons and shore areas, the maintenance and management of the
Municipal Cemetery, aspects of the Municipal Docks Program, Municipal Buildings, Transit
Center Parking Deck, Surfside Park Depot Building, and the Veterans Memorial Plaza The
downtown Streetscape and Greenway provides one of the main entrances into the downtown
business area of Mound. The Parks Division is responsible for maintaining this area, which is
completed as a high priority item. hi addition, the division is responsible for the inspection of
weeds on un-kept grounds and hazardous tree removal from city property. The division is also
responsible for the preventive maintenance of its small -engine and specialized equipment.
Assisting in this effort are 3 full-time parks maintenance employees along with seasonal
maintenance employees. The team also made frequent use of the Hennepin County Sentenced to
Service labor party for completion of unskilled, labor -intense tasks. The Parks and Open Space
Commission (POSC) functions as an advisory board for bringing recommendations to the City
Council regarding relevant issues.
The general level -of -service for our parks includes regular mowing, leaf removal, litter pick up,
tree care, and periodic repairs of park furnishings and amenities. In addition, there are six
beaches that staff maintains throughout the summer including weed removal, buoy maintenance
and repair, sand leveling and replacement, and trash and debris collection. These maintenance
activities provide a visual confirmation that the City of Mound has a commitment to the
community's quality of life.
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Additional pavement was added at Zero Gravity between the sunshade patio and skate basin
feature to improve the overall function of the entry to the area. The camera system continues to
be employed to address vandalism issues which have subsided as a result of improved
enforcement.
Avon and Threepoints basketball courts were incorporated in 2021 pavement rehab work.
The abandoned retaining wall and residual slab features at Three Points park were removed,
regraded, and restored to turf as part of Spring overhaul work.
Doone Park hilltop area remained an ongoing project in 2021. Chipping from city tree clearance
work to mulch for ground cover providing better access and visibility through this area of
previous overgrowth and debris. Significant high -value ground cover growth is emerging in the
area.
Additional stormwater management features were added below the repaired parking surface at
the Surfside launch to address the near continuous impoundment of surface water in this low
area. The lake information sign was refurbished as an Eagle Scout project by a local resident and
another Scout completed a Conservation Award project at the launch by providing a
monofilament line collection container.
Surfside Park Depot was returned to service during 2021.
A community volunteer completed a natives and pollinators demonstration project at Belmont
Park that has shown tremendous initial success.
The most significant issue for the Parks team was the late -onset draught conditions that were
experienced from mid -June through August. Park turfs were substantially impacted by the
limited precipitation seen during this critical growth period through the summer. Irrigation was
set up to preserve the highest value areas and recover Surfside Park from Spirit of the Lakes
festival traffic. Several project restoration areas within our parks mentioned previously
completely failed and will be re -accomplished in the Spring of 2022 to include a clover
overseeding of Swenson Park intended to improve turf density, resilience, and draught
resistance.
Hazardous Tree Removal
As of December 31, 2021, the yearly total of hazardous tree removals from City property was 18
removals, 3 stumps chipped, 8 trees trimmed that posed a hazard, and 8 sites had brush removed.
From private property, 2 trees were marked for owner removal due to hazardous conditions. Of
the 2 trees 1 were contracted for removal by the City as an enforcement action.
Diseased and hazardous trees are removed on a complaint basis. When a complaint is received,
an inspection of the tree is done to determine the need for removal and the ownership. City
owned trees are removed by a contractor as soon as possible, while private trees are removed in
accordance with City Ordinances. Private trees not removed in the grace period allowed are
removed under and enforcement action. The cost of a force removed tree is billed to the property
owner. If this bill is not paid, it is then assessed to their property taxes for the following year.
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Emerald Ash Borer was discovered in Mound in 2021. The City will now need to develop a
more robust Emerald Ash Borer response plan. Grant funding was applied for and awarded to
align resources necessary to inventory trees on maintained public lands, develop a management
plan and begin removal and replacement work for the anticipated impacts.
City Hall Maintenance/Janitorial
The Parks Division is responsible for the seasonal lawn care and snow removal at City Hall. It is
also responsible year-round for the heating and air conditioning inside City Hall and the
Centennial Building. Parks staff is also responsible, within their capabilities, for the repairs to
plumbing, heating and related equipment. Major repairs for the heating and air conditioning
systems and cleaning services are contracted out through the direction of the Parks Division.
Janitorial duties are contracted to an outside vendor.
10
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I
CITY c?F Mc�U�ID
Public Works Department
2022 Capital Improvement Projects & Initiatives
Maior Capital Investments
• Lynwood Watermain Replacement Phase 2 of 3.
• R-1 Lift Station Replacement (Island View Drive)
• Re -surfacing of Surfside Depot lot and various street spot -repairs
• Rehabilitation of downtown sidewalks
Seal Coat Program
The seal coat program is proposed again for 2022 and a tool to extend pavement life for recently
reconstructed streets. We have entered the period in pavement lifespans were we are completing
2 rehabilitation project areas per year; early program plus later program neighborhoods.
Retaining Wall Replacement Proiect
The annual retaining wall replacement program provides for the reconstruction of retaining walls
in various locations throughout the city determined to be in poor condition. Retaining wall
replacement includes the removal of the existing walls and construction of decorative modular
concrete block walls and site restoration. This program has primarily involved the replacement of
walls within the annual street reconstruction project. With the completion of these annual
proj ects, retaining wall repairs in 2019 and 2020 focused on larger, higher -risk locations in
recent years. Retaining wall repairs for 2022 will focus on spot repairs of emerging conditions
that appear through the year similar to 2021 execution.
Parks Improvements
A study to bring community input into the planning for improvements in the Harbor District
public spaces was initiated in 2021 to guide future improvements and investments in that area as
development occurs.
Staff will continue to monitor Zero gravity to ensure issues are identified and resolved as quickly
as possible at this very high use facility.
The City will continue to work with a community volunteer to add an additional natives and
pollinators demonstration plot during spring and early summer of 2022. Edgewater Park has
been identified as the location for this project. Their involvement will continue through spring
2023 to ensure establishment and thereafter as necessary to keep flourishing.
Storm Sewer
Our MS4 permit was renewed in 2021, along with updates to the Storm Water Pollution
Prevention Plan. These administrative efforts included detailed analysis of the load -reducing
impact of treatment devices installed during the past 15-years of improvements that were
11
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embedded in street reconstruction work. This analysis will account for the combined effect of
those improvements and reveal when improvement or enhancement work needs to resume in
order to stay on track with increasing solid and nutrient removal standards levied by various
regulators. During the pause in street replacement capital investment, City crews will continue
implementation of maintenance activities to ensure continued performance of installed BMPs
and examine opportunities for additional improved management and maintenance practices as
they emerge.
Sanitary Sewer and Lift Stations
The R-1 lift station at the south end if Island View Drive will be replaced as the 2022 project in
the lift station replacement program. This will be the 24th of 30 to be completed. The Generator
at lift station I-1 will be replaced as part of the sewer backup power modernization investments
included in the sewer CIP.
Water Distribution System
Water main replacement under Lynwood Blvd from Birch to Southview (phase 2) is scheduled
for completion in 2022 with a final additional phase to follow in '23.
The City will continue to monitor manganese levels in our water supply and advocate State and
Federal funding to support the $24-million investment to provide removal and treatment for our
drinking water. Funding proposals have been included in Committee submissions of funding
legislation bills before both MN legislative chambers in 2022 and we will continue to monitor as
progress is made during the session.
Inflow/Infiltration Studv
The City Engineer completed a study of the sanitary sewer lift stations and Inflow / Infiltration
into the sewer lines in 2007. This study has served as a guide to determine where the city needs
to perform system improvements and renewals to reduce the quantity of clear water entering the
system and the potential for surcharges and overflows that it can create.
Ongoing sewer rehabilitation efforts will continue as part of the City self -initiated capital
improvement programs and to continue much needed system renewal for facilities beyond their
anticipated service life.
• Qualifying costs included in the 2022, B-2 lift station replacement in the Highlands will
be documented for inclusion in the work plan assigned by MCES that will began in 2021.
• In 2022, manholes in the Shirley hills sewer district will be rehabilitated. This is the
second of three anticipated phases in this area.
• Qualifying work included in the R-1 (Island View Drive) lift station replacement will be
booked against the current work plan assignment.
Future I&I work will continue to focus on manhole rehabilitation to address the significant
findings of ongoing inspections. As this municipal work comes to a close, Staff will begin
looking at developing programs that will allow for improved dialog with home -owners to
address the residential side of I&I.
Hennepin Countv Regional Improvement Proiects
Hennepin County completed major repairs to County RD 92 in 2021
Hennepin County anticipates resurfacing of remaining County 110 and 15 segments in 2023
12
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I
rAL
CITY c?F Mc�UI�ID
Public Works Department
Core Tasks / Work Plan
Capital Improvement Projects
• Transition from street reconstruction to pavement maintenance program
• Annual retaining wall replacements
• Coordinating with MCES and Hennepin County on joint project opportunities
• Sanitary lift station reconstruction
• Water distribution system improvement projects
Surface Water Management
• Annual Review of Surface Water Management Plan to insure compliance with
administrative and maintenance requirements
• Annual Review of NPDES II permit and insure compliance
• Annual Review of Storm Water Pollution Prevention Plan (SWPPP) and insure compliance
• Review State and Federal laws and permit changes to insure City Policy and Ordinances
are current
• Review development plans to insure compliance with permit requirements
• Annual Review of MCWD Rule Changes
Parks
• Annual update inventory of park structure maintenance needs
• Evaluate equipment for replacement
• Research funding sources for park improvements
• Continue to increase functionality and presentation of parks
Streets
• Sweep City a minimum of two times per year. Enhanced sweeping throughout summer and
fall to address stormwater pollutant reduction goals
• Pot -hole and pavement distress/defect evaluation and repair
• Repair sidewalks and trails as needed
• Sign inspection and maintenance
• Winter snow and ice control operations
• Maintain calibration of salting equipment and sustain operator job knowledge training
• Continue Annual Crack Seal and Seal Coat Program
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Stormwater collection and treatment facility inspection and maintenance
Maintain GIS data set for street assets
• Implement asset and work management toolkit
Storm Sewer
• Respond to incidents of localized flooding due to abnormal weather occurrences
• Continue annual lake outfall cleaning and dredging
• Continue annual catch basin cleaning
• Maintain stormwater storage / ponding areas
• Work with MCWD on storm water quality improvements
• Construct storm sewer improvements / repairs as needed
• Maintain GIS data set for storm sewer assets
• Implement asset and work management toolkit
Sanitary Sewer
• Continue cleaning and televising performing repairs as needed
• In -pipe lining at locations with high inflow / infiltration problems
• Reduce I / I in municipal lines to avoid MCES surcharge
• Implement SCADA monitoring and control system
• Coordinate with MCES to eliminate metering discrepancies
• Upgrade/reconstruct lift stations
• Coordinate as needed with proposed development
• Maintain GIS data set for sanitary sewer assets
• Implement asset and work management toolkit
Water
• Complete all MN Dept of Health testing activities
• Inspect, operate, and maintain source -water pumping, treatment, and storage systems
• Maintain and read metering systems
• Systematic, uni-directional system flushing, hydrant and valve inspections
• Implement SCADA system on new facilities
• Annually update water system model with Engineering
• Coordinate as needed with proposed development
• Comply with Wellhead Protection Plan in accordance with State and Federal Regulations
• Maintain GIS data set for water assets
• Implement asset and work management toolkit
Administration
• Annually update capital improvement program
• Review Safety and Training needs of staff
• Annually review and update Vehicle Replacement Program
• Coordinate Public Works & Parks Maintenance Facility space needs
• Coordinate Public Works review of grading and utility plans for development
• Upgrade office filing system and record retention
• Annually update inventory of City's infrastructure and mapping
• Implement GIS street and utility mapping capabilities when completed by consultant
14
30-YEAR CAPITAL IMPROVEMENT PLAN (CIP): 2022-2031
SUMMARY
4/1/2022
PROJECT
FUNDINGSOURCE
W22
2023
202A
2025
2026
2027
W28
2029
2030
W31
STREET PROJECT COST
Special Assessment
City (1/3), Bonds
General Cal igation(City)&404
Pavement Repairs(4001440)
Road Maim. Cap. Reserve (427)
$495,600
$309,6U0
$317,650
$1,M1,900
$1,502,600
$3,465,000
$2,)1],000
$3,092,000
$103,000
$588,000
$75,000
$25,000
$75,000
$75,000
$75,000
$75,000
$75,000
$75,000
$75,000
$75,000
$93,000
$141,000
$143,000
$125,000
$101,000
$212,000
$204,000
$207,000
$149,000
$887,000
SEWER FUND PROJECT COST
Sewer Fund
$760,000
$950,000
$745,000
$870,000
$730,000
$753,000
$353,000
$383,000
$115,000
$160,000
WATER FUND PROJECT COST
Water Fund
$450,000
$1,010,000
$731,000
$740,000
$961,000
$815,000
$795,000
$75,000
$200,000
STORM SEWER FUND PROJECT COST
Storm Water Utility Fund/401/404
$155,000
$115,000
$90,000
$901
$90,000
$90,000
$90,000
$90,000
$90,000
$90,000
RETAINING WALL FUND PROJECT COST
Fund 401
$75,000
$75,000
$75,000
$75,000
$75,000
$75,000
$75,000
$75,000
$75,000
$75,000
GRANDTOTAL
S2,103,600
$2,675,64D0
$2,176,650
$2,976,900
$3,534,6001
$5A85,000
$41
$3,)9],000
$807,000
$1,875,000
10-YEAR CAPITAL IMPROVEMENT PLAN (CIP): 2022-2031
SUMMARY
0/31/2021
PROTECT
FUNDING SOURCE
21
M23
2024
W25
2026
2027
2029
2029
11
2031
STREET PROJECT COST
Special Assessment
City (1/3), Bontls
General Obligation (City)&4G4
Pavement Repairs(400/440)
Road Minot Op. Reserve 427
$486,0011
$312,000
$)1],000
$956,000
S3,3]9,000
$2,7I7,000
$3,092,000
$103,000
S588,000
$75,000
575,000
$75,000
$]5,000
$75,000
$]5,000
575,000
$]5,000
575,000
$]5,000
$93,000
$141,00D
$143,000
$125,000
$101,000
$212,000
$204,DD0
$207,000
$149,000
$11181,000
SEWER FUND PROJECT COST
Sewer Fund
$760,000
$905,000
$880,00D
S682,500
$]0],501)
$738,000
$353,000
$183,000
$115,00G
S160,000
WATER FUND PROJECT COST
Water Fund
$615,000
$1,010,000
$731,0D0
$740,000
$961,000
$825,0D0
$795,000
S]5,000
5200,000
STORM SEWER FUND PROJECT COST
Storm Water Utility Furk/401/404
$155,000
$115,00D
$01000
slial
SWIM
$9g000
$901"
S90,000
$90,=
$wl
RETAINING WAIL FUND PROJECT COST
Fund 401
$75,000
S75,000
$75,000
S7d000
$75,000
$]5,000
S25,0D)
$T5,000
$75,000
$T5,000
GRANDTOTAL
$2,20,0001
$2,633p00
ld1,SSaJMI
$ZS04,5001
$Z96S.SWI
$4,31DIS 0
$3,]9],000
$W,"l
S,000
149 -
30-YEAR CAPITAL IMPROVEMENT PLAN (CIP): 2022-2031
STREETS
4/1/2022
(Includes 30% Indirect Cast and Deduct for Utility Street Replacement Cost)
LOCATION
FUNDING SOURCE
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
Surfside Depot Parking & Walkways
Community Invest(404)
$140,000
Paver Sidewalk Replacement l'l
Community Invest.(40,1)
$250,000
$250,000
$25l
County Road Sidewalks to
Community Invest. tall
$105,11
$59,600
$67,650
$284,900
$546,600
$86,00o
2003 Area Reconstruct
(401)
$7I7,000
Pelican Point Reclaim
(401)
$294,000
2004 Area Reconstruct
(401)
$956,Wo
$956,m
2005 Area Reconstruct
(401)
$2,423,000
$1,423,000
2006 Area Reconstruct
(401)
$3,003,000
Maple Manors Reclaim and Pave
(401)
$81
Norwood lane Reconstruct
(401)
1 $103,000
Sugar Mill Reclaim and Pave
(401)
$588,000
Pavement Repairs
(400/440)
$75,000
$75,000
$75,000
$75,000
$75,000
$75,000
$75,000
$75,000
$75,000
$75,000
Crack Seal and Seal Coat
Road Maint. Ca. Reserve(42T)
$78,000
$141,000
$143,DDO
$125,W
$101,000
$212,000
$204,000
$207,000
$149,000
$887,000
Fog Seal Alleys and Trails
Road Main. Cap. Reserve(41T)
$15,000
TOTAL SPECIAL ASSESSMENTS
TOTAL City STREET COSTS
$663,600
$525,600
SSM,650
$1,201,900
$1,678,600
$3,752,000
$2,996,000
$3,374,000
$327,000
$1,550p00
GRANDTOTAL
$663,600
$525,600
SSM,650
$1,201,900
$1,678,600
$3,752,000
$2,996,000
$3,374,000
$327,000
$1,550,000
in COSTTOCITYMAYMREDUCED THROUGH COSTSHARE WITH HENNEPIN COUNTY
10-YEAR CAPITAL IMPROVEMENT PLAN (CIP(: 2022-2031
STREETS
8/31/2022
(Includes 30%Indirect Cos[ and Deduct for Utility Street Replacement Cost)
LOCATION
FUNDING SOURCE
nu
2M3
2024
2025
2026
2027
2028
2029
20M
2031
Surfslde Depot Parking & Walkways
Community Invest. 404
$120,000
Paver Sidewalk Re lacement
Community Invest 404
$366,000
$312,000
2003 Area Reconstruct
401
$7I7,o00
Pelican Point Reclaim
401
$294,000
2" Area Reconstruct
401
$9561p0
$95fi
2005 Area Reconstruct
(401)
$2,423,000
$2,423,000
2" Area Reconstruct
401
$3,003,000
Maple Manors Reclaim and Pave
(401)
$89,
Norwood lane Reconstruct
401
$103,000
Sua r Mill Reclaim and Pave
401
$588,000
Pavement Repairs
(400/440)
$25,0D)
$75,000
$25,000
$75,=
$75,M
$25,000
$75,000
$75,
$75,000
$75,000
Crack Seal and Seal Coat
Road Maint Cap. Reserve 427
$T8,000
$141,000
$143,0 )3
$125,000
$101,"
$212,000
$204,000
$207,
$149,000
$88T,000
log Seal Alleys and Trall
Read Maint. Cap. Reserve(427)
$35,000
TOTAL. SPECIAL ASSESSMENTS
TOTAL CITY STREET COSTS
S654,000
$528,000
$ZM,=
$912,000
$1,13;000
$3.6156,000
$2,M6,000
$3,374,000
$327,000
$1,550,000
GMNDTOTAL
$654,000
$538,000
$212,000
$917,4100
$1,132,000
$3,656,000
$2,996,000
$3,374,000
$327,000
$1,550,000
-150-
10-YEAR CAPITAL IMPROVEMENT PLAN (CIP(: 2022-2031
SEWER FUND PROJECT COSTS
4/IJ2022
(includes 30% Indirect Cost and Street Replacement Cost [If Not Assessable Project])
LOCATION
FUNDING SOURCE
M22
2023
2024
2025
2026
2027
2028
2029
2030
2031
LS R-1(IVD) & Forcemain
Sewer Fund
$570,000
LS F-1(Lakewinds) & Forcemain
Sewer Fund
$745,000
LSA-3(Su nset)
Sewer Fund
$537,5W
LSC-4(Wood land/Dove)&Forcemain
Sewer Fund
$640,000
Devon Lane Standpipe Radio Tower(SCADA)
Sewer Fund
$62,5W
LS A-1(Clover)
Sewer Fund
$537,500
LS P-1(IVD Commons)
Sewer Fund
$585,000
BC-7 Rehab(Maple)
Sewer Fund
$185,000
Generator Upgrades
Sewer Fund
$35,000
$25,000
$40,000
LS Pump Replacement/Rebuild
Sewer Fund
1 $20,000
$20,0001
$20,000
$20,000
$20,0001
$20,000
$20,000
$20,000
$20,000
$20,000
MHRepalrs -Shirley Hills
Sewer Fund
$100,000
$100,000
Televise Shirley Hills
Sewer Fund
$35,000
$35,000
MHlnvestigate -Dutch Lake
Sewer Fund
$25,000
MH Repairs Dutch Lake
Sewer Fund
$112,500
$112,500
$112,500
Televise Dutch lake
Sewer Fund
$35,000
$35,000
MHlnvestigate -The Highlands
Sewer Fund
$25,000
MHRepalrs -The Hi hlands
Sewer Fund
$113,000
$113,000
$113,000
Televise The Highlands
Sewer Fund
$35,000
$35,000
MHInvestigate -T0nkaw00d
Sewer Fund
$15,000
MHRepalrs-Tonkawwd
Sewer Fund
$60,000
Televise-Tonkawood
Sewer Fund
$35,000
$35,000
Televise Three Points
Sewer Fund
$35,000
$35,000
CIPP & MH Repair
Sewer Fund
I
I
I
I
1
1
$105,000
TOTALS
I $760,000
$950,M1
$745,000
$870,000
S730,0001
5253,000
$353,000
$183,000
$115p00
$I60,000
`N�E
10-YEAR CAPITAL IMPROVEMENT PLAN (CIP(: 2022-2031
SEWER FUND PROJECT COSTS
8/31(2021
(includes 30% Indirect Cost and Street Replacement Cast [if Not Assessable Project])
LOCATION
LANDING SWRCE
=2
2023
2020
2025
2026
2027
20M
2029
2030
2031
LSR-111VDI&Forcemain
Sewer Funtl
$570,000
ISF-1 (akewintl5)&Fortemain
SewerFund
$700,000
6C-0)Womilantl/Dove)&Foroemain
SewerFund
$610,000
Devon One Standelse Radio Tower)SCADA)
Sewer Fund
$62,500
IS A-1 (Clover)
Sewer Fund
$515,000
ISA-3(Sunset)
Sewer Fund
$515,000
ISP-1(No Commons)
Sewer Fund
$90,00()
ISC-T Rehab (Maple)
Sewer Fund
$185,000
Generator Upgrades
Sewer Fund
$35,000
$25,000
$40,000
IS Pump Replaxmen2/Rebullrl
Sewer Fund
$20,000
$20,000
$20,000
$20,000
$20,000
$20,000
$20,000
$30,000
$20,000
$20,000
MH Repairs - Shirley Hills
Sewer Fund
$1001000
$1001000
Televise- Shirley Hills
Sewer Fund
$35,000
$35,000
MH Inve0gate- Dutch lake
Sewer Fund
$25,000
MH Reairs- Dutch lake
Sewer Fund
$112,500
$112,500
$112,500
Televise - Dutch lake
Sewer Fund
$35,000
$35,000
MH ImlaPgate- The Highlands
Sewer Fund
$25,000
MH Repairs -The Highlands
Sewer Fund
$113,000
$113,000
$113,000
Televise - The Highlands
Sewer Fund
$35,000
$35,000
MH Inve0gate- TonkawWtl
Sewer Fund
$15,000
MH Repairs - Tonkaw
Sewer Fund
$60,000
Televise -Tonkaw00tl
Sewer Fund
$35,"
$35,000
Televise - Three Points
Sewer Fund
$35,00(3
$35,000
CIPP&MH Repair
Sewer Fund
1
$1051000
TOTALS
$760,000
$90S,0001
$880,000
$682,500
$207,51)
738,0001
$353,0001
$1113,0001
S115.0101
$360,000
152-
30-YEAR CAPITAL IMPROVEMENT PLAN (CIP): 2022-2031
WATER FUND PROJECT COSTS
4/1/2022
(includes 30% Indirect Cost and Street Replacement Cost [If Not Assessable Project])
LOCATION
FUNDING SOURCE
M22
2023
2024
2025
2026
2027
2028
2029
2030
2031
Lynwood Trenchless WM(Birch-Southview)
Water Funtl
$450,000
Lynwood Trenchless WM(Southview-Grandview)
Water Fund
$1,010,D0o
Three Points Area 4" W M Upsize
Water Fund
$720,000
Booster Pump Station Demolition
Water Fund
$50,000
Devon Lane Standpipe Demolition
Water Fund
$100,000
Well? Closure
Water Fund
$50,000
Evergreen Tower Recoat
Water Fund
$685,000
Chateau Tower Recent
Water Fund
$740,000
Bartlett Trenchless WM(Westedge-Garden)
Water Fund
$656,000
Bartlett TrenchlessWM(Garden-Highland)
Water Fund
$665,000
Bartlett TranchlessWM(Highland-Beachwood)
Water Fund1
$201,000
Cast Iron Pi line Assessment
I Water Fund
I
1
1 $75,0001
$75,0001
$75,0001
$75,DD0I
$75,0001
$75,000
TOTALS
$450,000
$1,010,000
$731,000
$740,000
$961,D00
$835,000
$795,000
$75,000
$200,000
$0
10-YEAR CAPITAL IMPROVEMENT PLAN (CIP): 2022-2031
WATER FUND PROJECT COSTS
9/31/2021
(Includes 30%Indirect Cost and Street Replacement Cost [h Not Assessable Project])
IUCAWIDN
FUNDINGWURCE
2022
2023
2024
2025
1026
2017
2028
2029
2030
2031
Lnwood Trenchless WMBirch-SouNviewj
Water Fund
$615,000
Lnwood Trenchless WM(Southview-Grandview)
Water Fund
$1,010.000
Three Points Area 4-WMU size
Water Fund
$720,000
Booster Pump Station Demolition
Water Fund
$50,000
D wlane StandDemolition
Water Fund
SIX,=
Well? Closure
Water Fund
$50,000
Eve Men Tower RKOat
Water Fund
$685,000
Chateau Tower Remat
Water Fund
$740,000
Bartlett Trenchless WNa(Wested e-(iarden)
Water Fund
$656,000
Bartlett Trenchlc.WM Gardeo-Hl hlantl)
Water Funtl
$665,000
Bartlett Trenchless WM (Hi hlantl-Beachwood)
Water Fund
$201,000
Cast Inch%aline Assessment
I Water Fund
I
1
1 575,0001
575,0001
$75,000
575,0001
$75,0001
$75,000
TOTALS
$615p00
$1,010,000
$731,000
$740,000
{%1,000
$815,000
$795,000
$75.000
$200,000
$0
-153-
10-YEAR CAPITAL IMPROVEMENT PLAN (CIP): 2022-2031
STORM WATER FUND PROJECT COSTS Same as 08/31/2021
4/1/2022
(Includes 30% Indirect Cost a Ind Street Replacement Cost [if Not Assessable Project])
LOCATION
FUNDINGSOURCE
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
Sudeide Depot Park Improvements
Community Invest.(404)
$35,000
Bioretention Area Canary Park/Commons(Three Points)
Storm Water Utility Fund
$25,000
Hawthorne/Dickens Stormwater Manhole Rehab
Storm Water Utility Fund
$30,000
MS6lnspections
Storm Water Utility Fund
$40,000
Annual Outlet Cleaning -10 Locations
Storm Water Utility Fund
$30,000
$30,000
$30,000
$30,000
$30,000
$30,000
$30,000
$30,000
$30,000
$30,000
Annual Repairs &Pond Cleaning
Storm Water Utility Fund
$20,000
$60,000
$60,000
$60,000
$60,000
$60,000
$60,000
$6Q000
$60,000
$60,000
MTALS
$155,000
$1151000
$90,000
$90,000
Swm
$90,000
$90,000
moort
$90,000
$90,000
10-YEAR CAPITAL IMPROVEMENT PLAN (CIP): 2022-2031
RETAINING WALLS
4/1/2022 Same as 08/31/2021
(Includes 30%Indirect Cost)
LOCATION
NNOING SOURCE
2022
2023
2024
2025
2026
2027
202N
2029
2030
2031
Emergency Wall Repair
Fund 401
1 575,000
575,000
575,000
575,000
575,000
575,000
575,000
575,000
$75,000
5]5,000
TOTALS
$75,000
$75,000
$75,000
$75,000
$]5,000
$75,000
$T5,000
$T5,000
$75:000
$]5,000
-154-
2021 Key Result Areas, Goals, Objectives, and Value Statements
Support to Council —Timely, accurate, and thorough packets, reports, and responses to data requests
1. Packets NLT close of business Thursday preceding... minimize substantive agenda amendments/adds
100% on time, minimal amendments for omissions/corrections
2. Continue refinement of staff process to assemble/distribute packets, respond to questions
Staff 100% electronic, packet available to community via web link, paper as needed
3. Continue to refine Code resources to clarify language/intent in advance of emerging needs
Completed Zoning updates to match Comp Plan, Lighting nuisance update, UTV/ATV
4. Continue improving formal community feedback process
5. Complete new councilmember immersion orientation including LMC virtual
CM Holt brought on board Jan 2021
6. Implement records access and Current Events/News tools on City web site
7. Accessible and responsive to Councilmember queries and concerns
Manage the Staff— Empower to strengths, develop; lean but highly effective
1. Retain current, high quality administrative and professional staff team members
Resolved Finance/Admin turnover via position restructuring for Finance, Clerk and Accountant
2. Continue to improve team effectiveness, communication, and performance; succession planning
Clerk, Finance, and Accountant restructure reduces future market risk
3. Improve effectiveness of temp/part time staffing
4. Continue to stabilize work climate — normalize work planning and task scheduling
Minimal turnover in PW, HW&S part time staff continues to challenge, stable city hall staff
5. Equip the team: skill development; tools, facilities and equipment, workflow, and processes
6. Complete contract negotiation with PW Collective Bargaining Unit (carry over)
Finalized CBA for 2021 — 2023 in Jan 2021 — earliest ever. COLA @ 3%x 3 yrs
Finance and Administration - expertly -controlled, consistent, and repeatable processes to ensure best
practice and transparent operation of City administrative processes and functions
1. Continue archive actions, clean-up, e-records, e-record management, data resilience
2. Implement new City web site — COMPLETE — ongoing refinements and improvements
3. Implement document portal for historic Council/Commission records - COMPLETE
4. Timely responses to requests for information and public records
5. CompleteRFQforRecyclingcontract- COMPLETE
6. Integrate Building Permits with laserfisch data archiving toolset— ONGOING propertyfiles
7. Manage staff re -alignment and transition - ONGOING
Customer Service —we serve the public in everything we do, a personal level of service is essential
1. Available, courteous, and consistent... aware/responsive of emerging COVID situation
2. Sustain level -of -service definition for equitable, consistent, and sustainable City services
3. Prompt callbacks with minimal pass -offs
4. Honest answers or explanation of the problem and what the Staff or City can do to resolve
5. Accurately filter issues for root cause and appropriate City engagement
6. Continue improving out -facing communication tools for common problems: RAVE, Website, Etc.
7. Safely retrograde from COVID protocols - COMPLETE
- 155 -
Budget - assure appropriate Council oversight and approval reflect priorities, fiscal constraint, and
transparency for planning and executing public funding
1. Execute 2021 budget within parameters approved by the Council —2021 audit results pending
2020 audit identified no issues of concern
2. Seek highest value/quality in day today operational choices, competitive procurement
LED lighting retrofit recycle bin replacement option, equipment disposal/sale, rent -vs -buy, Front-end
loader overhaul vs replacement, multi function fire apparatus
3. Keen eye for emerging problems/breakdowns, solve problems earliest before issues/costs grow
4. Preserve value in existing assets and resources, minimize lifecycle cost, continue LTFP strategy
Refined LTFP identifying areas of acceptable risk to delay rehab/replacement ongoing refinement of CIP
5. Review past practice for improved methods and practices to reduce costs or improve efficiency of
current activities across all City operations
6. Manage outstanding debt commitments to minimize the long-term debt service cost component in
future budget years, understand impacts of current debt structure on future fiscal planning
LTFP informs future bonding needs and predicts expense cash flow. No bonding in 2021
7. Process controls that assure daily compliance with legislative requirements for fiscal practices that
are validated through annual external audit results
2021 audit results pending, 2020 audit identified no management concerns
8. Develop 2022 budget proposal using fully transparent zero -base and historical cost models
Budget proposal provided in line with forecast timelines and within the 5% growth parameters
established for stabilized growth
9. Maintain Long Term Financial Plan development to inform future financial positioning decisions
Continued to refine and develop more accurate picture of infrastructure, and vehicle fleet requirements
resulting in justifiable risk -taking in near term costs reducing need for increased levy revenues
Planning and Development - foster community development, redevelopment, and infill; building our
community and its tax value consistent with comprehensive plans and visions as market recovery and
prevailing conditions will allow
1. Proactively engage ongoing projects to ensure compliance with plans and codes
2. Maintain/implement 2040 Comprehensive Plan - COMPLETE
3. Complete City obligations under Harbor District Cooperative PA and applications; on -time, thorough
Experienced significant plat review/approval delays at Hennepin County, completed sale and closing
4. Complete City obligations regarding Village on Island Park — COMPLETE, Ground broken late summer
5. Engage marketplace, meet demand for further development proposals, land use/planning
Received applications for Northland Real Estate Group proposal Dec 2021
6. Resolve Development Advisory or specific task activities to improve market ability/awareness
7. Meet market demand for residential infill/redevelopment land use/planning coordination
8. Refine electronic and on line Building Permit applications, feedback, and management... metrics
Significant progress here with association between MNSpect and Safebuilt to bring "Community Core"
software on line. Integration activities in fall cf 2021. Implementation projected March 2022
9. Continue to refine enforcement toolset, tighten timelines; solve issues at problem properties
Municipal Liquor Operations - Remain the outlet of choice by providing deeply personalized service not
obtainable at grocery or warehouse outlets, and a wide selection to meet customer needs
1. No liquor control violations - ZERO violations
2. Monitor part time labor scheduling to control variable operating costs
3. Control inventory to < 10% gross sales... enhance stock turns, inventory freshness POS and data tools
4. Sustain and grow new baseline in sales targets post 2020 closeout ... reach $4-million
- 156 -
5. Maintain gross profit margins consistent with peer competitors (>26% of sales)
#3 highest metro profits in industry!
6. Improve profitability (>10% margin) to maximize benefit through tax relief... > $250K transfer
7. Creative and impactful marketing, in store events, special promotions, and community engagement
Continued unique marketing activities, first with "tasting shanty", Brew Fests, rare bottle events
8. Continue high -margin, "proprietary brands' offerings within inventory
Fire - Best value emergency services for our City and surrounding communities
1. Retain and recruit to maintain projected staffing needs... 45-member target
41 on board 12/31/21
2. Sustain deliberate Officer training and succession practices
3. Sustain newly earned ISO 3 rating
4. Lead/make progress on disposal of WAFTA site (carry over)
Substantial legislative progress with US Army. Congressional leverage from District 3
5. Manage capital expenses over long term as projected in apparatus replacement plans
Ordered replacement pumper/engine. Did not obtain FEMA grant dollars
6. Fire Fighter Health and Safety initiatives
Integrated mental health awareness into recurring training line up, continued decon initiatives
7. Continue apparatus replacements; fire/brush, Duty SUV, Engine/pumper
8. Advance discussion on formalized shared services arrangements
Capital improvement planning— Prioritize, synchronize, and balance infrastructure and capital
equipment renewal needs against financial capacity and outside agency opportunities
1. Continue to collaborate with other -jurisdiction efforts to maximize project potential
2. Accurately forecast and monitor long range financial profile to manage the balance of levy,
assessment, and rates against timing of critical renewal work
3. Maintain accurate long range asset management and capital investment strategy
4. Implement financial strategy for next evolution of major infrastructure investment beyond 2025
5. Sustain Parks Commission budgetary practices, management plan, vision for assets
6. Complete planning and budget forecast for Depot parking, sidewalks, and Surfside playground
7. Continue to monitor and support Island Park Hall restoration interest as appropriate
8. Enhance water resource protection via improved MS4 maintenance planning and execution
9. Determine, implement, and sustain best management practice operation and maintenance means
and methods to sustain/improve water quality and reduce iron staining
Public Works and Engineering Projects:
Continue Pavement Management Program with Seal Coat and Crack Seal projects - COMPLETE
Build Retaining Wall layer in GIS for improved asset management visibility —IN PROGRESS
Reconstruct Centennial Building parking, park B-ball courts, various intersection repairs
Centennial pavements complete, Southview Rd and Court repaired, 2 B-Ball courts rebuilt
Reconstruct Highland B-2 lift station (and force main TBD) — bid at estimate, COMPLETE
Lynwood/County 15 water main replacement (Ph1) —bid underestimate COMPLETE
Complete manhole rehab work in Shirley Hills district (Ph 1) - Complete
Jetting and CCTV of mains Highlands districts — bid substantially below estimate - COMPLETE
Coordinate on potential major redevelopment activities at Harbor District - ONGOING
Harbor District Public Spaces small area improvement study
In final draft development awaiting Council Committee and Parks Commission review
Villages at Island Park development
- 157 -
Subdivision improvements completed fall2021, foundations and vertical to begin early 2022
Community entrance monument —substantially complete fall 2021, restoration remains
Dakota Trail crossing study
County adopted recommendations for inclusion in pre -County 15 resurface prep work NLT 2023
Monitor County regional route reconstruction work at Tanager Bridge for local impacts
County 92, Narrows Bridge, and Tanager completed in 2021
Begin planning for 2022 Surfside Park pavement improvements, integrate playground improvements
Flatwork feasibility study initiated in 2021, playground analysis of alternatives with Parks Commission
Revitalize Adopt-a-Greenspace program
Signage ordered and installed, past participants audited
Advance discussion on Lost Lake area improvements with stakeholders - COMPLETE
Derive and pursue solutions to city water manganese levels
Robust response to initiate engineering study, develop solution options, gain project visibility and place
into 2022 legislative session docket for consideration for State funding in 2022
- 158 -
2022 Key Result Areas, Goals, Objectives, and Value Statements
Support to Council -Timely, accurate, and thorough packets, reports, and responses to data requests
1. Packets NLT close of business Thursday preceding... minimize substantive agenda amendments/adds
2. Continue refinement of staff process to assemble/distribute packets, respond to questions
3. Continue to refine Code resources to clarify language/intent in advance of emerging needs
4. Continue improving formal community feedback process
5. Implement records access and Current Events/News tools on City web site
6. Accessible and responsive to Councilmember queries and concerns
7. Provide timely updates to Council on emerging issues
Manage the Staff- Empower to strengths, develop; lean but highly effective
1. Retain current, high quality administrative and professional staff team members
2. Continue to improve team effectiveness, communication, and performance; succession planning
3. Improve effectiveness of temp/part time staffing; track wage trends to remain competitive
4. Continue to stabilize work climate - normalize work planning and task scheduling
5. Equip the team: skill development; tools, facilities and equipment, workflow, and processes
6. Monitor area wage and CPI trends in prep for 2023 CBA negotiations
Finance and Administration - expertly -controlled, consistent, and repeatable processes to ensure best
practice and transparent operation of City administrative processes and functions
1. Continue archive actions, clean-up, e-records, e-record management, data resilience
2. Implement document portal for historic Council/Commission records
3. Timely responses to requests for information and public records
4. Explore and test options for central organics collection
5. Integrate Building Permits with laserfisch data archiving toolset
6. Establish level -of -service parameters for lake maintenance activities below OHWL
7. Provide for election activities for Primary and General Election absentee and poll voting
Customer Service -we serve the public in everything we do, a personal level of service is essential
1. Available, courteous, and consistent... aware/responsive of emerging COVID situation
2. Sustain level -of -service definition for equitable, consistent, and sustainable City services
3. Prompt callbacks with minimal pass -offs
4. Honest answers or explanation of the problem and what the Staff or City can do to resolve
5. Accurately filter issues for root cause and appropriate City engagement
6. Continue improving out -facing communication tools for common problems: RAVE, Website, Etc.
Budget - assure appropriate Council oversight and approval reflect priorities, fiscal constraint, and
transparency for planning and executing public funding
1. Execute 2022 budget within parameters approved by the Council
2. Seek highest value/quality in day to day operational choices, competitive procurement
3. Keen eye for emerging problems/breakdowns, solve problems earliest before issues/costs grow
4. Preserve value in existing assets and resources, minimize lifecycle cost, continue LTFP strategy
5. Review past practice for improved methods and practices to reduce costs or improve efficiency
6. Manage outstanding debt commitments to minimize the long-term debt service cost component in
future budget years, understand impacts of current debt structure on future fiscal planning
7. Process controls assure daily compliance with fiscal practices legislative requirements
8. Develop 2023 budget proposal using fully transparent zero -base and historical cost models
9. Maintain Long Term Financial Plan development to inform future financial positioning decisions
- 159 -
Planning and Development - foster community development, redevelopment, and infill; building our
community and its tax value consistent with comprehensive plans and visions as market recovery and
prevailing conditions will allow
1. Proactively engage ongoing projects to ensure compliance with plans and codes
2. Complete City obligations under Harbor District Townhome PA and applications; on -time, thorough
3. Complete City obligations regarding Village on Island Park
4. Complete City obligations regarding Northland project applications
5. Engage marketplace, meet demand for further development proposals, land use/planning
6. Meet market demand for residential infill/redevelopment land use/planning coordination
7. Refine electronic and on line Building Permit applications, feedback, and management... metrics
8. Continue to refine enforcement toolset, tighten timelines; solve issues at problem properties
9. Evaluation options for Rental Inspection and Licensure
Municipal Liquor Operations - Remain the outlet of choice by providing deeply personalized service not
obtainable at grocery or warehouse outlets, and a wide selection to meet customer needs
1. No liquor control violations
2. Monitor part time labor scheduling to control variable operating costs
3. Control inventory to < 10% gross sales... enhance stock turns, inventory freshness POS and data tools
4. Sustain and grow new baseline in sales targets post 2021 closeout ... reach $4-million
5. Maintain gross profit margins consistent with peer competitors (>26%of sales)
6. Sustain profitability (>10% margin) to maximize benefit through tax relief... > $250K transfer
7. Creative and impactful marketing, in store events, special promotions, and community engagement
8. Continue high -margin, "proprietary brands' offerings within inventory
9. Monitor labor market wage levels to remain competitive attracting high quality staff
Fire - Best value emergency services for our City and surrounding communities
1. Retain and recruit to maintain projected staffing needs... 45-member target
2. Sustain deliberate Officer training and succession practices
3. Sustain newly earned ISO 3 rating
4. Lead/make progress on disposal of WAFTA site (carry over)
5. Manage capital expenses over long term as projected in apparatus replacement plans
6. Fire Fighter Health and Safety initiatives
7. Continue apparatus replacements; "House" replacement Engine, Evaluate Heavy Rescue options
8. Advance discussion on formalized shared services arrangements
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Capital improvement planning— Prioritize, synchronize, and balance infrastructure and capital
equipment renewal needs against financial capacity and outside agency opportunities
1. Continue to collaborate with other -jurisdiction efforts to maximize project potential
2. Accurately forecast and monitor long range financial profile to manage the balance of levy,
assessment, and rates against timing of critical renewal work
3. Maintain accurate long range asset management and capital investment strategy
4. Implement financial strategy for next evolution of major infrastructure investment beyond 2025
5. Sustain Parks Commission budgetary practices, management plan, vision for assets
6. Begin project execution for Surfside pavements, downtown sidewalks, and Surfside playground
7. Continue to monitor and support Island Park Hall restoration interest as appropriate
8. Enhance water resource protection via improved MS4 maintenance planning and execution
9. Determine, implement, and sustain best management practice operation and maintenance means
and methods to sustain/improve water quality and reduce iron staining
10. Continue advocating resources to address Manganese issues
Public Works and Engineering Projects:
Continue Pavement Management Program with Seal Coat and Crack Seal projects
Build Retaining Wall layer in GIS, continue spot -repairs across inventory
Reconstruct Depot parking lot at Surfside, sidewalks, stormwater, and beach area improvements
Reconstruct Island View Drive (R-1) lift station and force main
Lynwood/County 15 water main replacement (Ph2 of 3)
Complete manhole rehab work in Shirley Hills district (Ph 2 of 3)
Downtown sidewalk replacements phase 1 of 3
Continue trip/kick location and repairs on County Rd sidewalks, condition assessment, ADA Phase 2 of 6
Jetting and CCTV of mains Shirley Hills districts
Coordinate redevelopment subdivision improvement activities at Artessa Mound Harbor
Complete and implement Harbor District Public Spaces small area improvement study
Complete subdivision improvements, ribbon cut Villages at Island Park development
Initiate Dakota Trail crossing improvement activities with Three Rivers and Hennepin County
Finalize planning for future Surfside Park playground improvements
Complete Jaycees shade shelter install at Surfside
Revitalize Adopt-a-Greenspace program
Extend natives and pollinators demonstration plot program
Support local Hennepin County Water Steward program participants and demonstration activities
Pursue resourcing solutions to city water manganese levels, initiate funded work
2021 Annnal Report
EmergencyIrlepare
Section I: Introduction & Overview
What is Emergency Preparedness? the term refers to the steps you take to make sure you
are safe before, during and after an emergency or natural disaster. These plans are
important for your safety in both natural disasters and man-made disasters.
• We continued our focus on the importance of Emergency Preparedness (EMP) for the City of
Mound and in general, all communities. The ongoing COVID 19 Pandemic and focus on
Civil Unrest were in the forefront. These two unforeseen priorities increased our planning and
meeting activity, and increased staff time with regard to emergency management.
Section II: Organization Staff & Budget
• Our Emergency Management and Preparedness staff is small with a part-time staff of 3 as
indicated in the attached organizational charts. The budget was small at $46,656 for 2021.
• The department spent approximately $48,273 and was $1,717 over budget. A primary reason
for coming in over budget was salary increases (higher than budgeted) for staff.
• EMP budget includes allocation of 35% of the Mound Field Officer salary and benefits, and
no $$ allocated for fire chief or administration support from the fire department.
• EMP budget also includes contractual $$ for maintenance and monitoring of the 3 sirens and
funds for the city-wide notification system (called RAVE).
• There were no Capital Improvement Plan projects for Emergency Preparedness in 2021.
Section III: 2021 Challenges &Priority Projects
• There were a significant number of continuing declarations, programs, processes, or protocols
that were implemented in 2020 that carried over into 2021. These continued programs involved
and impacted many of us including our Mayor, City Council, City Manager, Fire Chief, and
many other hard working staff members.
• In 2021, the activity level and job tasks related to Emergency Preparedn
higher than most years.
Section IV: Summary of Aeeomplishments
All city staff adapted to new protocols and worked together to successfully navigate through
2021 with many new procedural, operational, and financial challenges.
All essential city operations were performed pretty much flawlessly.
Our challenges and ultimately our successes were accomplished without nnv nPuat;x/P ;mnnrt
on city wide services or customer service quality.
Section V: 22 Priorities and Focus
• Complete Large Scale Incident Training for elected officials and city department heads
• Fully activate and test all systems of the City of Mound Emergency Operations Center
• Update the City - County Mitigation Plan and Continuity of Operations Plan (COOP)
• Research and evaluate available options (and the practicality) for securing, fencing, or
building a barrier around city hall, police precinct, and fire station in tl
unrest or some kind of protect or assault on our facilities (refer to sket(
2021 Emergency Management Annual Report
QUESTIONS
2021 Annnal Report
Moiuid Fire Departs '
Section I: Introduction & Overview
• 2021 was successful but challenging for various reasons: COVID 19, training, responding
• We were successful in maintaining staff which is our # I priority, as our staff decreased
slightly from 41 to 40 firefighters, which includes the fire chief.
• We recruited -trained 3 firefighters with a seamless transition replacing experienced staff.
• Fire -Rescue callouts 659 in 2021 vs. 597 in 2020 and a 10% increase, with a 5-year average
of 590 callouts. NOTE: the high number of Fire -Rescue callouts in 2021 is likely due to
police staffing shortages and an increase in EMS medical calls during the pandemic.
• We averaged 18-19 firefighters responding per emergency call, which is exceptional.
• Our crews also responded to 19 mutual aid requests in 2021 vs. 23 in 2020, with a total of
655 staff hours providing mutual aid assistance to other fire departments and cities.
• Our firefighters, volunteered a significant amount of time of 18,391 hours worked in 2021
Section II: Organization & Administration
• Recruiting, training and retaining 40 firefighters is an ongoing priority and a challenge.
• Our mission is to hire people that support our department philosophy, understand customer
service, and anticipate having a long-term service tenure.
• As of 12-31-2021, 23% of our firefighters have less than 5 years of experience, which is
often a benefit to the department because of their athleticism, enthusiasm and energy.
• We have a diverse and energetic group with 518 years of accumulated experience. Our
combination of experience and youth can outperform any fire department in the area.
Section III: Finanees & Budget
• The fire reserve account fund balance at the beginning of year 2021 was $505,069. The fire
reserve fund balance decreased by $109,693 to a 2021 year-end balance of $395,374.
• Donations -Grants added $29,000 to 2021 revenue, since 2003 a total of $576,746 in grants
• Several major capital purchases were made in 2021 as we budgeted and as planned. The
purchases were made knowing the fund balance would be reduced (refer to CIP summary).
• Our current strategy is to draw down the fire fund balance over time per our Long -Term
Financial Plan. The plan includes bond payments on our ladder truck and new HDR pumper.
• The facility payment of $282,940 ends in 2022, and will be a major relief to our budget and
dramatically help our Long -Term Financial outlook.
Section IV: Strategic Plan & Initiatives
We continue to focus on personnel and staffing which includes succession planning and staff
development, plus we expanded our training team, improved our training plan, and goals.
I made a commitment to increase focus and funding on firefighter Health, Wellness, and
Safety. In years 2011 thru 2021, we spent $235,441 on upgrading our PPF fnr firPfiuhtPrc
Section V: Capital LnProvemeut Plan (CIP)
• In general, major Capital Improvement Projects (especially apparatus) over the past 19 years
has been very
low due
to budget
limitations and
financial constraints. One major
financial
constraint
has
been the
$282,940
annual
facility
bond
payment.
• The tide is changing as our financial position has improved, and over the last few years we have
made major progress on addressing our CIP needs.
• The Fire Commission has been actively involved in discussions pertaining to apparatus needs
replacement plans, financial feasibility, and future purchases. Their involvement is essential to
our Long -Term Financial Plan, our Fire Fund Reserve Balance, and future CIP purchases.
• Our Public Safety Facility remains ideal for daily administration, staff activities, apparatus
housing, equipment storage, training, and emergency response operations. This is a 50-year
building; however, the facility is 19 years old and there are repair and maintenance items whi
will need to be budgeted for and addressed in the relatively near future.
2021 Priority Projects
• To make substantial progress toward solving CIP financial challenges through thoughtful
planning and the purchase of capital equipment, with a focus on apparatus replacement.
• Gain Fire Commission and Mound City Council approval and a Bond Sale for a new engine
purchase in 2021. Was completed with bond sale of $600,000 at interest rate of less than 2%.
• Take delivery of the new Pierce Heavy Duty Rescue Pumper in 2022 (may be early 2023).
• Maintain MVFD Relief Association Pension Plan funding level and investment performance
which has been very good. A pension benefit increase request may be near or on the horizon.
• Initiate an actuarial valuation on the MVFD Relief Pension fund which is due, and based on the
find balance as of 12-31-2021. The pension fund balance on 12-31-2021 is $6,157,292.72.
Seetion VI: Challenges for the Future
• The Nationwide trends and struggles that many paid -on -call fire departments face today is due
to the lack of volunteer firefighters. Many local Mpls Metro area fire departments are changing
their business model by hiring full-time staff or moving to assigned duty shifts.
• Maintained as long as possible the Volunteer Firefighter Business Model which brings an
incredible value to our customers and residents.
• Continue our success of Recruiting, Training, and Retaining high quality individuals.
• Development of new Officers and Leaders to replace retiring firefighters and officers.
• Effectively managing the high costs associated with hiring, outfitting, and training new staff
• Continue Health, Wellness, and Safety Programs for firefighters and their families, including
the high cost of replacing Turn -Out -Gear at a cost of approximately $95,469 for 2022.
Seetion VI: Challenges for the Future
Continued
• Monitoring call types and utilizing staffing models such as our Duty Officer Program to
creatively and effectively managing volunteer staff time, and to reduce time commitment
• Have a Long -Term Financial Plan, updated with revenue and basic operating expenses, plus
major expense CIP categories to meet our administrative, staffing and operational needs.
Funding the replacement of Old -Obsolete Apparatus that are critical to fire operations
• Sharing services (mutual aid or other) among other fire departments and
cost effective, efficient, and high -quality service.
Ll
Ll
Seetion VII: Snmmary of Accomplishments
Hiring, training, and development of staff have been very successful in 2021.
Although 23% of our staff has less than 5 years of service, we have continued to provide
professional level of service at a low cost.
As fire, rescue, and service calls numbers increase, our staff continues to meet the time
commitment, hard work, training, and increased work load necessary to succeed.
As confirmed by our Insurance Services Office Public Protection Classification Rating of 3,
effective April 1, 2021 confirms our high -quality level of fire protections services.
Prudent Budget Management in years past and in 2021 has created a positive financial position.
Grants and donations have been a maj or factor in helping to lower our budget.
Seetion VII: Summary of Aeeomplishments
Continued
• Duty officers responded to 316 calls in 2021, which is approximately 48% of all calls. This
improves response times and efficiency. The program saved about 723 staff hours in 2021.
• The Mound Volunteer Fire Department Relief Association Pension Fund is managed well and
the balance of $6,157,292, and remains healthy and is a key benefit for our firefighters.
• In 2018, I raised the bar on Firefighter Health, Wellness and Safety. This program continued in
2021, including PPE for firefighters and a focus on MnFIRE Training for staff.
• The COVID 19 pandemic has presented a new set of operational and financial challenges. We
have adapted to the challenges and successfully navigated through in 2020 and 2021.
2022 Priorities & Focus
• Create a Strategic Business Plan to establish a solid foundation a Long -Term Financial Plan.
• Create a Long -Term Budget Forecast and CIP Financial Plan through year 2030.
• Continued our focus on developing our entire staff, including Officers and Firefighters.
• Continue our focus on and attention to Firefighter Health, Wellness and Safety Programs
• In 2022 and 2023, Mound Fire Department will begin to celebrate 100 years of dedicated
community service. We will be planning for a very special centennial celebration.
Looking to the Future
I believe we can improve our long-term budget and solidify our future operations by continuing to partner
with Minnetrista, Spring Park and Shorewood. I recommend we look to expand and partner with other
cities and other lake area fire departments. A fire partnership would create an expanded fire protection
plan, and lead to more efficient use of firefighter's time, support staff, apparatus, and equipment. In the
long term, a fire partnership (of some form) would also be a benefit to the residents of Mound, Minnetrista,
Spring Park, St. Bonifacius, Orono, and other communities
In closing: the cost of fire protection services in Minnesota is extremely low when compared to other U.S.
States. In a recent study, Minnesota ranked 481h nationally in fire service costs.
A special thank you to our city officials, fire commission members, and citizens for their continued
cooperation and support of the Mound Fire Department.
2021 Mound Fire Department Annual Report
QUESTIONS