2003-05-27BPLEASE TURN OFF ALL CELL PHONES & PAGERS IN COUNCIL CHAMBERS.
AGENDA
MOUND CITY COUNCIL WORKSHOP
TUESDAY, MAY 27, 2003
7:00 PM OR UPON ADJOURMENT OF THE
REGULAR MEETING, WHICH EVER IS LATER
MOUND CITY COUNCIL CHAMBERS
1. OPEN MEETING
DISCUSSION/POSSIBLE ACTION REGARDING REVENUES AND
EXPENDITURES OF THE 2003 BUDGET
A. ACTION ON STREET LIGHT FEES
B. ACTION AUTHORIZING STAFF TO PROPOSE CONTRACTS FOR
ELECTRIC AND GAS FRANCHISE AGREEMENTS
C. ACTION AUTHORIZING THE CITY MANAGER TO PROCEED WITH
THE HIRING OF THE PUBLIC WORKS DIRECTOR/ENGINEERING
COORDINATOR
D. ACTION ON FEE SCHEDULE
E. ANY OTHER NECESSARY ACTION
3. ADJOURN
May23,2003
5341 MAYWOOD ROAD
MOUND, MN 55364-1687
CITY OF MOUND
PH: (952) 472-0600
FAX: (952) 472-0620
WEB: www.cityofmound.com
Dear Mayor and Council Members,
At your direction, staff and I have prepared a proposal that includes options for budget reductions and
recommendations for revenue .generation. These discussions are mostly centered on the General Fund
Budget. Other Funds deemed suited for review will be addressed separately from this discussion to
expedite the process. Timely decision-making especially on the potential revenues will help more quickly
reduce the 2003 Budget concerns.
General Points of Discussion
Contributions Made to Others
Frequently appeals are made to the City Council for concessions that assist or otherwise enable others.
Examples are cost-sharing on back-up valves for a certain neighborhood and the City's contribution to the
drainage project at Mahogany Bay. Other examples are the waiving of fees for community groups and the
cooperative agreement with the Gillespie Center. It is staff's recommendation that grants of these types
be limited to the organizations whose relationships we depend upon for community cooperation.
Everyone benefits from those grants. It is recommended that the others be funded by those who benefit.
It is suggested that the cost of maintenance of voting machines ($880) be borne by the school district in
2003. They need them for school board elections. It is suggested that we donate the time devoted by the
Parks Division staff and the Elections staff for training, set-up and oversight of the equipment.
Attrition and Spending
Enclosed is the attrition report requested. To supplement that, it needs to be stated that some capital
purchases will maximize the time of a small staff or create other economies or efficiencies and are
discouraged for elimination in this and the coming years' budgets. An example is the $6,000 scanning
and retrieval system proposed by the City Clerk. A second example is the sign maker, which allows the
City to make signs at wholesale cost. The weed spraying at the beaches reduces the risk of entanglement,
a concern where there are already no lifeguards. Spray applied to the sidewalk cracks keeps down
unsightly weeds. Before sidewalk spraying, maintenance people "mowed" the sidewalks, which was
received with a great deal of criticism. But probably most importantly, routine spraying of parks extends
the time between mowing. This year's mowing contract for three applications of weed and feed has '
already been paid out, in order to receive the maximum discount. The supplier is willing to make one
application for three years in a row, to keep the cost at a minimum.
General Assumptions (recommendations)
With all of these comments in mind, what follows is staff's best projection of the 2003-2004 Budget
years. With the legislative session going into overtime, the 2004 Budget cannot actually be projected
with any large degree of accuracy, but some concepts can be considered and ultimately planned for
inclusion in the 2004 Budget process. Here are some general assumptions:
printed on recycled paper
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· Projections are based on a worst case scenario, rounded to a shortfall of $200,000 for 2003 and
$400,000 for 2004, until more information is known.
· Human resources are suggested to be preserved in the first year and are viewed as a target of last
resort in the second year.
· Capital purchases are recommended to remain in the 2003 Budget, since cutting them out would
only heighten the need and increase maintenance costs.
· Revenues that are user based and listed on our fee schedule will have little impact this year. It is ·
suggested that they be implemented and tracked. They may be considered a source of revenue in
2004.
· Revenues from street light fees and franchise fees are highly depended upon to restore the budget.
They have been viewed as common sources of income in numerous other cities for years before
now. They could even be considered to have been an unfortunate loss of income to Mound over
the years.
Potential Revenues from Utilities Fees
Street light fee- 3,610 accounts
Electric franchise fee - 4,506 meters
Gas franchise fee - 3,622 meters
Monthly Total
$2/meter/month $ 7,220
$2/meter/month $ 9,012
$2/meter/month $ 7,244
$ 22,476
Yearly Total $281,712
2O03
If the gas and electric franchise fees are implemented in about 60 days, a pro-rated amount for the five
remaining months is $65,024. No collections are reflected for August, the first anticipated billing month,
reflecting four months of collections.
If the street light fee is implemented in May 2003, billing would begin in June, and collections through
the end of the year would amount to $43,140, or six months of collections.
A major consideration for the approval of the franchise fees is the calls for service to gas and electric
incidents. The report by the enclosed represents hours spent by Mound Fire Department. A similar report
could have been generated showing time spent by Mound Police at these same incidents and others to
which Mound Fire does not get called to.
Here is a recommendation of revenues and expense reductions:
Total revenues from utilities fees:
$108,164.
Unspent personnel dollars:
Engineer (unspent through Aug)
Police Chief (unspent through 4/11)
Patrol Officer (unspent through Dec)
Patrol Officer (unspent through July)
Total personnel savings
$ 9,728
$27,457
$56,675
$33,060
$126,920
Schools and Conferences reductions:
$ 4,865
Kandis
Greg S
$1,165
$1,000
-2-
Jim F $1,700
Jim K $1,000
Total dollars accumulated:
$239~949
As indicated, this is a worst case scenario in that our LGA reduction will not be $200,000, but something
less. This scenario does not include any other possible cut-back mechanisms that cut into line items and
that affect service levels or programming, nor does it include any increase in fees from the fee schedule,
which could be determined but will be negligible. But in this scenario, the bottom line has a carry-over
amount for 2004 of roughly $40,000.
Year 2002 Final Audited Fund Balance
Whereas the 2002 Proposed Budget estimated a balance of $1,107,300, the final audit of undesignated
funds came in at $1,533,173, making our fund balance roughly $426,000 more than expected going into
2004. Although that fund balance should not be depended upon for spending, it gives the City a healthy
basis for the start of what will be a challenging budget year.
Other 2003 Considerations
City Engineer
It is eminent that John Cameron will retire during fall 2004, making it essential that we proceed with the
plans to hire the Public Works Director/City Engineer. Due the workload in the Planning and Inspections
Divisions, I am recommending that the hiring process begin as soon as possible, so that some relief may
be offered to those sharing that load. The monthly review of bills from MFRA further emphasizes the
critical need for an in-house engineer-type. In the last 30 days alone, John Cameron has devoted time to
37 cases and projects for the City of Mound. That is a huge workload to manage and track. That points
to the inevitable detailed learning curve for a new engineer, who will also be managing the Public Works
Department. All of this being the case, it is recommended to add this position as soon as possible.
Further defense of this position is the negligible impact on the General Fund budget, as seen above.
2OO4
Here is a recommendation of revenues and reductions in expenses:
Revenues from street light and franchise fees for a complete year:
$281,712
Surplus from 2003:
$ 39,949
Total available from 2003 :
$ 321,661
2004 outstanding need: ($400,000-321,661)
Forego Police Officer:
Remaining need:
$78,339
$58,375
$19,964
Once again, these figures are based on a worst case scenario, but round numbers were used for these
proposals.
OPTION 1
The largest form of relief that is recommended for consideration in 2004 is to forego filling of the second
police officer vacancy. Please refer to the detailed explanation by Chief Kurtz of how that can occur
without jeopardizing our position with the granting agency. Doing so will result in a total savings of
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$58,375, reducing the 2004 short-fall to only $20,000, in round numbers. That amount will easily be
covered by miscellaneous fees recommended in the Fee Schedule.
OPTION 2
Another means to make a sizeable reduction to the 2004 Budget would be to revert to the Volunteer Fire
Chief. This would be considered the lesser desirable approach, since it impacts a real person, whereas
foregoing a police office in no way impact a life. However, doing so would reduce expenditures for 2004
by $18,500. Making up the difference of the shortfall would depend upon further scrutiny of each
department budget and cutting back on lines that dictate service levels and programs. Carry-over from
2003 and reductions in services and programs in 2004 could balance the 2004 Budget.
Conclusion
These recommendations are the result of considerable deliberation. Not knowing outcomes at the State
level complicated matters and made a recommendation for 2004 little more than conceptual in nature.
Even if that is the case, the scenarios prove that the budget uncertainties can be dealt with and we can still
carry on government services in Mound at a level that our public expects.
Thank you for your consideration.
Sincerely,
City Manager
-4-
DEPARTMENTS' RECAP OF PERSONNEL ATTRITION
POLICE DEPARTMENT:
For the past 10 years: 15 employees
13 sworn officers (Chief, 2 sergeants, 2 detectives, school
resource officer/drug task force and 7
patrol officers)
2 non-sworn staff (1 clerk and a community services officer,
until second clerk added in 1999)
In April, 2003: (after 2 resignations): 14 employees
11 sworn officers (Chief, 2 sergeants, 1 detective, school
resource officer, and 6 patrol officers)
3 non-sworn staff (2 clerks and a community service officer)
PARKS DEPARTMENT:
Prior to 1987 - 2 fulltime and unknown number of part time workers.
After 1987 - 1 fulltime and 3 contract,workers along with 4 seasonal fulltime mowing
crew workers.
The seasonal workers have changed over the years by one or two depending on the
ability to have qualified people to hire.
More recently, from 2002 to 2003, Jim cut one seasonal 400-hour mowing
crew/maintenance due to not having enough vehicles to allow everyone to
disperse to individual work sites.
Currently in the Parks Dept. there are: 2 Fulltime - Parks Director and Park Maintenance
1 Seasonal fulltime for 1600 hours - Park Maintenance
1 Seasonal part time for 900 hours - Beach/Park Maintenance
2 Seasonal fulltime for 400 hours each - Mowing crew
1 Seasonal fulltime for 880 hours - Mowing crew
1 Yearly part time for 700 hours - Dock Inspections
-5-'
FINANCE DEPARTMENT:
In 1992- 4 Clerks and 1 Finance Director
One clerk position was eliminated by attrition. One clerk position was filled by the
Public Works Secretary when it became vacant. This position continues to
support PW on issues relating to recycling, meter reading and other
matters that have changes attached.
CurrentlY the Department consists of: 1 Bookkeeper/Payroll Accounting Clerk
1 Accounts Payable/Assessments/Billing Clerk
1 Utility Billing position with partial support to PW
1 Finance Director
PUBLIC WORKS:
In 1990 the Public Works Department had 14 fulltime employees, not including the
Superintendent.
The Department currently consists of 10 fulltime employees, plus the Superintendent.
PLANNING AND BUILDING DEPARTMENT:
In 1999:
Building Official
Administrative Assistant
Support Plumbing Inspection Services-John Breitner (Discontinued 2002)
Support Building Inspection Services-MetroWest (Discontinued 2002)
Primary Planning Services - HKGI
In 2003:
Community Development Director
Administrative Assistant
Building Official
-6-
MOUND FIRE DEPARTMENT
Gas/Electric Incident 5 Year Summary
2002 2001 2000 1999 1998
Mound-calls 43 42 17 28 74
Personnel Hours 847 999 307 553 1,947
Minnetrista-calls 12 25 16 6 10
Personnel Hours 478 578 321 112 278
Orono-calls 11 13 12 6 21
Personnel Hours 174 377 216 119 565
Spring Park-calls 4 3 4 3 13
Personnel Hours 90 100 62 49 360
Mtka Beach-calls 10 5 4 0 4
Personnel Hours 136 108 66 0 98
Shorewood-calls 0 I I 2 0
Personnel Hours 0 33 17 44 0
Total Calls 80 89 54 45 122
Total Hours 1725 2195 989 877 3248
Cost Estimates
*78 calls average per year for Gas and Electric related incidents (entire fire area)
'41 calls average per year for Gas and Electric related incidents (Mound Only)
$800 per fire department run and $8.00 per hour
Call Costs
78 x $800 = $62,400
41 x $800 = $32,800
Wa.qes Only
1807 x $8.00 = $14,456
931 x $8.00 = $7,448
5/13/2003
5 Yr. Ave.
40.8
931
13.8
354
12.6
290
5.4
132
4.6
82
0.8
19
78
1807
-7-
MOUND FIRE DEPARTMENT
Gas/Electric Incident Summary
1998 - 2002
5 year Total
Mound
Minnetrista
Orono
Spring Park
Minnetonka Beach
Shorewood
Gas Incident
84
33
16
11
10
2
Electrical Incident
120
36
47
16
17
2
5/13/2003
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Calls
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REVENUE
GENERAL PROPERTY TAXES
INTERGOVERNMENTAL REVENUE
LICENSES
NON-BUSINESS LICENSES &
PERMITS
GENERAL GOVT. CHARGES
OTHER REVENUE
INTERFUND TRANSFERS/BONDS
TOTAL REVENUE
· EXPENDITURES
CITY COUNCIL
PROMOTIONS
CABLE T.V.
cITY MANAGER/CLERK
ELECTIONS & REGISTRATION
ASSESSING
FINANCE
COMPUTER
LEGAL
POLICE
EMERGENCY PREPAREDNESS
PLANNING & INSPECTION
STREET.
CITY RETAINING WALLS
CITY HALL BLDG & SRVS
PARKS
RECREATION
CONTINGENCIES
TRANSFERS
2000
1,399,902
973,702
3,515
'172,768
142,708
255,264
59.650
3.007.509
98,495
4,000
30~198
206,824
10;418
71,391
180,731
13,360
121,646
1,018,485
9,355
249,839
559,900
0
68,304.
205,647
39,570
256,972
166.120
2001
1,480,196
963,197
7,425
283,962
152,926
344,469
490.432
80,944-
4,000
60,059
202,360
179
78,159
188,326
77,830
117,985
1,072,927
9,347
289,229
545,001
0
!29,807
224,384
42,260
66,649
20O2
2,253,520
461,130
6,300
188,450
137,550
255,400
141.000
3.443.350
79,280
'0
48,000
235,100
11,030
79,700
201,260
28,250
122,000
-1,164,600
6,78O
266,030
576,610
25,470
89,110
322,24O
0
60,860
2003
2,297,070.
502,930
· 6,930
263,250
180,340
242,650
3.507.17~_
77,9:L:~
7,500
50,000
266,8{50
1,080
79,630
215,550
28,64.0
135,550
1,392,200
32,130
296,510
1,047,950
0
742,150
594,390
0
' 44,290
2003
2,297,070
502,930
6,930
263,250
180,340
242,650
~4.000
3.507.170
75,990
3,750
50,00C
257,150
1,080'
79,630.
215,100
28,640
135,550.
1,260,850'
7,130
270,010
671,450
0
172,650.'
361,130
0
44,290
203.350
TOTAL EXPENDITURES
INCREASE (DECREASE)
FUND. BALANCE, DECEMBER 31
3.311.159
(303,650)
1,191,456
(9.748)
878.058
3.396.226
326,381
878,058
(16.332)
1.188.107
3,524.160
(80,810)
717,380
636.570
(1,749,560)
1,107,300
(642.260)
3.837.750
(330,580)
776.720
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CITY OF MOUND, MINNESOTA
GENERAL FUND
COlvIPARATIVE BALANCE SHEETS
DECEMBER 31, 2002 AND 2001
ASSETS
Cash and temporary ~nvestments
Change funds
Receivables
Taxes
Unremitted
Delinquent
Accounts
Special assessments
Uaremitted
Delinquent
Due from other funds
Due from other governments
Prepaid items
TOTAL ASSETS
LIABILITIES AND FUND BALANCE
LIABILITIES
Accounts payable
Accrued salaries payable
Deferred revenue
TOTAL LIABILITIES
FUND BALANCE
Reserved for prepaid items
Unreserved
Designated for severance pay
Designated for park dedication fee
Undesignated
TOTAL FUND BALANCE
TOTAL LIABILITIES AND FUND BALANCE
Er&ibi~ A-1
2002 2001
$ 729,551 $ 874,586
275 275
22,224 21,252
47,579 42,151
23,358 28,621
274 -
26
1,306,104 737,104
14,154 11,694
- 3,783
$ 2,143,519 $ 1,719,492
204,063 $ 76,593
28,679 36,911
47,579 59,329
280,321 172,833
3,783
201,640 206,565
128,385/ 148,204
1,533,173Vt 1,188,107
1,546,659
1,863,198
$ 2,143,519 $ t,7__.__~19,492
-33-
JAMES E. KURTZ
Chief of Police
MOUND POLICE
5341 Maywood Road
Mound, MN 55364
Telephone (952) 472-0621
Dispatch (763) 525-6210
Fax (952) 472-0656
EMERGENCY 911
Mound Police Department
· Budget Report
May 20, 2003
Prepared by:
James IE. Kurtz
Chief of Police
-26-
Mound Police Department Sworn Staff Members:
For the past ten years, the Mound Police Department has had thirteen (13) sworn officers
consisting of a Chief, 2 sergeants, 2 investigators, School Resource Officer/Drug Task
Force, and 7 patrol officers.
In April of 2003, Officers Jason Swenson and Mike Bruckner left the city to take jobs
with the Minnetonka Police Department. The departures left the department with eleven
(11) sworn officers consisting of a Chief, 2 sergeants, an investigator, School Resource
Officer, and 6 patrol officers.
Past: 13
Present: 11
Sworn Staff Members from Comparable Cities:
City Population Staff Total
Alexandria 6,798 Chief- Captain- 3 Sergeants - 2 Detectives - 12 patrol 20
- 1 SRO
Orono 11,711 Chief- 4 Sergeants - 1 SRO - 12 Patrol - 3 part 'time 18
N. St. Paul 11,290 Chief- 3 Sergeant- 1 Detective - 11 Patrol 16
South 12,069 Chief- Dept. Chief- 3 Sergeants - 1 Detective - 8 14
Lake Patrol
Inter. Falls 6,703 Chief-Captain- 4 Sergeants- 1 Detective- 6 Patrol- 13
15 part time
St. Peter 9,747 Chief- 2 Sergeants - 1 Detective - 8 Patrol - 1 SRO 13
Waite 6,568 Chief- Dept. Chief- 2 Sergeants - 1 Detective - 6 11
Park patrol
Jordan 3,833 Chief- 2 Sergeants - 1 SRO - 4 Patrol - 1 K9 9
Mound Police Department Non-Sworn Staff Members:
For the past ten years, the Mound Police Department has had two (2) non-sworn staff
members consisting of a clerk and a Community Service Officer. In 1996, the
Department applied for and received a "More" C.O.P.S Technology grant to add an
additional clerk. The grant expired in 2000.
Past: 2
Present: 3
1
Non-Sworn Staff Members from Comparable Cities:
City Population Staff Total
Alexandria 6,798 3 Clerks, CSO, Part-Time Clerk 4.5
Orono 11,711 3 Clerks, CSO, Part-Time CSO 4.5
N. St. Paul 11,290 2 Clerks, CSO, Part-Time Clerk 3.5
South 12,069 3 Clerks, CSO 4
Lake
Inter. Falls 6,703 1 Secretary * ·
St. Peter ~ 4 Technicians CSO 4 Part-Time Technicians 6
Waite 6,568 2 Clerks, CSO, 2 Part-Time Clerks 4
Park
Jordan 3,833 2 Clerks 2
* Agency shares building with Sheriff's Department and contracts clerical services with
them.
COPS Grants:
In 1994, President Clinton signed into law the "Violent Crime Control and Law
Enforcement Act", which appropriated monies to local and state law enforcement
agencies to advance community policing. The goal of the program was to add an
additional 100,000 police officers to the streets of our country. The law was expanded
two years later to include monies for the "Cops in Schools" and "More" COPS
technology support programs. The "nonsupplanting" requirement of the COPS program,
which applies to all COPS police hiring grantees throughout the three-year 'grant
program, means that COPS funds may not be used to supplant or replace local funding
which otherwise would have been spent on law enforcement services. Federal Statute 42
U.S.C 3796dd.3(a) states "nonsupplanting requirement means that police officers hired
under COPS grants must be in addition to, and not instead of, the normal and planned
hiring by a police department". The Statute further states that agencies who fail to
maintain declared levels of staffing may be found in "noncompliance" and may be
required to repay the grant and/or be disqualified from receiving funding in the future.
The Mound Police Department has applied for and has received three COPS grants from
the United States Justice Department for additional personnel. The grants include:
· COPS "Fast" grant - Expired in 1998 - No staff'mg obligations.
· COPS "More" (technology) grant - Expired in 2000 - No staffing obligations.
This position is-currently filled by Jeanne DeBord.
2
COPS "Cops in School" grant - Scheduled to expire in 2005 and is used to fund
School Resource/DARE Officer. Position requires the City to maintain a staffing
level of thirteen (13) officers.
According to Raymond E. Reid, grant specialist for the U.S. Department of Justice -
Minnesota Liaison, the City of Mound is at risk for being in "noncompliance" for our
"Cops in School" grant. Mr. Reid stated the City agreed to maintain a police force of
thirteen (13) sworn officers for the life of the grant when they applied for and received
the grant in November of 2002. Any reduction in the number of sworn officers could
result in "noncompliance." However, Reid states the City does have some options:
The City could withdraw from the "Cops in School" grant program and be
released from any and all federally mandated staffing obligations. The stpulafion
is that the City must not have "drawn down" more than 74% of the grant.
According to Gino Businaro, the City has drawn down less than 5% of the grant.
The City could continue with the "Cops in School" grant program and apply for
a "Reduction-in-Force" (RIF), also known as a hardship application. The
application is a letter to the COPS office requesting authorization to continue
implementing the COPS grant following the local RIF. The letter needs to
address the following issues.
· The number of sworn officer positions, both full-time and part-time,
funding in the agency's budget with local or other non-COPS funding
during each fiscal year as of 2003, 2004, 2005 (please note that this may
include vacant but funded positions).
· Identify the current number of vacancies among the agency's locally-
funded sworn personnel, the dates on which the positions were vacated,
whether the agency intends to fill the vacancies, and the steps, if any,
which have been taken to fill the vacancies.
· Provide supporting documentation from the time the RIF occurred
indicating the reason(s) for the RIF (examples of supporting
documentation may include minutes from council meetings, budget
directives, contemporaneous memorandums, etc.).
· Identify the number of COPS-funded officers, both full-time and part-
time, the agency currently employs.
· Provide documentation regarding whether other local departments in the
city/township have experienced similar manpower or budget reductions
for the same reasons as your agency.
· Provide letters from your agency's Government Executive and Law
Enforcement Executive explaining the RIF and addressing whether the
RIF was unrelated to the receipt of COPS funding and therefore would
have occurred even in the absence of the grant.
· Provide a request to continue implementing the specific COPS grant
(identify which grants are in place) despite the RIF.
3
Reduction in Force:
A reduction in "level of force" would make a significant impact on the police department
and the City of Mound. A cut in staffing would adversely effect the quality and the
quantity of services that we provide to the public. The citizens of Mound are accustomed
to a police department that is proactive, creative, responsive to needs, and self sufficient.
They expect that we will educate our youth about the dangers of drags, enforce traffic
violations, investigate suspects who sexually and physically assault others, and respond
to emergencies in a timely manner. Simple put, staffing cuts would have an effect on our
mission, increase our overtime budget and compromise the safety of our officers.
The above surveys demonstrate that even at full strength, we have less officers, less
supervisors, and less clerical staff then most of the departments that are comparable to us
in population and calls for service. At our current strength of eleven (11) officers we are
operating at less than 85%, and our staffing is far below comparable agencies.
A reduction in staff under the COPS grant options could produce the following situations:
Elimination of the School Resource Officer Program with the officer being
reassigned to patrol. The DARE Program could be continued, with programming
being restricted to the 5th grade curriculum. The program would have to be paid
through the overtime budget.
Investigations could continue under the current structure. However, we would
have to closely prioritize cases and outsource to the County as needed.
The Patrol unit would be the component of the department that would be most
affected under this situation. A reduction in staff would mean less coverage,
which translates into officer safety and responsive service concerns. Officers
would have to prioritize calls, and reduce self initiated activity such as traffic
stops and building checks.
The department would have to priorities the type of calls we take, eliminating
activity such as; property damage accidents and after hour animal complaints.
2. Maintaining the School Resource Officer Program, but not fill the two officer
vacancies.
All felony investigations would have to be outsourced to the Hennepin County
Sheriff's Office.
There would be very little flexibility in our patrol schedule. All vacations and sick
leave would have to be filled using overtime. We would have very little double
coverage and we would have to eliminate all programming including TRIAD,
National Night Out, and Citizen's Academy.
4
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Under this scenario, the police department would be reduced from a Nationally
recognized Community Policing Agency to an agency that only responds to
emergency calls.
Conclusion:
I would like to thank you for the opportunity to present the department's past staffing
practices, comparable staffing surveys and budget alternatives. I realize the City Council
has many difficult and challenging decisions ahead of them. I would like to assure the
City Council and City Administrator Hanson that regardless of the outcome of our budget
crisis, the Mound Police Department will respond professionally and will always work
hard to provide the best possible service for our citizens.
5
2415 Wilshire Blvd. Mound, Minnesota 55364
To: Kandis Hanson, City Manager
From: Greg Pederson, Mound Fire Chief
Subject: Full Time Fire Chief Position
Date: May 21, 2003
In response to your request regarding the need and justification for a full time Fire
Chief in Mound, I have included in this package a limited amount of information that
certainly helps justify the full time Fire Chief position. It would be very time consuming
to accumulate all of the documentation I have that pertains to this topic. I have included
the following important documentation which should generate some discussion:
1. A copy of the current Job Description for the Fire Chief.
2. A memo requesting service area cities to provide input on the full time Fire Chief.
3. Written responses, supporting the full time Fke Chief from our service area cities.
4. A very detailed MFD budget breakdown, including costs related to the position of
full time Fire Chief.
5. A list of key and critical projects for the full time Fire Chief.
6. A summary of cost saving projects that will benefit MFD, and certainly help
justify the full time Fire Chief position.
I firmly believe the Mound Fire department would be taking a significant step
backward if we reverted back to a volunteer Fire Chief. The job requirements and work
hours requked to be a first class fire department simply can not be accomplished by a
volunteer chief.
Respectfully,
Gregory S. Pederson
Mound Fire Chief
-32-
2415 Wilshire Blvd. Mound, Minnesota 55364
Date:
To:
From:
Subject:
August 14, 2001
Bill Weeks - City Administrator
Greg Pederson - Mound Fire Chief
2002 Budget Forecast - Full Time Fire Chief
Enclosed is the Mound Fire Department Budget Forecast for the year
2002 as reviewed and discussed at the Fire Commission group meeting last
week. As per my recommendation, this 2002 Budget includes a significant
change to the status of the Fire Chief / Fire Marshal position to a "Paid" Full Time
Fire Chief. VVhile this change to a Paid Full Time Fire Chief does increase the
budget, the overall budget impact is relatively insignificant due to a reduction in
other areas of the Operating Budget. Some of the key issues that support the
need for a full time Fire Chief / Fire Marshal are as follows:
· The job requirements and duties of the Fire Chief have become "Full
Time"- 40-45 hours a week of non-firefighting work time.
· It is impossible to work a full time job (non fire department) and also be
responsive and effective as a part time Fire Chief due to high activity level
and increased job expectations.
· The administrative issues for all fire departments such as: OSHA
requirements, Health and Safety, Fire Reporting, and Training
Documentation are continuously changing which requires that a Fire Chief
stay informed through seminars, conferences, and schools.
· Customer service is important. The Fire Chief needs time to answer
questions pertaining to Fire Prevention, Fire Codes, and daily problems or
issues.
'· Mound Fire Department has goals to continue to be a leader in the Fire
Service. A full time paid Chief is necessary to support the needs of a 37-
member department.
These issues are some of the important ones that support my
recommendation of a Full Time Fire Chief / Fire Marshal. This budget forecast
must be reviewed and approved by the Mound City Council.
I would very much appreciate a written response to this Full Time Fire
Chief proposal. Responses can be addressed to the Mound City Council or City
Manager Kandis Hanson.
Thank you for your continued support!
Respectfully,
c.c. Gino Businaro - Finance Director
Pat Meisel - Mayor
Gregory S. Pederson
-33-
City of Mound, Minnesota
POSITION DESCRIPTION
POSITION TITLE:
DEPARTMENT:
REPORTS TO:
DATE REVISED:
Fire Chief/Marshall
Fire Operations
City Manager
May 1, 2002
Job Purpose Summary:
~aponsible for the planning and direction of all fire prevention, fu~ inspection, fire fighting and emergency rescue
service m the City of Mound. Provides the overall development and direction of the fire department.
ESSENTIAL FUNCTIONS
Accountabilities Shared with All City Staff
Develops and maintains a thorough working knowledge of ail City and department policies and procedures in
order to help facilitate compliance with such policies by all pdrsonncl.
Demonstrates by example the service of excellence and integrity expected from all City staff.
Develops respectful and cooperalive relationships with co=workers, the public and all outside contacts and
constituencies in a manner that helps establish, enhance and n~nintnin Mound's reputation ns a well-manage~i
City.
Confers regularly with and keeps the City Manager informed of all important matters pertaining to those
functions for which accountable.
Accountnbilities for Operations
Presides at all meetings of the department and serves as the ex-officio officer of the Relief Association.
Communicates, administers and ensures compliance with department Standard Operating G-uid~lines (SOG's),
policies, protocols and procedures that are consistent with directives from the City Manager and the City
Council.
Maintains a high level of effective communication with all possible constituencies, including member cities.
Prepares, submits and administers the annual department budget, serving as the final authority on all financial
matters within budget parameters and presenting year-end financial and activity report, as scheduled or
Attends appropriate training and development meetings, seminars and other presentations to keep current on
fire prevention, suppression and administrative practices that have applicability to the department's capacities
and capabilities.
Effects the utiliTn~ion of approved rescue and fire fighting techniques, maximizing protection of life and
property and minimizing danger to fire fighting personnel.
Maintains and exercises full control over all fire apparatus, equipment, supplies and facilities, evaluates
anticipated needs, recommends purchases and/or replacement and capital expenditures.
Oversees fire investigations and reports. Ensures that causes of fires are properly determined and prepares
insurance and other reports as required.
Coordinates with the State Fire Marshal's ot~ice as necessary and with the Police DeparUnent on potential
arson investigations.
Oversees all fire prevention work, ensuring proper fire inspection and code compliance of commercial and
public buildings. Reviews inspection reports and recommends prevention steps as indicated.
Performs the duties of Emergency Operations Manager, as per the Emergency Operation Plan.
-34-
Performs a wide variety of fire inspection duties including, but not limited to: inspecting commercial,
industrial and multiple family structures; permit and plan review and approval from a fire prevention and code
eomvliane~ ver~etive', involvement in fire investigations; intoning czxtes and issuing violation notices
including recommendations to correct such violations.
Acts as fire department and emersency operations liaison to the cormnunity in all potential venues, including,
but not limited to, fire education programs including presentations and demonstrations to various groups,
school prevention programs, etc.
Accountabilitie~ for Sul~rviaion:
Selection and Recruitment
-Participates in review committee, interviewing, selecting, and recommending candidates for
appointment, to ensure qualified personnel with the potential for achieving expected performance
outcomes.
-Approves evaluations of new appointees as recommended by company officers and mentors during
their respective orientation (probationary) periods and ensures the timely, accurate completion of
evaluation forms for this period.
-Appoints deparUnent officers and the Fire Ma~hal, based on pre-established criteria.
Assignment and Direction of Work Hours and.Work Tasks
-Supervises assigned staff in a manner that ensures uniform understanding of and ongoing compliance
with established City and departmem policies, protocols and procedures.
-Maintains accountability of those excused from meetings or drills.
--Performs or directs the performance of all required administrative work, including, but not
limited to, recording and retention of information concerning departmental operations, year-end reports of
activities and projected needs, and the preparation of other regular and special reports.
-Reviews and approves evaluations of assigned staffand services being delivered, taking corrective
actions required to redirect and improve the level and quality of services, ensuring that all evaluation
documentation is thoroughly prepared in a timely, accurate manner.
-Ensures that assigned staff receives an ongoing level of training and instruction required to ensure stuff
has a thorough knowledge of job aeeountabilities and performance outcome expectations.
-Maintains and ensures the security and confidentiality of all personnel actions and
performance evaluations.
Reward and Recognition
-Imtiates and authorizes placement of letters of commendation in employees' personnel files
and, when justified, recommends employees for achievement awards.
Discipline, Suspension and Discharge
-Administers written employee reprimands, suspensions and discharges, per City policy, ensuring all
required documentation is thorough and complete.
Work Environment:
Work is primarily performed in the office, vehicles and outdoors settings, in all weather conditions, including weather
extremes, and any time during the day or night. Work is frequently performed in emergency situations with exposure to
those recognized h-~7-~rclg regularly associated with fire management and suppression and emergency response: e.g.,
smoke, noise, electrical shock, noxious odors, fumes, chemicals, solvents, oils, pathogens, emergency equipment and
working in precarious limited spaces.
Worker Requirements:
To be fully qualified and meet performance expectations, an individual must be able to perform every essential function.
Reasonable accommodations may be made to enable individuals with disabilities to perform all essential functions
established for this position.
-35-
Skills Involved:
The ability to consistently apply skills learned through formal preparation and/or closely related work experience as noted
herein.
Schedules and Other Conditions:
While performing thc essential functions of this position, an individual will be subject to the normal working hours
scheduled, recognizing that additional hours for emergency response are required.
Physical Demands:
Performing the essential functions of this position requires an individual to do the following: Must have the ability to
frequently lift object up to 35 pounds from floor to shoulder height. Must occasionally lift over 35 to 75 pound from floor
to waist. Must be able to infrequently lift items from floor to shoulder height that weigh up to 100 pounds. In order to
complete the essential duties, this position requires frequent standing, walking, bending, stooping, crawling reaching
above shoulder level and away from body, kneeling, twisting, turning, aceumXe balance, pushing, pulling, and lifting on a
regular basis. Must be able to use hand for simple and firm grasping frequently, occasionally for fine manipulation.
Vision requirements include those of close vision,' distance, color, peripheral vision, depth perception and the ability to
focus.
Mental Abilities:
Performing the essential functions of this position requires well-developed language, writing and reading skills and
reasomng abilities.
Personal Attributes:
Performing the essential functions of this position requires adaptability and flexibility in dealing with the variety of
supervisory, administrative and emergency issues-and situations encountered on a regular basis.
Worker Requirements:
-Work hours: averages a minimum of 44 hours per week, with flexibility in scheduling as prescribed by the Fair
Labor Standards Act.
-Meetings and training atten~ce: regularly attends department traimng drills and meetings and other fire service-
related meetings~
-Emergency response: responds to all major incidents when available.
-Role at the scene: assumes command when incident command protocols call for it.
-Residency: not required.
-Response time: ability to respond within 15 minutes
Minimum Qualifications for the Position: · Associate's degree in fire science or fire admini~hn~tion, or at least five year's experience in fire and/or
emergency response operations, including five years as chief officer (assistant chief, district chief, ere), or
assistant fire chief in a paid position for at least three years
· Demonstrated written and verbal communication skills
· Three year's computer experience
· Three year's public relations experience
· Certification in the use of the Uniform Fire Code, or ability to acquire
· Valid Minnesota driver's license
Additional, Desirable Qualifications for the Position: · Degree in public or business administration or related field
· Certification as Emergency Manager
Approved:
City Manager
Date
-36-
Mayor
Jerome P. Rockvam
471-9515
Councilmembers
Joanna E. Widmer
471-9429
Thomas J. Scanlon
471-7563
Jacalyn Stone
471-7856
Jeff Hoffman
471-1270
Administrator
Bill Weeks
471-9051
AuguSt 22, 2001
To: Kandis Hanson, Mound City Manager
From: Bill Weeks, Spring Park Administrator & Fire Commissioner
Re: Full Time Fire Chief/Fire Marshal
At our recent Fire Commission meetings, we have had ongoing discussions
regarding the merits of establishing a full time "paid" Fire Chief/Fire
Marshal position for the Mound Fire Department.
After review of the Fire Departments budgets for the last few years and the
proposed budget for 2002, and after discussions with our Council, other
Clerks, and Administrators in (and out of) our fire district, I would endorse
and encourage the establishment of this new position in the Mound
department.
Certainly as property in the Fire District cominues to develop and with the
ever increasing technical requirements and mandates, not to mention
requests from contract cities for inspection services, fire prevention
education and code compliance, the Administrative issues alone would
dictate the need for this position.
Regardless of the disposition of this new position we are confident you will
continue to provide excellent fire service and will be diligent in your
spending and budget projections. ~
Sincerely,
~.z_,.~~,.W~, / ' 'illiam D. Weeks, '
Administrator/Clerk/Treasurer
cc: Greg Pederson, Fire Chief
4349 WARREN AVENUE,
SPRING PARK, MINNESOTA 55384-971 I · (952) 471-9051 · Fax: (952) 471-9160
-37-
AuguSt 23, 2001
CITY OF '
SHOREWOOD
5755 COUNTRy C?I~JB~R, QAD· SHOREWOOD, MINNESOTA 55331-8927 · (952) 474-3236
FAX (9521;~?~0128, · wwW. ci.shorowood:mn.us · c tyhall @c .shorswood mn us
Kandis M. Hanson
City Manager
City of Mound
5341 Maywood Road
Mound, Minnesota 55364-1687
Dear Kandis:
The Shorewood City Council reviewed its proposed 2002 City budget at a work session on August 13.'
One of the items I included and highlighted was the pmposai by the, City of Mound for a full-time fire
chief position beginning next year. The City .~ounCil' indicated its support for this proposal during work
session discussion. On September 10 the C~ty,C6unc~l will take action to formally,accept the 2002' '
proposed budget and approve the 2002 ProP6Sed t~aX l~vy, which include the exPenditUre necessary'for the
services of a full-time Mound fire chief. . , ~ , ~ ~ ~
From a budget perspective, the resultir[g increase.to the City of Shorewo°d is relatively small.
Regardless, the City Council would support the concept of a full-time fire chief. As you know, the City
of Shorewood is a member city in the joint-powers Excelsior Fire District that was established last year.
One of the provisions in the joint-powers agreement requires a full-time fire chief or district administrator.
Each of the five cities recognized the need and many benefits to have a full-time position for a paid on-
call fire service. At the very least, the city governments' risks are better managed by having, a fire service
professional attend to the increasing number of administrative matters placed on fire departments. In the
cities' effort to keep a "volunteer" fire service, firefighters deserve the support and assistance that a full-
time chief/administrator provides.
The Shorewood City Council encourages the Mound City Council to authorize a full-time fire chief
position in its 2002 budget. Shorew°od's wil!inghessm,in~iUdethis cost in its proposed 2002 budget,
despite very severe constraints of a levY limit~ Undei'scores its support fo? this position. --
~ncere~y, , - .....
C~t~ffministrator
PRINTED ON RECYCLED PAPER
-38-
Cdty, o£t, he V lla e o£M nnetonlm_ 5eaclt
Bloom
Treasurer
Jan Dahlen
Administrator
Sara Irvine
Council Members
David Bergerson
John Breon
James M. Gasch
Nell E. Mathews
2945 Westwood Road Mailing Address: P.O. Box 146
Minnetonka Beach, MN 55361
(952) 471-8878 (952) 471-7416 (fax)
Email: tntkabc~west, net
Maa~a~g~a Depanmem ~}~st..i}:.....Coun~:~ting. We
........ ~{~ai~h Pi~ided by"ih~'Moufi~}~ire ~ep~nt. ~ such, Minh~iO~a~$~aeh ':
off~s ::support for a~v~tms, such as a ~lt~t~ .:' ~. ::. , ..... ~:~:. ............. '
t~}~d~}Minneto~a Beaeh}~d~d t~::::~di~j~:~mmunities, witk~h~b~}~:
.............. ~ . .::,:' :-':::- ..::.. . .:~:..:3::::~.:
.................... :' le Consistent ~th..that:gofl, we trust
Kandis Hanso~ CiW
-39-
Municipal Offices
7701 County Road 110 West
Minnetrista, MN 55364-9552
August24,2001
Kandis Hanson
City of Mound
5341Maywood Rd.
Mound, MN 55364
Dear Kandis:
The Minnetrista City Council reviewed the Mound Fire Department 2002 budget
forecast at their August 20th council meeting. The City Council had already
approved a proposed budget for 2002, and was surprised by the 17% increase in
fire service for Mound. With levy limits set for the 2002 budget year, we are
experiencing a tight budget for 2002.
As always, Minnetrista remains supportive of the excellent fire service Mound
has provided and the city council has requested additional information on the
proposed increases. A council work session is scheduled for September 10, at
5:30 p.m. Please let me know if yourself and/or Chief Pederson can attend this
work session to discuss the budget with the city council.
If you have any questions, please contact me.
Sincerely, /.~ .
Deputy Clerk
OFFICE 952-446-1_~.~_ ~ FAX 952-446-1311
MOUND FIRE DEPARTMENT
5 YEAR BUDGET FORECAST- OPERATIONS
2002 - 2006
Code Description 2002 2003 2004 2006 2006 New Dept. New C_nde
1000 FireChiefllnspector $ 41,300.00 $ 60,000.00 $ 62,200.00 $ 65.200.00 $ 67,200.00 42260 101
1370 Officers & Fire Secretary's Pay $ 35,400.00 $ 38,160.00 $ 36,000.00 $ 38,800.00 $ 37,600.00 .~;=n 170
1380 Drill Pay $ 8,880.00 $ 8,880.00 $ 10,656.00 $ 10,656,00 $ 10,656.00 4~Rn 180
1390 MonthlySalsries $ 87,730.00 $ 92,960.00 $ 99,500.00 $ 103,540.00 $ 110,800.00 42260 190
1440 FICA/PERA $ 16,140.00 $ 18,054.00 $ 19~070.00 $ 19,804.00 $ 20,660.00 4~__~C-~J 121
1510 HOSPIDENTAL $ 6,790.00 $ 13,933.00 $ 14~432.00 $ 15,055.00 $ 15,514.00 .42260 131
1520 LIFE INS.IDISABILITY $ 110.00 $ 160.00 $ 160.00 $ 160.00 $ 170.00 4~n 134
2100 Office Supply $ 1,500.60 $ 1~600.00 $ 1 ~600.00 $ 1,600.00 $ 1,600.00 42260 200
2140 Copy Machine&Fess $ 480.00 $ 480.00 $ 480.00 $ 500.00 $ 500.00 42260 202
2200 OperntingS.uppties $ 22,800.00 $ 22,800.00 $ 23,400.00 $ 23,400.00 $ 24,000.00 42260 210
2210 Motor Fuels $ 4~500.00 $ 4~200.00 $ 4,400.60 $ 4,600.00 $ 4~800.00 42260 212
2230 Cleaning Supplies $ 600.00 $ 600.00 $ 600.00 $ 600.00 $ 600.00 4~?_~J 216
zz/u Safety Supplies $ 9,000.00 $ 9,000.00 $ 9,600.00 $ 10,000.00 $ 10,000.00 4_~_~_0 219
2260 Fire Prevention(Firelnspector) $ 2,400.00 $ 2,400.00 $ 2,400.00 $ 2,700.00 $ 2,700.00 4_~_~_ 217
3100 ProfeesionalSewices $ 1,200.00 $ 1,200.00 $ 1,200.00 $ 1,440.60 $ 1,440.00 4~n 300
3105 Admin/Financial/Computer $ 10~500.00 $ 10,500.00 $ 10,800.00 $ 10,800.00 $ 11,100.00 42260 307
3130 Audit/financial $ 2,080.00 $ 2,080.00 $ 2,200.00 $ 2,200.00 $ 2,200.00 4~'~n 301
3140 Medical Services $ 2,400.00 $ 2,ZKX).60 $ 3~000.00 $ 3,000.60 $ 3,000.00 4~'~ 305
3190 General Maintenance $ 16,000.00 . $ 16,000.05 $ 16,000.00 $ 16,800.00 $ 16~800.00 42260 390
3200 Pagers- Fire Dept. $ 3,600.00 $ 3,600.00 $ 3,600.00 $ 3,900.00 $ 3,900.00 42260 325
3210 Postage $ 600.00 $ 600.00 $ 600.00 $ 620.00 $ 620.00 4~'~n 322
3220 Telephone $ 2,700.00 $ 2~760.00 $ 2~760.00 $ 2,800.00 $ 2,800.00 4~ 321
3500 Printing $ 600.00 $ 600.00 $ 660.00 $ 660.00 $ 720.00 42260 350
3600 Worker's Comp. Ins. $ 21~060.00 $ 23~170.60 $ 21,900.00 $ 22,400.00 $ 22,800.00 42260 151
3610 Gen. Uabilitylns. $ 19,860.00 $ 20,260.00 $ 20,650.00 $ 21~075.00 $ 21,500.00 4~R0 361
3710 Electricity $ 6,240.00 $ 7,000.00 $ 7,800.00 $ 7,800.00 $ 7~920.00 42260 381'
3720 Gas Service $ 4.500.00 $ 9,760.00 $ 12,600.00 $ 12,600.00 $ 13,200.00 42260 383
3750 Garbage $ 1,200.00 $ 1,200.00 $ 1,260.00 $ 1,260.00 $ 1,320.00 42260 384
3820 .Other Equip. Repair $ 19,200.00 $ 14,400.00 $ 15,800.00 $ 17,400.00 $ 19~200.00 4~__R0 409
3830 Building Repair $ 7,200.00 $ 1,200.00 $ 1 ~200.00 $ 1~200.00 $ 1,200.00 42260 401
3950 Rentals $ 12,000.00 $ 11,200.00 $ 11,200.00 $ 11,400.00 $ 11,400.00 4~,0 418
4100 Miscellaneous $ 1,500.00 $ 1,500.00 $ 1,500.00 $ 1,620.00 $ 1,620.60 4~R0 430
4110 Conferences&Schools $ 18,000.00 $ 19.200.00 $ 20,400.00 $ 20,400.00 $ 21,600.00 42260 208
4130 Dues&Subscriptions $ 2,400.00 $ 2,400.00 $ 2,520.00 $ 2,520.00 $ 2,640.00 42260 433
4175 Computer Software $ 600.00 $ 600.00 $ 720.00 $ 720.00 $ 720.00 42260 205
5000 Capital Outlay $ 8~400.00 $ 12,000.00 $ 12~000.00 $ 12r000.00' $ 12,000.00 42260 600
5160 Fire TruckReplacement $ 40,000.00 $ 40,000.00 $ 45~0(X).00 $ 45,000.00 $ 60,000.00 42260 580
Total Operating Expenses $ 439~470.00 $ 476,787.00 $ 499,868.00 $ 514,230.00 $ 536~500.00
MFD Pension Contributio~ $ 109~060.00 $ 112,340.00 $ 112,340.00 $ 115,710.00 $ 115,710.00
To~al All Expenses $ 548,630.00 $ 689,127.00 $ 612,208.00 $ 6_~9,9~0._.00 $ 652,210.00
5000 New Fire Apparatus $ 264,100.00 $ $ $ 105,000.00 $
5-21-03 Update
MOUND SHARE
PERCENTAGE
$ 257,260.00 $ 276,300.00 $ 336,714.00 $ 346,467.00 $ 368,7t5.00
45.90% 45.90% 55% 55% 55%
-41 -
,888.
-42-
-43-
2415 Wilshire Blvd, Mound, Minnesota 55364
Mound Fire Chief-A ctivities and A ccornplishments
Daily, Weekly, Monthly
· Daily emergency responses in the community(s)
· Daily customer service and phone calls with citizens and agencies
· Daily reams of paperwork, mail, and documentation
· Daily contact, work, and direction with FD and city staff
· Weekly Public Safety Facility meetings
· Regular fire service related (leadership)meetings (daytime)
· Monthly city staff meetings
· Bi-monthly city council briefings
· Bi-monthly Fire District Mound/Minnetfista meetings
· Monthly 800 Mhz radio implementation meetings
· Quarterly Fire Commission meetings with all service cities
· Numerous fire related meetings during evenings (i.e. Lake Region
Mutual Aid, United Firefighters, Hennepin County Fire Chiefs, City
Council meetings for all cities, Fire department drills, Fke department
business meetings, etc. etc ......
· Yearly, International Fire Chiefs conference, Minnesota State Fire
Chiefs conference, Minnesota State Fire Department conference.
2003 Fire Chief Budget Accomplishments
· HazMat Trailer Grant for MFD ~ $40,000
· Savings on 800 Mhz radios ~ $10,000+
· Value Engineering cost savings on New Public Safety Facility? $$$$
· Potential budget supplement for 2004 from FEMA grant ~ $54,490
· Fire Pumper project savings of $50,000+
· Resolution of OSHA investigation with NO financial issues
· Generally improved overall budget management
5/21/03
-44-
MOUND FIRE DEPARTMENT
2415 WILSHIRE BLVD.
MOUND, MN 55364
952-472-3555 STATION
952-472-3775 FAX
FIRE PREVENTION PROGRAM GRANT REQUEST
NARRATIVE
Background
The Mound Fire Department has, over the last 80 years established an
extraordinary relationship with our 17,500 area residents. At this time, we are in
the process of building a new Public Safety Facility that will house our volunteer
fire department. Throughout our fire department history we have focused our
efforts on fire suppression and other EMS efforts.
Fire Prevention
One significant area that has been neglected is fire prevention. Our fire
prevention program has not been adequate primarily due to lack of volunteer
time and under funding. It is our dire departments' desire and goal to
substantially improve our fire prevention program. Our current funding method
and reduced state financial aid makes this project become only a dream. We
need financial help.
Justification and Need
Our fire service area has all the demographics to justify a comprehensive fire
prevention program for example:
1. We have six large schools within our fire area, four are elementary age
children that need fire safety education.
2. We have a newly constructed "Senior Center" that provides an
extraordinary opportunity for us to do public education.
3. Our lake area cities we serve have an unusually high ratio of apartment
complexes. The residents in these complexes require and deserve much
more fire prevention focus.
4. Lastly, our service area has several assisted living and nursing home
facilities. These facilities house the eldedy and handicapped. We must
implement a fire safety and prevention program to insure the safety of
these residents.
!
-45-
Plan
Our plan for a fire safety and prevention program would include numerous
activities and several components or phases, The components and activities of
this plan are as follows:
1. Public Education and Awareness for Children
This program would establish a new and innovative method of educating
youth through our school system. We have established an incredibly good
relationship with our school teachers and students. This components of
the education program would include:
a. School location events
b. Fire station education programs
c. Special planned activities
d. Fire drills and other hands-on activities
Phase I Cost = $13,280
Breakdown on Page 4
Public Education and Awareness for Seniors
This effort would allow us to substantially raise the level of fire safety
activity and pay special attention to our senior citizens. We have
numerous facilities in our service area that house seniors, and they need
fire education and awareness training. The components of this program
would include:
a. Fire prevention, safety, awareness at senior center(s)
b. A smoke detector installation program - senior housing
c. Fire education programs at assisted living housing
d. Fire safety drills
Phase II Cost = $23,900
Breakdown on Page 4
3. Fire Inspection and Code Enforcement
This program would allow us to hire a part-time fire inspector. Our fire
inspection activities and code enforcement has been very inadequate. Our
public assembly and mercantile occupancies desperately need fire
inspections and then enforcement follow up. The components of this
program would include:
a. Hiring of a part-time employee for contract inspector
b. Additional inspector certification training for volunteers
c. Financial compensation for our certified volunteer inspectors
d. Reference manuals, office supplies, operating expenses
Phase III Cost = $21,310
Breakdown on Page 5
2
-46-
Summary
The funding of this entire three phase fire prevention program would have a
profound effect on the initiation and development of a long term program. Our
Success as a volunteer fire department has, in the past been focused on
suppression, not prevention.
It is our goal to implement all three of the program components as listed above,
but is contingent upon funding. It is important to note that each of these
components (or phases) can be successfully implemented separately, with
expected positive results.
Mound Fire Department
MOUND FIRE DEPARTMENT
BUDGET ! FUNDING BREAKDOWN
PHASE I, Public Education and Awareness for Children
Item Description
1. Fire Education Materials
(videos, books, materials) i
2. Fire Education Trailers / DisplaYs
(rent or purchase)
3. Fire Prevention Tools - Supplies
(entertaining / educating)
4. Educator - Volunteer CompensatiOn
Phase I Total
Cost
$3,200
$2,400
$4,800
$2,880
$13,280
PHASE II. Public Education and Awareness for Seniors
Item Description
1. Fire Education Materials
(videos, reference materials)
2. Fire Awareness - Speaker, Volunteers -
Compensation
3. Smoke Detectors (500 each)
Purchase and Install
4. Home / Residence Fire Safety Audit for
Seniors - Inspection
Phase II Total
Cost
$2,600
$4,800
$10,250
$6,250
$23,900
4
-48-
MOUND FIRE DEPARTMENT
PHASE III. Fire Inspection and Code Enforcement
Item Description,
1. Fire Inspector Compensation
(part-time employee or contractor- 400 hrs.)
2. Inspector Training Costs - Volunteers
3. Volunteer Inspectors Compensation
4. Reference Materials, Office SulSPlies, FormS,
Cellular Phone, etc.
Phase III Total
Cost
$13,440
$2,200
$4,160
$21,310
Fundin.q Summary
Phase I $13,280
Phase II $23,900
Phase III $21,310
Total - All Programs
$54,490
-49-
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-51 -
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-52-
-53-
CITY OF MOUND
RESOLUTION NO. 03-
RESOLUTION ADOPTING FEE SCHEDULE
NOW THEREFORE, BE IT RESOLVED by the City Council of the City of Mound,
Minnesota:
Fees shall be hereby established. In the event of a conflict between this schedule and the City
Code, the fee schedule shall prevail. An application or code provision may require payment of
fees for consultation with experts, professionals or other qualified persons or for other matters,
which may result in the imposition of a fee greater than listed in this fee schedule.
ADMINISTRATIVE FEES & CHARGE-~
400.20
Assessment search
Comprehensive Plan
Copies
Faxes
Duplicate license/permit
Duplicate meeting tapes
Minutes
Notary (set by State)
Recycling container purchase
Recycling container replacement
Returned Check
Zoning Ordinance
COBRA Continuation Administration Fee
$20/search
$30
.25/page
$10 each
$3/tape
.25/page
$1 each
at cost
at cost
$25/check
$20
2%
PROPOSED
.25/page
AMUSEMENT & COMMERCIAL RECREATION
Amusements: (Set by State) Expire April 30
410.10 Mechanical Amusement Machines
Arcades: Expire Dec. 31st
405.00 Arcade Permit (fee per machine)
Bowlinq: Expire April 30
420.05 Bowling (fee per alley)
$15/location +
$15/machine
$15/location +
$15/machine
$20/yr.
1
-54-
Carnivals~ Shows~ Entertainment:
482.10
Circus, show, game or concert
Indoor show
Outdoor show
Tent shows
$100Id ay
$100/day
$100/d ay
Dance Hall:
450.60 Public dance or live music
Dinner Dancing:
451.30 Dinner Dancing
annual prorated
Parades:
472.00 Parade
$300/yr.
$1 O0/d ay
$750/yr.
$100/mo.
$300 min.
N/C
BUSINESS AND MISCELLANEOUS
Alcoholic Beverac~es: Expire June 30th
810.15 3.2 beer license investigation fee
3.2 beer off-sale
3.2 beer on-sale
3.2 beer on-sale temporary(non-profit)
(for profit)
800.45 Set-ups (+State charges $150 for
Consumption & Display Permit
Temporary (one-day) set-ups
800.20 Liquor Lic. Investigation fee (in state)
(out state)
800.00
800.15
Liquor on-sale
Liquor on-sale/cabaret
Wine on-sale
Investigation fee
$500/investigation
$150/yr.
$500/yr.
$25/day
$50/day
$300/yr.
$25/day
$500/app
Actual
(upto $1000)
$5,000/yr.
$5,000/yr.
$500/yr.
$500/investigation
2
-55-
ALCOHOLIC BEVERAGES (CONTINUED)
800.15 Club license (regulated by State)
Membership 200 or less:
Membership 201-500:
Membership 501-1,000:
Membership 1,001-2,000:
Membership 2,001-4,000:
Membership 4,001-6,000:
Membership more than 6,000:
800.15 Sunday liquor
$300/yr.
$500/yr.
$650/yr.
$800/yr.
$1000/yr.
$2000/yr.
$3000/yr.
$200/yr.
Charitable Gambling:
Investigation fee (set by State)
$2O0
Commissaries
445.10 Commissary
$5/yr.
Car Wash: Expire January 31st
430.00 Coin operated
Automatic, drive-through
Automatic, conveyor
$100/yr.
$1 O0/yr.
$100/yr.
Cigarettes: Now governed by the County.
Fireworks:
License to Sell Consumer Fireworks
Additional inspection if needed
$100/yr.
+$35
Garbacle Collection:
490.25 Permit Fee
$300/yr.
Peddlers & Solicitors: (Need permit from Henn.County before City can issue)
485.15 Transient merchants, Peddler, Hawker
One day $30
One week $50
One month $75
One year $200
Restaurants & Cafes: Expire April 30th
480.00 Restaurants and caf6 permits
$50/yr.
Taxicabs: Expire January 31 st
484.10 Fee per vehicle
$25/yr.
3
-56-
BUILDING AND CONSTRUCTION
Buildinq Permit:
300.20 Wrecking permit
Minor buildin9
Minor building to be replaced
on same site
Single family wood frame
Duplex
Multiple dwelling: 1st two units
Each addn'l unit
$5O
$5O
$15o
$2oo
$2oo
$25o
Industrial,commercial,institutionah
Total cost of wrecking at $6 for each $500 or fraction thereof
of the market value of such work.
Gas burners:
Not exceeding 99,999 BTU
100,000 - 199,999 BTU
200,000 - 399,999 BTU
400,000 - 599,999 BTU
600,000 - 999,999 BTU
$10
$15
$30
$44
$60
Install/remove flammable & combustible liquids and
Tank not buried enclosed
500 gallons or less $10
Over 500 gallons $15
Tank buried or enclosed $25
Removal of combustible/
flammable liquid tank $15
Removal of storage tanks of
above/below ground liquid gas $15
LP tanks
311.00
315.20
Heating, air conditioning & ventilation
Contract prices
Gas piping
Trailers
Occupancy permit
Mobile Home Set-up Inspection Fee
$20 min. or 1% of contract
price, whichever is greater
$5 for up to 3 openings
$1 for each additional opening
$100
$75
315.35 Appealto applicant
$5O
320.00 Public Lands Permit- major (value +$1000)
*fee applies only if public benefit is derived*
$200
Contractor License Verification
$5
4
-57-
330.20
Building Permits
Fire suppression
Inspection fees:
Plan check fees:
See 1997 UBC, Sect. 107, Table 1-A + surcharge
See 1997 UBC, Sect. 107, Table 1-A + surcharge
See 1997 UBC, Sect. 107, Table 1-A + surcharge
See 1997 UBC, Sect. 107, Table 1-A + surcharge
Plumbinq Permits:
310.00 Permit Fee for major improvement ($500+)
Per fixture fee for major improvement
16B665 Permit Fee for minor improvement <$300
Permit Fee for minor improvement $300-$500
(Minor Impr. must be done by owner or
licensed contractor)
Per rough-in only
Per 100 feet of pipe or fraction thereof
Per 100 feet of repair or fraction
Outside sewer and/or water inspection
Private water well inspection
310.40 Additional inspections
$25
$10
$15
5% of improvement cost
(excluding fixture costs)
$10
$8
$5
$25
$25
$10
Wells:
305.00 Wells - per drilling or deepening $65
Buildin,q Relocation:
Moving permit fee: not on State or County Highway:
(requires Conditional Use) $350
Moving permit fee: On State or County Highways:
No fee, but required evidence of insurance and refundable $250 cash.
CEMETERY FEES
Adult grave - resident
Adult grave - non-resident
Baby grave-resident
Baby grave-non-resident
Ash burial- resident
Ash burial- non-resident
Locate
Maintenance Agreement (June-Oct)
Ash burial placed on top of casket
$6OO
$850
$300
$400
$300
$400
Actual cost
(min $25)
$15/mo.
$50
5
-58-
DOCKS:
435.35 Commercial Boat (fee per boat)
$20/yr.
436.00
437.00
437.01
437.05
437.10
437.12
437.25
437.25
Commercial Dock Renewal
New applicant fee
Prior no-charge commercial docks
Slips
Prior no-charge slips
Boats stored on land
Prior no-charge boats stored on land
Shared dock application
Filed on or after March 1st
Penalty fee for unregistered boat
Shared dock application
Filed on or after March 1st
Temporary boat docking fee:
Up to 21 days:
Multiple Slip Fee
Penalty for unregistered boat
LMCD charge
LMCD charge (if variance granted)
Late dock license application fee on
or after March 1st (abutters only)
Additional late fees, per month,
starting April 1st (abutters only)
Dock/Slip
Sailboat mooring
Small watercraft
Shared dock
Senior citizen primary: 65 and over
Senior citizen: sharing
LMCD charge
LMCD charge (no boat)
$500/yr.
$500/yr.
$250/yr.
$20 ea/yr.
$10 ea/yr.
$10 ea/yr.
$5 ea/yr.
$25
$25/day
$25
$40
$250/yr.
$25
Actual
Minimum as set
by LMCD
$2O
$10
$250/yr.
$250/yr.
$80/yr.
$100/yr.
$215/yr.
$60/yr.
Actual
Minimum as set
by LMCD
6
-59-
FIRE SERVICES:
Fire report (MFD Report)
225.27 Burning Permit
False Alarm (per calendar year)
PARKS & RECREATION:
Depot rental- residents
Depot rental- non-residents
Key deposit
City Hall room rentals
1 st
2nd
3rd
4th
5th_l 0th
ea. over 10
$10
$1o
$75/day
$150/day
$400
$75/day
Proposed
$0
$o
$50
$150
$250
$500
PUBLIC GATHERING:
615.05 Park use fee: commercial events:
(Plus other requests at cost)
Damage Deposit
POLICE SERVICES
Adm in i strative:
Accident Report
Police report: up to 5 single-sided pgs
Addn'l pages, same report
Drivers license check: non-resident
Photographs: cost + reproduction,Film
Audio Cassette
Video Cassette
Dept. computer check
Dept. computer check/page
Dept. computer check/hr, computer
Finger printing: resident:
Non-resident:
False Alarm (per calendar year) 1st
2nd
3rd
4th
5th- 1 0th
ea. over 10
Vehicle Impound Processing Fee (per vehicle)
$300/day
$10
$5
.25 ea.
$5
$25
$15
$40
$1o
.25 ea.
$5O
N/C
$25
$o
$o
$50
$15o
$250
$500
$500
$6.00
7
-60-
Animals: Expire April 30th
455.05 Dog/cat license: 2-year, neutered or
spayed, with proof
After April of odd year:
Dog/cat license: 2-year un-neutered or
spayed
After April of odd year:
Duplicate Tag:
Kennel Fee: per day
456.75 Commercial Kennel:
Late application: on or after May 10 +
475.80
Redemption of impounded animal
First impound in current year
with current license:
First impound in current year
without current license:
2nd impound w/i year/licensed
2® impound w/i yeadno license
3rd impound with current license
3rd impound without license
$25
$12.50
$35
$17.50
$5
$15
$150/yr.
$1
$5O
$75
$65neutered
$75 un-neutered
$9O
$8O
$105
...plus license purchase if needed, plus kennel fees...
8
-61 -
EXCAVATION & LAND RECLAMATION
460.15 Grading plan review fees
*50 cu. yards or less
'51-100 cu. yards
'101-1,000 cu. yards
'1,001-10,000 cu. yards
'10,001-100,000 cu yards First 10,000 cu. yards
Additional for ea 10,000 cu. yards
or fraction thereof
'100,001-200,000 cu. yards
First 100,000 cu. yards
Additional for ea 10,000 cu. yards
or fraction thereof
'200,001 or more
First 200,000 cu. yards
Additional for ea 10,00 cu. yards
or fraction thereof
Additional plan review, due to changes,
additions, or revisions to approve
plans: Per Hour (Min. % hour)
GRADING PERMIT FEES:
*50 cu. yards or less
'51-100 cu. yards
'101-1,000 cu. yards
First 1,000 cu. yards
Additional for ea. 100 cu. yds.
or fraction thereof:
'1,001-10,000 cu. yards
First 1,000 cu. yards
Additional for ea. 100 cu. yds.
or fraction thereof:
'10,001-100,000 cu. yards
First 1,000 cu. yards
Additional for ea. 100 cu. yds.
or fraction thereof:
'101,000 cu. yards or more
Additional for ea. 100 cu. yds.
or fraction thereof:
$0
$15
$22
$30
$30
$15
$165
$9
$255
$4.50
$3O
$15
$22
$22.50
$1o.5o
$117
$9
$198
$4o.5o
$562.50
$22.50
$30/hr.
After hours inspection:Minimum charge (2 hrs) .
Re-inspection fees assessed under Provision
of chapter 305 (g) (UBC) $30/hr.
Inspection for which no fee is specified: (Minimum chg. ~ hr.)
Fee for authorizing additional grading under valid permit: Difference between
original and entire project.
9
-62-
SPECIAL CONTRACTOR LICENSES
Heatin.q, AC, Ventilation:
Contractor registration:
$0
Tree Surgeon: Expires April 1st
488.05 Tree surgeon (removal & treatment)
$50/yr. $150/yr.
Street Excavation:
605.15 Street excavation: Unpaved street
Macadam
Concrete or bade
$100+$500 deposit
$100+$500 deposit
$100+$500 deposit
LAND USE ADMINISTRATION FEES
(staff reports, meetings, etc.)
Property File Research Admin. Fee (non-owners)
Building Permit Deposit (to cover staff review time/non-pickup)
Minor Projects (Value less than $1,000)
Major Projects (Value more than $1,000)
Land Use Application Fee - City Staff 1 to 3 hours
More than 3 hours
Unauthorized Construction/No Permit Issued
$15.00
$100.00
$500.00
No Charge
$30.00/hr.
Double Bldg Permit Fee
SUBDIVISION & ZONING FEES
330.12 Waiver of Platting Fee
Waiver of Platting Escrow
350.475 Fence Permit
350.530 Zoning Variance
Variance escrow
350.525 Conditional Use Permit
CUP escrow
350.755 Vacation
350.1100 Wetlands Permit
350.520 Zoning Amendment
Rezoning escrow
Planned Unit Development
Site Plan Review
Commercial Site Plan Review Escrow
Preliminary Plat
Final Plat
Minor Subdivision: Lot split
Per lot over 2 lots
Park Dedication Fee:
Escrow deposit - small proj. app.
Escrow deposit - large proj. app.
$2O0
$500
$55
$200
$500
$350
$500
$350
$350
$350
$5o0
$1,700
$350
$500
$350+$15/Iot
$350+$15/Iot
$250
$15
$1,100 or 10%
$1 ,ooo
$5,000
10
-63-
365.05
492.00
493.00
Sign Permit:
Sign alteration fee: Structural
alteration, up to the 1st $1,000
Temporary Sign Permit
Containers in Right-of-Way
Portable Storage Container
UTILITIES
Water:
610.25 Service Contract Violation
610.35 Water Meter (with MXU)
5/8 x %
1
1-1¼
2
2 Hpt
3 Hpt
4 Hpt
2 tru/flo
3 tru/flo
4 tru/flo
MXU only
610.40 Water Meter Test
610.40 Remote Meter
610.45 Water gallonage rates
Service Charge
User fee
New Account Charge
On/Off at curb box (during normal
business hrs.)
On/Off at curb box (after normal
business hrs.)
Meter Installation
Meter Removal
Reconnection Fee
Sprinkler System
2 inch
4 inch
6 inch
8 inch
10 inch
12 inch
610.45 Water Trunk Area Charge (WTAC)
Water Service Connection Fee
$100
$50
$25
$50
$50
$35/upont-o
$250/meter
$275/meter
$335/meter
$455/meter
$585/meter
$635/meter
$860/meter
$1,435/meter
$1,61 O/meter
$2,170/mete r
$2,985/meter
$125 ea.
$50~est
$20/upgrade
$1.55/mo/act
$1.35/1000g.
$10
$35
Actual Cost
$17.50
$17.50
$35
$3/mo
$4/mo
$6/mo
$15/mo
$25/mo
$33/mo
$1500/unit
$240/unit
11
-64-
610.60 Water Turn-on $35/event
610.65 Plumber Violation $100/viol.
610.70 Assessment Fee $25/cert.
310.05 Master plumber registration $0
600.45 Connection to sewer, but not water $46.50/qtr.
Late fee penalty 10% additional
Treatment rates:
Residential:
10,000 gals or less $44.10min/qtr
Over 10,000 gals/1,000 gals. $2.70
Minimum quarterly charge $44.10
Note: The above minimum applies to each single family dwelling or
apartment which is in accordance with existing sewer department
poficy.
Commercial, Industrial & Multi-unit Dwellings:
3,000 gals or less $14.70/min/mo
Over 3,000 gals/1,000 gals. $2.70
Minimum monthly charge/unit $14.70
Availability charge per dwelling $44.10
Single Family Dwellinq - The sewer rate shall be based on the actual water used. Water used bu
not placed into the sanitary sewer may be deducted providing it is metered.
Two-Family Usage and Multiple Dwellina Usa_cie - It is computed on the same basis as a singk
dwelling, except that the total quarterly charges on all such properties shall not be less than th~
number o f units multiplied by the $14.70/month minimum charge per unit. Water used but no
placed into the sanitary sewer may be deducted providing it is metered.
Dwellinqs Connected to Sewer but not Connected to Municipal Water - Shall pay a quarterly rat~
of $71.40. If such users wish to pay sewer rates based on gallons of water used, they ca/
purchase a water meter from the City and have their own plumber install the meter on their well.
Availability Charge - All dwellings not connected to the sanitary sewer must pay an avaflabilitj
charge of $44.10 per quarter whether occupied or vacant.
Late Fee Penalty - For all bills not paid on or before the due date specified on the bill, a 10% lat{
fee will be added.
600.45 Sewer Availability charge(SAC) $1200/unit
(passes through to Metro Council Environmental Services Agency)
Sewer Trunk Area Charge (STAC) $1500/unit
Sewer Service Connection Fee $240/unit
600.85 Assessment Fee $25.00/cert.
12
-65-
Storm Sewer:
Single-Family or Two-family Residential
Cemeteries
Parks and Railroads
Public and Private Schools/Institutional Use
Multi-family Residential Uses
Commercial/Industrial/Warehouse Use
Churches
$5.13/Iot/qt r.
$2.1 O/acre/mo
$6.41/acre/mo
$10.71/ac/mo
$25.73/ac/mo
$43.16/a c/mo
$10.71/ac/mo
Proposed
Street Uohtin.q:
Fee per account per month
$2.00/ac/mo.
Miscellaneous Fees:
A miscellaneous fee shall be paid by the applicant for land use application expenses which the Cit)
incurs in regard to the review and processing of that application, and which exceeds the
application fee. Such expenses may include, but are not limited to, direct City payroll and
overhead costs, fees paid to consultants or professionals acting as an agent of the City, the cost ot
printing, mailing and supplies. Such miscellaneous fees shall come due immediately upon
notification by the City. The City shall provide, upon request of the applicant, a breakdown of the
various expenses incurred by the City. The City may withhold any final action on a land use
application and/or rescind prior actions until all miscellaneous fees are paid in full. The City may
request additional deposits if deemed necessary.
Adopted by the City Council this 13th day of May, 2003.
Attest: Bonnie Rifler, City Clerk
Mayor Pat Meisel
13
-66-
!
i
i
!
!
i
i
EXECUTIVE SUMMARy
City of Mound
Methodology:
This study contains the results of a telephone survey of 400 randomly selected residents of the
City of Mound. Survey responses were gathered by professional interviewers between
December 15tn, 2001 and January 3fa, 2002. The average interview took twenty-one minutes. In
general, random samples such as this yield results projectable to the entire universe of adult
Mound residents within ± 5.0 percentage points in 95 out of 100 cases.
Generally, the property tax'climate in the City o1' Mound must be considered "borderline
hostile." Fifty-one percent thought their property taxes were comparatively "about average,"
while thirty percent called them comparatively "high." In addition, six percent classified their
property taxes as "low," and fifteen percentage were "uncertain." By a marginal 42%-34%
margin, residents would favor an increase in their city property tax if it were needed to maintain
city services at their current level. Opponents tended to think reductions were unnecessary in
order to maintain services at current levels. By an overwhelming 69%-13% verdict, respondents
also opposed a reduction in city services if their property taxes could be reduced.
-67-
City Hall News and notes
' Thank you to everyone who responded to the informal survey of tit},.
priorities that ran in the Fall, 2001 issue of City Contact. More than 70
Mound residents took the time to pass on their opinions on a variety of
possible city projects and the responses are listed below. The informal survey
also included room for resident comments. If you're interested in the
comments, please contact City Hall.
No
Project Yes No Opinion
Fixing Streets 40 22 12
More frequent street cleaning 23 40 10
Resolving drain/mnoffproblems 19 40 ( 12
Buying and developing more park land 22 44 4
Upgrading existing parks 34 33 3
.A skate park 18 50 6
A better fire station 40 19 15
Downtown revitalization 54 22 3
Neighborhood clean-up 41 26 8 '
-68-
Page 1 of !
Kandis M Hanson
From:
To:
Sent:
Attach:
Subject:
"James W. Fackler" <JimFackler@cityofmound.com>
"Kandis" <KandisHanson@cityofmound.com>
Thursday, May 22, 2003 10:31 AM
Jim Fackler.vcf
Sentence to Serve
Kandis,
John Echolm (sp) who is the supervisor of Sentence to Serve returned my phone call today. He will be
sending me a information sheet on the program. I will provide you with it when it comes.
Jim Fackler
Parks Director
City of Mound
5341 Maywood Road
Mound, MN 55364
952-472-0611: Work
952-472-0620: Fax
- 69- 5/23/O3
Page 1 of 1
Kandis M Hanson
From:
To:
Sent:
Attach:
Subject:
"James W. Fackler" <JimFackler@cityofmound.com>
"Kandis" <KandisHanson@cityofmound.com>
Tuesday, May 20, 2003 12:01 PM
Jim Fackler. vcf
Lawn Service
Kandis,
I talked to Pete with Pro-Lawn and he is OK with spreading the 3 applications over 3 years.
He has already completed one application and will hold off on the rest until he hears from me.
I feel this is the best solution rather then asking for a refund. It will give the city some weed control until it can
be fully funded again.
Jim Fackler
Parks Director
City of Mound
5341 Maywood Road
Mound, MN 55364
952-472-0611: Work
952-472-0620: Fax
- 70- 5/20/03
Page 1 of 1
Kandis M Hanson,
From:
To:
Sent:
Attach:
Subject:
"James W. Fackler" <JimFackler@cityofmoUnd.com>'
"Kandis" <KandisHanson@cityofmound.com>
Tuesday, May 20, 2003 2:18 PM
Jim Fackler.vcf
Depot Income/Expence
Kandis
2002 Depot Income ........................... $4,250.00
2002 Depot Expence;
Gas ............................. $1,722,83
Electric ........................ 2,472.81
Phone .......................... 228.00
Repair .......................... 1,588.70
TOTAL = $6,012.34
Jim Fackler
Parks Director
City of Mound
5341 Maywood Road
Mound, MN 55364
952-472-0611: Work
952-472-0620: Fax
- 71 - 5/20/03
NAME
Patricia Whitman
(Gr. aduation Party)
· Carolee Baxter
(Birthday)
Rene Lafortune
(Creative Workshop)'
Joann Petersen
(Baby Shower)
Linda Princivalli
(Birthday)
Jill Carlin
(Baptism)
Jackie Jones
(Birthday)
Sandi Woytcke
(Graduation)
Gloria Yule
(Graduation)
Todd Truax
(Graduation)
Amn Pellett
(Graduation)
Lynda Hanson
(Graduation)
Patty Sullivan
(Graduation)-
DEPOT RENTAL 2002
ADDRESS
5960 Sunset Road
1405 Blair Road
4649 Island View Drive
4923 Bedford Road
2641 Setter Circle
5273 Eden Road
5430 Three Points
5924 Ridgewood Road
5990 Pddgewood Road
5958 Hillcrest Road
3124 Alexander Lane
4363 Wilshire Blvd.
-72-
DATE
02-06-02
02-22-02
02-23 -02
03-09-02
04-07-02
05-04-02
05-10-02
05-19-02
05-25-02
06-01-02'
06-08-02
06-09-02
06-10-02
TOTAL
$75.00
$75.00
$75.00
$75.00
$75.00
$75.00
$75.00
$75.00
$75.00
$75.00
$75.00
$75.00
$75.00
Delice Frolund
(Graduation)
Janet Datcn
(Graduation)
Lynette Bosma ·
(Reunion)
Chris Bermel
(Graduation)
Sharon Hutchson
(Graduation)
Iill Heath
(Birthday)
Mike McCarville
(Birthday)
Mary Loeb. rs
(Graduation)
Sally Larson
(Reunion)
Margie Saatzer
(Reunion)
Joan Dampier
(Graduation)
Dennis Johnson
(Birthday)
Jim Funk
(Business/Social)
Raearme Graham
(Graduation)
Karl Forsman
(Wedding)
4371 Wilshire Blvd.
5719 W. Main Street
5000 Shoreline Drive
5016 Jermings Road
4432 Radnor Blvd.
6240 Bartlett Blvd.
4218 West Arm Driv&
5285 Manchester Drive
5400 Three Points Blvd.
2625 Westedge Blvd.
3550 Ivy Place
2878 Halstead Lane
2940 Oaklawn
4712 Gordon Road
4926 Drummond Road
06-14-02
06-15-02
06-16-02
06-22-02
06-23-02
06-27-02
06-28 -02
06-29-02
06-30-02
07-04-02
07-06-02
07-13-02
07-16-02
07-20-02
07-21-02
$75.00
$75.00
$75.00
$75.00
$75.00
$75.00
$150.00
$100.00
$75.00
$75.00
$100.00
$75.00
$75.00
$75.00
$75.00
-73-
Dan Niccu~
(Birthday)
Cheri J°hnson
(P,.eunion)
Bob Crawford
(Family Picnic)
Adam Morris
(Groom's Dinner).
· Veto Anderson
(Reunion)
Jennifer Olson
(Birthday)
Marilyn Skelton
(Birthday)
Betty S .trong
(Reunion)
Janet Derby
(Reunion)
Heidi La Joy
(Keunion)
Peter Sullivan
(Bi~aay)
Donna Bi'own:'
(?my)
Dina Etherington
(Scrap Booking)
Bonnie I~0nrar. dy
(m~day)
Beverly Ludwig
(?my)
5093 Bartlett' Blvd.
2937 Westedge Blvd.
2210 So: Main
6029 Aspen Road
1770 BayWood Shores
2461 Commerce.BlVd.
3046 Brighton Cornrrion
1780 Hillside E'ane
2710 Hal. stead Lane
514'1 Woo~iand
1700 Shorewood Lmie
213'7 AShl~d Lan6
-74-
08-02-02
08-03-02
08-04-02
08-16-02
08-I7-02
08-18-02
08-23-02
08-25-02
08-31-02
09-08-02
09-13-02
09-27-02
i0-05-02
10-06-02
10-11-02
$75.00
$75.00
-$75.00
$75~00
$75.00
$75.00
$75.00
$75~0
$75.00
$75.00
$'75.,0'0
$75..00
$75.00,'
$75.00
$75:00
FaYe Teske
(Graduation)
Nancy Naehreiner
(Baptism)
Annette Jones
(Fatty)
Gregg Fart
(Funeral Luncheon)
Nancy Walsh
(Reunion)
Lola Rebiskig
(Farewell Party)
Carol Lien
(Party)
Mary Pauly
(Family Christmas)
Pat Lobitz
(Party)
Jack Wilson
(Lunch)
Gloria Longley
(Christmas Gathering)
Leroy Kamrath
(Christmas Party)
4936 Brighton Blvd.
6056 Cherrywood Road
5430 Three Points Blvd.
2161 Cardinal Lane
5770 Bartlett Blvd.
2174 Cedar Lane
1583 Bluebird Lane
5901 Hawthorne Road
4984 Three Points Blvd.
5600 Grandview Blvd.
P.O. Box 273
2721 Clare Lane
10-19-02
10.-20-02
10-25-02
11-24-02
11-28-02
11-30-02
12-06-02
12-15-02
12-22-02
12-25-02
12-28-02
12-29-02
$75.00
$75.00
$75.00
$75.00
$75.00~
$75.00
$75.00
$75.00
$75.00
$75.00
$75.00
.$75.00
RESIDENT TOTAL
NON-RESIDENT TOTAL
$3900.00
$ 350.00
$4250.00
-75-
MOUND WESTONKA COMMUNITY CIVIC
· AND NON-PROFIT CHARITABLE ORGANIZATIONS
NAME
Baywind Church
Calvary Memorial ChurCh
Teens For Christ
Pelican Point
Champman Place
weStonka High.S~hool
Good Shepazd Luth. Church
St. John's Lutheran Church
Boy Scouts
Little League Baseball
Cub Pack 28'5'
Northern Lights Sailing Club
Suzanne Mateffy
Mound Free Church'
Boy Scouts
Westonka Youth Basketball
ADDRESS
2313 chateau
416 S. Grove Street
2920 Pelican Point
5905 Sunnyfield Road
3745 Shoreline Drive
245't FairView La~'
1760 Resthaven Lane
5093 Bartlett Blvd.
43'70 Eneh~ted P6int
2880 Highland Blvd.
2930 Highland Court
2117 O0mm'~ee Blvd.
1760 Resthaven Lane
DATE
01-09-02
02-01-02
05-07-02
05-08-02
05-16-02
05-31-02
06-02-02
07-14-02
07-17-02
07-31-02
08-09-02
08-20-02
08-24.02,'.
09-15-02
09-28-02
10-18-02
TOTAL
Waived
Waived
Waived
Waived
Waived
Waived
Waived
walwd
Waived
Waived
Waived,' ....
Waived
WaiVed
Waived
Waived
-76-
CITY OF' MOUND, MINNESOTA
PRE'SALE REPORT
APRIL 22, 2003
Revised
Proposed Issues:
1. $3,300,000 General Obligation Improvement Bonds
2. $1,030,000 General Obligation Tax Increment Bonds
3. $1,360,000 General Obligation Water & Sewer Bonds
Purpose:
1. Financing
for public improvements assessed to MetroPlains ($600,000), 2003 Street
Reconstruction ($400,000) and land acquisition related to CSAH 15 ($2,150,000).
Partial reimbursement for prior expenditures related to redevelopment of downtown area within
TIF District 2-1.
Refunding of balance of 1993 Water and Sewer bonds to lower interest costs ($670,000) and
financing of new water and sewer projects related to downtown development ($650,000 for new
well and related improvements).
Description:
These three bond issues will provide financing principally related to downtown redevelopment.
The Improvement Bonds include financing for a project that has been completed for the MetroPlains
development including road, streetscape and utility improvements. MetroPlains has previously
agreed to be assessed for 100% of these improvements. The 2003 Road Reconstruction Improvement
will be assessed to property owners (67%) and the balance paid from debt levy. The balance of this
project includes funding for one-half of the expected cost to acquire land for the CSAH 15 relocation
and improvement. The balance of the cost will be paid by Hennepin County per a prior agreement.
The balance of the project construction cost is estimated at $1.7 million and will be financed at a
later time. The estimated cost for the debt service payment for the $2,150,000 CSAH 15 property
acquisition is expected to be about $46 annually for a home with an assessed value of $200,000.
The Tax Increment Bonds will reimburse the City_ for internal loans used to finance a variety of
activities related to the downtown redevelopment. These activities included land acquisition,
appraisals, inspections, environmental assessment, engineering, planning and financial services. The
City has spent about $2.3 million to date and will be funding a reimbursement of $1,000,000. These
funds will be used to increase the cash in the General Fund. This will not increase fund balance since
the fund balance had included the internal loan as an asset ("due from other funds"L It is projected
that the existing increment, minus the existing commitments to developers, will support issuance of
about $600,000 of bonds without an increase in the general debt levy. The additional $400,000 of
debt will increase the general debt levy by about $8.50 a home with an assessed value of $200,000.
The Water and Sewer Bonds will refinance a the balance of a 1993 issue with lower interest rates
saving an estimated $28,000 total over the remaining five years of the bonds. In addition $650,000
of new money will be issued to finance water well replacement and related improvements. The
increase in debt service required to finance the new water improvements is expected to require an
increase in water and sewer rates of about 3.5% over the term of the bonds.
Term/Call Feature: The Improvement goncls will have a term ot~ 213 years and will be callable in
2013 for bonds maturing on February 1, 2014 and thereafter. The Tax Increment Bonds will have
a term of 22 years and will be callable in 2013 for bonds maturing on February 1, 2014 and
thereafter. The Water and Sewer Bonds will have a term of 15 years and will be callable in 2009 for
bonds maturing on February 1, 2010 and thereafter.
Funding Sources: The Improvement Bonds will be funded by the assessments and general debt
levy, the TIF Bonds will be funded by the tax increment within the district and general debt levy. The
estimated impact of the both issues is $59. The Water and Sewer bonds will be paid from water and
sewer fees.
Discussion Issues: All bonds included within this report are General Obligation Bonds backed by
the full faith and credit of the City. This pledge helps improve the credit worthiness of the bonds
and reduces interest costs. The pledge does mean that if any of the revenue expected to pay the debt
service cost is not available that the city will increase the debt levy to pay the debt service. There
is risk for this increase any time the full faith and credit pledge is provided. It should be noted that
tax increment bonds are considered to be at greater risk to cover debt service because of potential
for legislative changes in tax structure and market value changes. Also related the TIF bonds is the
impact of partial reimbursement to the City's General Fund. The current fund balance of~
approximately $2 million includes an expected reimbursement of $1.3 million from TIF proceeds.
Other funds are owed an additional $1 million. The "fund" balance does not reflect "cash" balances.
In the case where funds are "owed" money the cash balance is actually less than the fund balance by
the amount of funds due. To the extent that these funds are not reimbursed (or are likely to be
reimbursed) than it may be necessary to reduce the fund balance t° reflect this fact. This reduction
in fund balance coupled with the decrease in fund balance to fund operations is likely to cause
concern for potential investors and may trigger a credit downgrade.
Schedule:
Pre-Sale Review:
Distribute Official Statement:
Conference with Rating Agency:
Bond Sale:
Estimated Closing Date:
April 22, 2003
May 1, 2003
Week of May 5, 2003
May 13, 2003
June 11, 2003
Attachments:
Sources and Uses of Funds
Proposed Debt Service Schedule
Bond Buyer Index
Resolution authorizing Ehlers to proceed with bond sale
Prepared by Ehlers & Associates, Inc.
City of Mound - Capita/Financing Issues
Refund 1993 $670,000 Minor decrease in debt Refunding these bonds will save City an
water and sewer cost. estimated $28,000 total over the next 5
bonds 2003 Issue years. Should combine with other issue to
reduce issuance costs and maximize
Current ASAP savings.
refunding
Downtown $605,000 - No impact for $605,000 if The HRA has incurred an estimated
Redevelopment $2,100,000 tax values and rates are $2,100,000 in costs related to downtown
Costs/G.O. T[F sustained for balance of redevelopment. These costs include land
Bonds 2003 Issue district term. acquisition, engineering, planning,
project management, appraisal, soil
100% tax City could issue up to studies and other related costs. These
increment-with $2.1 million. If full costs have been covered by inter-fund
risk of changes in amount issued tax impact loans. Ability to reimburse will depend
tax structure and would be $17.00 per on r'---~development finances. Given State
decertification of $100,000 value, budget issues City should consider
parcels, issuing bonds to reimburse for a portion
of these costs. Ehlers estimates that
Bonds in addition about $605,000 of debt can be supported
to $605,000 from tax increment not pledged to other
could be issued debt. Debt in addition to this amount
but would be could be issued, for a portion of the
paid from general project expenses to date but would
debt levy. increase city debt levy.
~,::. :,, : :~ :~Y ~;!,:,~ ~:~ ~ : :~:~:.:~;'i~. ~: ~:,: 4!,,,!- ~ '.i.:~, ~: :¢~: ~ :i~ ~: ~i:~'! ~ :~:;~ ;~i[~'=.:~i~,~ :,: ;~ :~;:~.~,~:~?~i,;i~' ~"~: i'~'~i;~?~i;,,!~:;~¢ ::~!'~ ~ -
CSAH/ $3,772,916 Future Issue City has sufficient MSA funds to cover
Improvement (City portion) land cost reimbursement to County.
Bonds Land purchase by County County needs to complete project design
$1,420,000 is underway. May need and develop final project estimates before
(Projected to reimburse early 2003. bonds are issued. Can issue temporary
developer Construction later 2003. bonds, if needed, until final cost is
payment) determined.
$66,400
(Projected
assessed to
owners)
$5,259,316
(Total)
Sanitary $200,000 Undetermined Required for city portion of lift station
sewer/Sewer relocation. MetroWaste has not yet
Bonds resolved lift station relocation and costs.
Probably can be tied to CSAH 15 project.
Page 3 of 4C:\DoCUmentS and Settings\Bonnie Rifler\Local Settine~_T~.mporary Internet Files\COntent.tE5\6DTM72PG\financing optiOns.3,28.03
2OO0
ACTUAL
2001 2002 2003 2003
ACTUAL APPROVED REQUESTED PROPOSED
REVENUE
GENERAL PROPERTY TAXES
INTERGOVERNMENTAL REVENUE
LICENSES
NON-BUSINESS LICENSES &
PERMITS
GENERAL GOVT. CHARGES
OTHER REVENUE
INTERFUNDTRANSFERS/BONDS
TOTAL REVENUE
EXPENDITURES
CITY COUNCIL
PROMOTIONS
CABLE T.V.
CITY MANAGER/CLERK
ELECTIONS & REGISTRATION
ASSESSING
FINANCE
COMPUTER
LEGAL
POLICE
EMERGENCY PREPAREDNESS
PLANNING & INSPECTION
STREET
CITY RETAINING WALLS
CITY HALL BLDG & SRVS
PARKS
RECREATION
CONTINGENCIES
TRANSFERS
1,399,902 1,480,196 2,253,520 2,297,070 2,297,070 1.93%
973,702 963,197 461,130 502,930 502,930 9.06%
3,515 7,425 6,300 6,930 6,930 10.00%
172,768 283,962 188,450 263,250 263,250
142,708 152,926 137,550 180,340 180,340
255,264 344,469 255,400 242,650 242,650
59,650 490,432 141,000 14,000 14,000
31007,509
39~69%
31.11%
-4.99%
-90.07%
3,722,607 3,443,350 3,507,170 3,507,170 1.85%
98,495 80,944 79,280 77,920 75,990
4,000 4,000 0 7,500 3,750
30,198 60,059 48,000 50,000 50,000
206,824 202,360 235,100 266,850 257,150
10,418 179 11,030 1,080 1,080
71,391 78,159 79,700 79,630 79,630
180,731 188,326 201,260 215,550 215,100
13,360 77,830 28,250 28,640 28,640
121,546 117,985 122,000 135,550 135,550
1,018,485 1,072,927 1,164,600 1,392,200 1,260,850
9,355 9,347 6,780 32,130 7,130
249,839 289,229 266,030 296,510 270,010
559,904 545,041 576,610 1,047,950 671,450
0 0 25,470 0 0
68,304 129,807 89,110 742,150 172,650
205,647 224,384 322,240 594,390 361,130
39,570 42,260 0 0 0
256,972 66,649 60,860 44,290 44,290
166,120 206,740 207,840 244,390 203,350
-4.15%
ERR
4.17%
9.38%
-90.21%
-0.09%
6.88%
1.38%
11.11%
8.26%
5.16%
1.50%
16.45%
-100.00%
93.75%
12.07%
ERR
-27.23%
-2.16%
TOTAL EXPENDITURES
INCREASE (DECREASE)
FUND BALANCE, JANUARY 1
ADJUSTMENT TO AUDIT
FUND BALANCE, DECEMBER 31
FUND BALANCE AS A PERCENTAGE
OF EXPENDITURES:
3,311,159 3,396,226 3,524,160 5,256,730
(303,650) 326,381 (80,810) (1,749,560)
1,191,456 878,058 717,380 1,107,300
(9,748) (16,332)
878,058 1,188,107 636,570 (642,260)
3.837.750 8.90%
(330,580) 309.08%
54.35%
776,720 22.02%
26.52% 34.98% 18.06% -12.22% 20.24%
NOTE: UNDESIGNATED ONLY IS PART OF FUND BALANCE.
REVENUE
GENERAL PROPERTY TAXES
INTERGOVERNMENTAL REVENUE
LICENSES
NON-BUSINESS LICENSES &
PERMITS
GENERAL GOVT. CHARGES
OTHER REVENUE
INTERFUND TRANSFERS/BONDS
TOTAL REVENUE
EXPENDITURES
CITY COUNCIL
PROMOTIONS
CABLE T.V.
CITY MANAGER/CLERK
ELECTIONS & REGISTRATION
ASSESSING
FINANCE
COMPUTER
LEGAL
POLICE
EMERGENCY PREPAREDNESS
PLANNING & INSPECTION
STREET
CITY RETAINING WALLS
CITY HALL BLDG & SRVS
PARKS
RECREATION
CONTINGENCIES
TRANSFERS
2000
ACTUAL
2001 2002 2003 2003
ACTUAL APPROVED REQUESTED PROPOSED
1,399,902 1,480,196 2,253,520 2,297,070 2,297,070 1.93%
973,702 963,197 461,130 502,930 502,930 9.06%
3,515 7,425 6,300 6,930 6,930 10.00%
172,768 283,962 188,450 263,250 263,250
142,708 152,926 137,550 180,340 180,340
255,264 344,469 255,400 242,650 242,650
59,650 490,432 141,000 14,000 14,000
3,007,509 3,722,607 3,443,350 3.507.170 3,507,170
98,495 80,944 79,280 77,920 75,990
4,000 4,000 0 7,500 3,750
30,198 60,059 48,000 50,000 50,000
206,824 202,360 235,100 266,850 257,150
10,418 179 11,030 1,080 1,080
71,391 78,159 79,700 79,630 79,630
180,731 188,326 201,260 215,550 215,100
13,360 77,830 28,250 28,640 28,640
121,546 117,985 122,000 135,550 135,550
1,018,485 1,072,927 1,164,600 1,392,200 1,260,850
9,355 9,347 6,780 32,130 7,130
249,839 289,229 266,030 296,510 270,010
559,904 545,041 576,610 1,047,950 671,450
0 0 25,470 0 0
68,304 129,807 89,110 742,150 172,650
205,647 224,384 322,240 594,390 361,130
39,570 42,260 0 0 0
256,972 66,649 60,860 44,290 44,290
166,120 206,740 207,840 244,390 203,350
39.69%
31.11%
-4.99%
-90.07%
1.85%
-4.15%
ERR
4.17%
9.38%
-90.21%
-0.09%
6.88%
1.38%
11.11%
8.26%
5.16%
1.50%
16.45%
-100.00%
93.75%
12.07%
ERR
-27.23%
-2.16%
TOTAL EXPENDITURES
INCREASE (DECREASE)
t/// FUND BALANCE, JANUARY 1
ADJUSTMENT TO AUDIT
FUND BALANCE, DECEMBER 31
FUND BALANCE AS A PERCENTAGE
OF EXPENDITURES:
3,311,159
(303,650)
1,191,456
{9,748)
878,058
26.52%
3,396,226
326,381
878,O58
(16,332)
1,188.107
34.98%
3,524,160
(80,810)
717,380
636,570
18.06%
5,256,730 3,837,750 8.90%
(1,749,560) (330,580) 309.08%
1,107,300 ~ 113.72%
(642.260~ 1,202,593 88.92%
-12.22%
31.34%
NOTE: UNDESIGNATED ONLY IS PART OF FUND BALANCE.
<
bW~W~W~WW~ooooo~o~W~WW~
000~~0000~0000000000~
~0~~00~00000~0~0~0~
000000000000000000000000000
00000~0000000000000~00~0~
,0
· Z
City of Mound
Interfund Receivable and Payable
Dec. 31, 2002
TIF t-2
TIF 1-2 Due to Other Funds (p. 22):
Due to General Fund (p.33)
Due to Water Fund (p.63)
Due to Sewer Fund (p. 66) *
Total Due (p. 51)
1,306,104
450,000
257,000
2,013,104
* Due from TIF 1-2 and Other Funds.
Note: The interfund due to/due from are temporary cash advances
for reporting only. They are booked at the end of the year
and reversed at the beginning of the following year.
!
!
!
I
I
!
Note 3:
CITY OF MOUND, MINNESOTA
NOTES TO FINANCIAL STATEMENTS
DECEMBER 31, 2002
DETAILED NOTES ON ACCOUNTS - CONTINUED
The following is a summary of proprietary fund type fixed assets at December 31, 2002:
HRA
Storm Public
Liquor Water Sewer Water Housing
Total
$ 7,893 $ $ 179,973$ $ 187,866
Land $
Production, distribution,
collection and
treatment facilities 667,150 2,848,275 4,065,776 396,528 7,977,729
Building . 2,168,499 2,168,499
Equipment 60,040 319,655 1,411,766 57,279 1,848,740
Leasehold
improvements 16,893 16,893
Total 744,083 3,175,823 5,477,542 576,501 2,225,778 12,199,727
Accumulated
depreciation (55,274) (1,437,254) (2,517,309) (1,614,386) (5,624,223)
Net $ 688,809 $ 1.738:569 $ 2.960,233 $ 576,501 $ 611,392 $ 6,575:504
Interfund Receivables and Payables
The HRA has a September 30 year end. Some of the interfund balances were settled after September 30, 2002
and before December 31, 2002. The following reconciled interfund balances as of December 31, 2002.
Receivable Fund Payable Fund Amount
General TIF 1-2 $ 1,306,104\
Water TIF 1-2 450,000 ~.
Sewer TIF 1-2 257,000f
Cemetery 5,000
G.O. Bonds 2001C 40,000
Commerce Place Tax Increment 168,000
HRA HRA Public Housing 90,000
HRA Public Housing HRA 910
Total due from other funds
2,317,014
Other amounts shown as due to other funds on HRA September 30, 2002 balances, but settled before
December 31, 2002:
2002 HRA Revenue Bonds 950
2002 HRA Public Safety Building 321,687
Total due to other funds
$ 2,639.651
-22-
CITY OF MOUND
RESOLUTION NO. 02-20
COPY
RESOLUTION RELATING TO TAX INCREMENT FINANCING
WHEREAS, the Tax Increment Law as amended in 2001 authorizes interfund advances
or loans to be repaid from tax increments, but requires that they first be approved by
resolution of the governing body before money is transferred, advanced or spent, and that
the terms and conditions for repayment be provided in writing and include, at a minimum,
the principal amount, the interest rate, and maximum term; and
WHEREAS, the City of Mound, Minnesota (the 'City') and the Mound HRA ('the
Authority') are beginning to incur expenditures for the TIF Districts created by the
Authority/City for the Mound Downtown Area, TIF District 1-1 and 1-2.
NOW, THEREFORE BE IT RESOLVED by the City Council of the City of Mound,
Minnesota, as follows:
Interfund Loan. An interfund loan (the "Loan") shall be made from the City's General
Fund to the Tax Increment funds for the purpose of cash flow with respect to the TIF
Districts. The Loan shall be repaid from tax increments or from the proceeds of tax
increment bondS; provided that later proceedings may provide a priority of payment for
the Loan if it is repaid directly from tax increments,
2. Terms. The Loan shall be in the amount of $5,000,000. The Loan shall bear interest at
the rate of 6%. The Loan shall have a maximum term of 10 years, unless such term
shall be extended by later resolution; provided that later proceedings when other uses
of tax increments are known may provide more specific payment or prepayment timing
for the principal of the Loan and interest thereon.
3. Note The Loan shall not be evidenced by any note or writing other than this resolution.
The foregoing resolution was moved by Councilmember Hanus and seconded by
Councilmember Brown.
The following voted in the affirmative: Brown, Hanus, Meisel, Osmek and Meyer.
The following voted in the negative: None.
Adopted by the City Council this 22n~ day of January, 2002.
~.~.6~.~ /~/~.&~4.~' Mayor Pat Meisel
Attest: Bonnie Ritter, City Clerk