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2004-03-30PLEASE TURN OFF ALL CELL PHONES & PAGERS IN COUNCIL CHAMBERS. AGENDA ~ ~ ~'~~ MOUND CITY COUNCIL ANNUAL REPORTS WORKSHOP TUESDAY, MARCH 30, 2004 - 6:30 PM MOUND CITY COUNCIL CHAMBERS OPEN MEETING DEPARTMENT HEAD ANNUAL REPORTS A. POLICE DEPARTMENT - POLICE CHIEF JIM KURTZ B. FIRE DEPARTMENT - FIRE CHIEF GREG PEDERSON C. FINANCE DEPARTMENT - FINANCE DIRECTOR GINO BUSINARO D. CITY CLERK'S DEPARTMENT - CITY CLERK BONNIE RITTER E. COMMUNITY DEVELOPMENT - COMMUNITY DEVELOPMENT DIR SARAH SMITH F. PUBLIC WORKS - PUBLIC WORKS DIRECTOR CARLTON MOORE 1. STREETS AND UTILITIES - PUBLIC WORKS SUPT REG SKINNER 2. PARKS DEPARTMENT - PARKS/DOCKS SUPT JIM FACKLER G. ' LIQUOR STORE - MANAGER JOHN COLOTTI ADJOURN Page 1-38 39-52 53-55 56-62 63 -64 65-67 68-87 88-92 Mound Fire Department 2003 Annual Report 2003 Annual Report Overview and Highlights This summary provides a general overview of the Mound Fire department highlights and key activities for the year 2003. The information provided in the details of this 2003 annual report for Mound Fire department, supports the highlights emphasized in this summary. The detailed information in this report is provided to support the overview, and help answer any questions you may have. Please contact me if you have any other questions or comments. Introduction and Overview The year 2003 was a very taxing year for the Mound Fire department. This past year was like none other for MFD. While fire and rescue call activity was at a lower than normal level, every other aspect of the fire department activities were heightened. The leaders, as well as the firefighters of MFD have truly given their life blood to the organization this past year. As you will see within this report, the ongoing activities and the many important accomplishments of the Mound Fire department for this past year have been truly extraordinary. The department as a hole has taken great strides forward in 2003. It is the goal of the Mound Fire department to continue this trend of excellence in 2004. This annual report will focus primarily on the critical components necessary to meet the ever changing needs of the fire service. These critical components are organization resources, apparatus and equipment, facilities, and budgets (financial support). I consider the list of items that follows to he significant accomplishments for MFD in 2003. Organization and Human Resources The Mound Fire department considers its firefighters to be far and away the most important component of the organization. The people are the most critical part, and the one element which establishes the solid foundation for the fire department success. Without a substantial number of high quality people (human resources) that are dedicated and well trained, the fire department may become only a nm of the mill organization. The Mound Fire department continues to maintain the highest level of active firefighter membership (37) as approved by the city of Mound. This membership level is a unique situation, as many other volunteer fire departments do not have the same opulence. Our organization, membership, staffing, dedication and training continue to be strong! The following points about organizational resources are supported by the documentation and graphs included in the pages that follow (please refer to graphs and charts): Our fire department membership is better trained and more diversified than ever before. All of our members are 100% certified firefighter I and first responder. This is 1005 certification is a first for MFD, a feat that was completed in 2003. Our in house training hours reached an all time high this year of 3,276 hours. 1 Our firefighters are more diversified in all aspects of emergency response training including 2003 focus on HazMat, 800 MHz radio training, and pump operations. Although fire and rescue calls are at a slightly lower level than in previous years, activity level is still very hish and demanding with a total of 10,336 hours. MFD firefighters worked more maintenance time this year than in any year in the recent past, for a total of 1,577 hours, which included moving a complete fire department and station operation, twice. The firefighters operated very effectively out of a less than adequate and inefficient facility for 11 months, without a glitch. · Our fire department yearly "response average" per member for 2003 is very high at 49%. This means, on the average, each member responds to about one half of the annual call. We average 19 firefighters responding to each call. · Our command and organizational structure is simple but solid. We are organized in four companies and follow a well understood "Chain-of-Command" structure. Our people are our strongest and most important resource. I believe we need to continue to build on this solid foundation for the future. Atmaratu$ ,and Equipment Our fire department apparatus and equipment is another critical component. The tools and equipment that we need to do the job are more important than ever before. The changes in firefighter "calls for service" and job duties over the last 25 years has required fire departments to become much more diversified, thus requiring more apparatus, tools, and equipment. The needs for various types of apparatus and equipment are greater than ever before in the history of the fire service. Some key items to highlight for 2003 are: · We took delivery of a new 2003 Saulsbury Pumper truck in May of 2003. This is a very practical truck and an incredible value at a price of $266,400. While this is a substantial amount of money, it is a very reasonable price for a fire pumper. · Mound fire was fommate enough to receive a free "Life Safety Unit" HazMat trailer through the Minnesota Department of Public Safety and Hennepin County Emergency Preparedness. This grant included a well equipped HazMat trailer with various mitigation supplies at a value of over $40,000. · Mound fire and police received a $30,800 grant for 800 MHz radios from the Metropolitan Radio Board. With this grant money, base radios, mobile radio command systems, portable radios, and accessories were purchased. This is another example of improved capabilities and interoperability among city departments and county agencies. · We were able to greatly enhance our basic HazMat tools and supplies throughout the year through purchases and grants. This greatly improved our capabilities and available resources to respond to a HazMat incident or spill. · Unfortunately, our fleet of apparatus required an extremely high amount of repairs in 2003. These repair and complex maintenance items are, for the most part unpredictable. Several fire apparatus failed annual pump tests, some needed safety repairs and body work. The result was a disastrous equipment repair budget for 2 2003. This equipment must work properly, so options are very limited (refer to budget section). These are good sound investments for the future. Our apparatus and equipment replacement plan continues to support our needs very adequately. I have included in this report is a spreadsheet that provides detail regarding the current condition of our existing apparatus. Also, I have included a spreadsheet showing a couple of options for a 15 year apparatus and equipment replacement plan. This type of replacement program works very well and does not create budget surprises. The year 2003 was an incredible year for the fire department with regard to our facility improvement. All of the highlights of the facility project are likely too many to mention. A few of the key ones are as follows: As a team we have designed and built a 50 year public safety building that is efficient, comfortable, very functional, and cost effective. · All the work on the building was done on this facility in a very timely manner. The construction timeline from start to finish was a mere 10 months. · Importantly, this project met our established budget goals and we were able to add several "Add Alternates" along the way to further enhance the facility. The finances were watched closely and spent wisely all through the project. · The public safety facility has the space and accommodations needed for both the fire and police departments. The amenities, technological infrastructure, and components are designed and built for today and the furore. · A public safety facility with police, fire, and an emergency operations center under one roof is recognized as a contemporary concept for a city. The shared space concept and daily interaction between police and fire is a cost conscious and effective initiative. · The total cost of this facility is high, but the facility was designed and built very cost efficiently, resulting in a "Great Value" for the citizens and tax payers. In the long run'this will be recognized as a wise decision. · The attractive bond rating (by Moody's) of A3 given to the city of Mound resulting in low interest rate of 4.68%. This interest rate saved Mound residents (and other cities) a substantial amount of money over the 20 year bonds. There will likely never be a better time to build a public safety facility than in 2003. · Construction of the public safety facility is good for all the departments within the city, and will improve work space for many. This facility is a key element in the redevelopment of the city of Mound. Finances and Budget The Mound Fire department expenses have come in under budget for at least the last ten years. The ever tightening budgets and several unexpected expenses this year will break that streak. The Mound Fire department expenses are over budget in 2003. 3 ~, ,I ,1, ,J ,, , ,il J, i .... Ill ~ Jill Fortunately, we have a reserve and equipment replacement fund to fall back on for 2003. There are several abnormal and unexpected expenses that have had a negative impact on the MFD budget for 2003. The staff and firefighter payroll expenses are slightly under budget for 2003 .The payroll budget is not an issue. Several key budget and expenses items that had negative impact on the budget are as follows: * Costs accumulated and associated with the investigation to cleanup the WAFTA site were unexpected and unbudgeted for 2003. The cost for 2003 was $6000. * Legal expenses associated with the Minnetrsista fire agreement totaling $3750 were not in the budget. Minnetrista is expected to reimburse the Mound fire budget for a portion of these legal fees. * Apparatus repairs for pumper problems, vehicle safety, and body repairs were much higher than anticipated. The amount of these expenses was more than $10,000 over budget the original budget. · Firefighter special certified training costs were nearly $10,000 for apparatus operator and HazMat classes. These expenses were necessary, but exceeded our budget by approximately $5,000. · Expenses related to the new county wide 800MHz radio system were more than expected and exceeded the budget by $4,700. These costs included higher than anticipated radio install costs and lease costs. · The most significant category to impact the 2003 budget is operating supplies. With the delivery of the new Saulsbury pumper truck, we needed to adequately equip this truck. The cost to provide hose, nozzles, exhaust fans, and other miscellaneous equipment was $20,175. These funds could have been justifiably charged to the apparatus replacement fund, but were not. · In general, the 2003 expenses exceeded the budget by approximately $30,410. The fire reserve fund balance at the beginning of 2003 was $196,510. The final payment made on the Saulsbury pumper of $116,350 and other expenses over budget for 2003 totaled $146,760, which will be covered by the reserve fund balance. Summar~ The year 2003 was a time of amazing progress and improvement for the Mound Fire department. Many of the components that make a fire department successful have been substantially improved in 2003. Our personnel, apparatus, and equipment have been maintained as our key strong parts. We have upgraded our facility to meet a standard that will support the department needs for many, many years. We thank our city officials, staff, and citizens for their continued support. Respectfully submitted, Greg Pederson, Fire Chief 3/10/04 4 Organization and Human Resources -6- imm Fire Officers & Companies Engine ¢o. :% Engine Co. 2 Capt. 15 Lt. 12 ben Gredy bennis Woytcke C~pt. 12 Lt. 15 Rick Williams Matt Hentges Ran 5tallman Kevin Grady Paul Henry Bob Crawford Rich Rogers ,Tim Casey *Mike Palm Ed Vanecek John berson Roger Kryck Pat Henley Tony Myers Rescue Co. I Ladder Co. I Capt. 14 Lt. 11 Kevin 5ipprell Tim Palm Capt. 11 Lt. 14 Greg Palm Chris Pounder Paul Babb ~Tason Maas Bruce Gustafson Matt Jakubik barren Poikonen Kevin Flaig Kris Forsman Scot Alden Brian Berent Rod Stevens Richard Todd Steve Henkels Mike McCarville Nathan Bostrom Chief Chief &rag Pederson .Tell Andersen Training Officer: Fire Marshal: Matt ~Takubik Mike Palm (*maintenance group only) -9- Chain ,Of Command Chief [ Chief 2 Captain 11 Captain 12 Captain 14 Captain 15 Lieutenant 11 Lieutenant Lieutenant 14 Lieutenant 1§ Most Senior Firefighter Fire Marshall Fire Marshall Safety Officer Greg Pederson ,Teff Andersen Greg Palm Rick Williams Kevin 5ipprell Dan ~rady Tim Palm Dennis Woytcke Chris Pounder Matt Hentges Mike Palm Tim Palm Fire Marshal or as Designated by -10- ,t m , iii ., ill IL,ill ~FI:::) Boord for 200~ Fire Chief Asst. Chief Secretary Treasurer Board Member Board Member Board Member Greg Pederson Jeff Andersen Rick Williams Ran Stallmon Greg Palm Kevin Grady Tony Myers Relief Association Officers 2004 President Vice President Secretary Treasurer Board Member Board Member Board Member barren PoJkonen Jeff Andersen Kevin Grady Paul Bobb Ran $tallman 5teve Erickson Greg Pederson MFD Auxiliary Officers 2004 President Vice President Treasurer 5ecre,ary Candy Woytcke Lindo Flaig Vickie Pederson Z/28/03 -11- MOUND FIRE DEPARTMENT Seniority List NAME GREG PEDERSON MIKE PALM JEFF ANDERSEN RICK WILLIAMS GREG PALM RON STALLMAN KEVIN GRADY PAUL HENRY TIM PALM KEVIN SIPPRELL DAN GRADY EDDIE VANECEK DENNIS WOYTCKE PAUL BABB CHRIS POUNDER BOB CRAWFORD JASON MAAS JOHN LARSON RICH ROGERS ROGER KRYCK BRUCE GUSTAFSON MATT HENTGES MATT JAKUBiK PAT HANLEY TONY MYERS DARREN POIKONEN KEVIN FLAIG BRIAN BERENT SCOTT ALDEN KRIS FORSMAN ROD STEVENS RICHARD TODD STEVEN HENKELS JIM CASEY MIKE MCCARVILLE NATHAN BOSTROM START DATE EQUIP. 2/3/1975 18 6/4/1979 16 9/22/1980 31 11/7/1983 22 2/6/1984 15 1/5/1987 21 6/6/1988 10 5/1/1989 13 5/1/1989 17 3/5/1990 20 1 2/3/1990 9 11/4/1991 34 3/2/1992 24 9/13/1993 28 9/13/1993 36 3/21/1994 6 5/2/1994 32 3/6/1995 5 10/16/1995 19 1 2/4/1995 27 2/5/1996 11 5/6/1996 14 11/17/1997 37 5/4/1998 12 5/4/1998 33 12/19/1998 30 4/19/1999 7 412412000 1 4/24~20O0 26 4~24/200O 25 10/14/2000 8 10/14/2000 29 9/10/2001 2 11/4/2002 4 1/6/2003 35 5/22/2003 3 Over 20 years 15 - 20 years 10 - 15 years 5 - 10 years Under 5 years MFD Active List.xls -12- I.I.,I Z Mound Fire Department Firefighter Participation and Response Summary January - December 2003 I Fireflghter Name I Job Class I Fire-Rescue Response I % ,I Dept. Rank/ Berent, Brian Firefighter 390/523 75% 1 Andersen, Jeff Myers, Tony Pederson, Greg Todd, Rick Gustafson, Bruce Larson, John Rogers, Rich Hentges, Matt Henkels, Steve McCarville, Mike Palm, Greg Flaig, Kevin Forsman, Kris Crawford, Bob Palm, Tim Palm, Mike Henry, Paul Kryck, Roger Sipprell, Kevin Maas, Jason Williams, Rick Bostrom, Nathan Stevens, Rod Casey, Jim Hanley, Pat Woytcke, Dennis Grady, Kevin Grady, Dan Alden, Scot Poikonen, Darren Stallman, Ron Jakubik, Matt Babb, Paul Vanecek, Ed Pounder, Chris Asst. Chief 3951534 74% Firefighter 3601523 69% Fire Chief 3651534 68% Firefighter 336/511 66% Firefighter 323~523 62% Firefighter 312~525 59% F irefighter 307/516 59% Lieutenant 15 3031519 58% F irefighter 306/534 57% Probationary 299~525 57% Captain 11 271/505 54% F irefighter 269~507 53% Firefighter 2711520 52% Firefighter 2711534 51% Lieutenant 11 2611532 49% Fire Marshal 251 ~530 47% Firefighter 233/511 46% Firefighter 242/534 45% Captain 14 2361534 44% Firefighter 2321525 44% Captain 12 231/526 44% Probationary 155/352 44% Firefighter 227~523 43% Firefighter 222/534 42% Firefighter 217/517 42% Lieutenant 12 212/518 41% Firefighter 212~524 40% Captain 15 208~530 39% Firefighter 1751447 39% Firefighter 1941516 38% Firefighter 1991534 37% Training Officer 1901513 37% Firefighter 190/531 36% Firefighter 1801524 34% Lieutenant 14 161/473 34% 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 2O 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 -14- .c: .c: E 0 0 ~noH 0 -16- ~nOH cc) -17- Apparatus and Equipment MOUND FIRE DEPARTMENT Apparatus and Equipment Unit Number #11 #16 #17 #18 #19 #22 #24 #25 # 26 Gpm -- gallons per minute Description of Apparatus 1969 Mack Pumper Waterous 2 stage pump 1954 Dodge Grass Rig 4 x 4, FMC Bean pump 1981 Sutphen Aerial Ladder 100', Hale single stage pump 1984 Ford Pumper Waterous 2 stage pump 1987 Chevrolet Rescue 4 Wheel drive 1990 E-One Utility & Heavy Equipment Command vehicle 1996 Freightliner Pumper Waterous single stage pump w/Class A foam 1973 Mack Tanker Waterous single stage pump 1999 Ford F 250 Crew Rescue Cab -19- Special Equipment 1000 GPM* pump 1000 gal. H2o tank 10 GPM* pump 200 gal. H2o tank 1500 GPM* pump 300 gal. H2o tank 100 ft Ladder 1250 GPM* pump 1000 gal. H2o tank Automatic External Defibrilator, Basic EMS Extrication Tools Cascade Air System 20 KW Harrison generator, scene lighting system 1250 GPM* pump 750 gal. H2o tank 30 gal. foam tank 250 GPM* pump 2000 gal. H2o tank 2500 gal. drop tank First Aid Basic EMS # 27 # 28 # 29 #30 #31 Gamma Goat Grass Rig 6 x 6, Twin II single stage pump 2001 19' Silver Wolf Fire Rescue Boat w/ 150 H.P. Mercury Outboard 2003 Salisbury Pumper Hale single stage pump w/Class A foam 2003 Pace American 8'x16' enclosed Haz Mat Trailer wi spill response booms and equipment 1992 Ford Crown Victoria Fire Car 15 GPM* pump 300 gal. H2o tank 300 GPM* floating portable pump side dive rescue door 1500 GPM* pump 765 gal. H2o tank 5 KVV Honda EM- 5000S generator Gas and air monitoring Detection Equipment A,B,C protection suits Basic Duty Officer vehicle w/800 Mhz radio Updated 3/09/04 Gpm = gallons per minute -20- ~ el~~d~~~~ ~ ~ elooooooooooooooo ~ ~10 0 0 0 0 0 0 0 0 0 0 0 0 0 0 o ~ ClOOOOOOOOOoooooo o 1oooooooo~oo~oo~ ioooooooooooooo8 C~ .......................... 00~ I ~1 0 0 0 0 0 , , .... i~ ~,~' 'o'~'.'~'o o oo'~ ' 000000000000000 000000000000 O00 000000000000000 /ooooooooooooooo ~ ~ 0 0 0 0 0 0 0 0 0 ~ 0 0 0 0 0 ~ ~il ='- ~ E, ~ ~- ooooooooooo z ~ ~ o o ~ ~ o o . -22- ILl MOUND FIRE DEPARTMENT SPECIAL EQUIPMENT 800 MHz Portable handheld Motorola radios (15) 1993 Zodiac Boat - water and ice rescue · Halmatro Extracation - Jaws of life tool · Cairns IRIS 2, Helmet mounted thermal imaging system · Biosystems Phd-lite handheld four gas detector · Raytek Raynger ST4 handheld heat detector · Automated External Defibrillators-AED (2) · 1930 Diamond T Pumper (not in service) MFD Training · Firefighter I training (recruit must complete Firefighter I within first year) · First Responder training (recruit must complete within first year) · Self-Contained Breathing Apparatus Training (within first year) · Ongoing special training (I.e. Haz Mat training, water and ice rescue) · Ridgeview Business Health maintains department OSHA and NFPA required physical health survey and standards · Internal training - bi-monthly drills in house · State sponsored MNSCU firefighter training · NFPA and OSHA mandated training Updated 3109104 -23- Facility -24- M0~ld, MN ~/t2/'2004 Funding 8ourc~ Lea~e R~ver~m ~ ~ PmJ~t Funds HRACor~ concepcion c.~. HRA Ib~13lndltuml City Road & ~ Fe~ (SAC) ~ T~ FFE Tl~ne By, em Unoomm~ted Fund. Totll Budget Work Sheet Recommended Mar ludget Meeting ~003 November 200~ 12,47a 237,522 Budget Me~ing January 2004 12,478 12,471~ 237,522 Re~mer~ a~e~l~n 237,~22 2~O,000 ~et aat~e f~' comt~c~lofl 2~0,000 30,000 4.5,443 ~,~,o~ I (:',, s,"",~ I 8EH 371,2~0 38~,7~0 8EH 516,429 6'EH 30,600 11,000 SEH ~EH 2~,000 ~0,000 SEH CI~ of Mou~I 30,000 7~ MFRA Fee to 5/1/03 3,000 ~ 2,000 2,000 Kennedy (3mv~ 6,107 3,000 3,000 ENerl 16,~ MCE8 2,400 2,400 City 1,276 am~ 8,300 9,381 Amco~ MF"I~ 8,000 8,000 City 9,51~ TO be Bid 30,000 30,000 Atncon/Ctty 27,304 47,~80 47,M0 City 8,000 8,000 C~ In Cor,~A~l~ Co~t 0 0 Amcon lubdotale ~,t~2 ~65,67Q To be I~ 14,400 14,400 City 36,6'/'0 TOI~ bid 17,200 17,200 To bt bid 8,700 8,700 Cflty 34,609 To be I~d 7,~00 7,600 City 2935 To be bid 2,S00 2,~00 City 3,680 lubdotalm 4,631,968 37,200 10,230 0 2~0,000 106,418 (e0,7~4) ~,003,~0 ~t" II Amc~ t~3,825 4,42~,804 0 64,668 8~,273 425 28,130 4,000 t28,~00 ~0,230 31,78~ In Bull~lng Hlrd CMtl 4,g4t,2~ -~4-~-~-~- ~ Amcon CM Tobib~ Ntlmlte #1 lub.lotlll Tot'lll (Fund Iho~ligl) ~, 4,~0~,240 AMCON -25- Finances and Budget -27- MOUND FIRE DEPARTMENT 5 YEAR BUDGET FORECAST - OPERATIONS 2002 - 2006 Code N~,v Co~e Description 2002 2003 2--n0~. 2005 2006 ' .~.'c.~;- Dept. 1000 101 Fire Chief/Inspect~' $ 41~300.00 $ 91~040.00 $ 62~310.00 $' 67,600.00 $ 68~600.00 1000 101 Admi~;~;,~ve Secretary $ $ 28,400.00 $ 29~200.00 $ 30,200.00 42260 1440 121 FICA/PERA $ 161140.00 $ 19,980.00 $ 181720.00 $ 20,050.00 $ 20,800.00 42260 1510 131 HOSP/DENTAL $ 6~790.00 $ 4~460.00 $ 12,560.00 $ 15,055.00 $ 15,514.00 42260 l.~n 134 LIFE INS./DISABILITY $ 110.00 $ 150.00 $ 460.00 $ 220.00 $ 240.00 42250 136 Pcat Re~e~,-,mt $ $ 270.00 $ g~0.00 $ 320.00 $ 340.00 42260 3600 151 Worker's.Cc,-~p. Ins. $ 21,060.00 $ 23,170.00 $ 25,490.00 $ 25,000.00 $ 26r000.00 42260 1370 170 Officers Pay $ 35,400.00 $ 7,200.00 $ 11~400.00 $ 11,400.00 $ 11,400.00 42260 1380 180 Drill Pay $ 8,_;~__.00 $ 8,_~_3.00 $ 9,770.00 $ 9,768.00 $ 10,656.00 42260 185 Ma;r,;~=nce Pay $ 16,000.00 $ 12,(XX).00 $ 16,000.00 $ 16,000.00 42260 1390 190 Monthly Salaries $ 87~730.00 $ 92,760.00 $ 75,000.00 $ 83,200.00 $ 87,300.00 2100 200 OffceSuppty $ 1,500.00 $ 1~600.00 $ 1~700.00 $ lr700.00 $ 1,800.00 2140 202 Copy Machine & Fees $ 480.00 $ 480.00 $ 600.00 $ 600.00 $ 720.00 4175 205 Computer Software $ 600.00 $ 600.00 $ 720.00 $ 720.00 $ 720.00 42260 /-zuu 210 Opei,;;-gSupplies $ 22~800.00 $ 22,800.00 $ 21,600.00 $ 23,400.00 $ 24~000.00 42260 2210 212 Mo;,:, Fue. ls $ 4,500.00 $, 4,200.00 $ 4,000.00 $ 4,200.00 $ 4,400.00 2230 216 Clser~n~ Sul~;!~-~. $ 600.00 $ 600.,00 $ 720.00 $ 780.00 $ 840.00 47Zz~J 2280 217 FimPrever,~on(Firelr~pac~or) $ 2~400.00 $ 2,400.00 $ 1,200.00 $ 2~700.00 $ 2,700.00 42260 .... ;4z{u 219 S=;=¥Supplies $ 9,000.00 $ %000.00 $ 7~680.00 $ 10,000.00 $ 10,000.00 42260 .... 3100 300 Profess;onal Services $ 1,_'2_r~_.00 $ 1,200.00 $ 2,450.00 $ 1,440.00 $ lr440.00 42260 3130 301 Audit/F~nancial $ 2,080.00 $ 2~140.00 $ 2r250.00 $ 2,200.00 $ 2,200.00 42260 3140 305 Medical Services $ 2,400.00 $ 2~400.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 42260 3105 307 Admin/Fin~-nc;al/Computer $ 10~500.00 $ 10,820.00 $ 11r360.00 $ 11,800.00 $ '12~200.00 42260 3_'~0 321 Telephone $ 2,700.00 $ 2,760.00 $ 2,760.00 $ 2,800.00 $ 2,800.00 3210 322 Pc~ne $ 600.00 $ 600.00 $ 720.00 $ 720.00 $ 780.00 RA-"-~ 325 Pa~em - Fire Dept. $ 3~600.00 $ 3~600.00 $ 3~600.00 $ 3,900.00 $ 3,900.00 331 Use of Per-~onal Auto $ $ $ 300.00 $ 300.00 $ 360.00 42260 3500 350 P~;~;;,,g $ 600.00 $ 600.00 $ _~__.00 $ 660.00 $ 720.00 42260 3610 361 Gen. I i-b!lity Ins. $ 1%860.00 $ 21,850.00 $ 22r950.00 $ 23,600.00 $ 24~400.00 42260 3710 381 Elec~',city $ 6,240.00 $ 6,000.00 $ 6~600.00 $ 7~800.00 $ 7,920.00 42260 3720 383 Gas Service $ 4~500.00 $ 7,200.00 $ 10r800.00 $ 12i600.00 $ 13,200.00 42260 .3750 384 Garage $ i,_'200__.00 $ 1~200.00 $ 1~__'260_.00 $ 1,260.00 $ 1~320.00 42260 3190 390 General Maintenance $ 16,000.00 $ $ " $ $ 42260 3830 401 R,,ilding Repair $ 7,200.00 $ 1,200.00 $ 600.00 $ 1,200.00 $ 1,200.00 4__~260_ 3820 409 Other En,.ip. Repair $ 1%200.00 $ 14,000.00 $ 14,000.00 $ 17,400.00 $ 19~200.00 3950 418 Rentals $ 12,000.00 $ 10,200.00 $ 6,600.00 $ 8,0(X).00 $ 8,200.00 4100 430 Miscellaneous $ 1~500.00 $ 1~500.00 $ 1~200.00 $ 1~620.00 $ 1~620.00 431 Mee~r~gExp~-~ $ - $ - $ 300.00 $ 360.00 $ 360.00 42260 4130 433 Dues & SU_h~_~;;F;;~/.-~ $ 2,400.00 $ 2,400.00 $ 2,160.00 $ 2~520.00 $ 2,640.00 4110 434 CoF~;=renc~ & Schools $ 18~000.00 $ 19~000.00 $ 18,000.00 $ 20~400.00 $ 21~600.00 460 Jan~,r;aIServ-_'~-~. $ $ $ 4~000.00 $ 4,000.00 $ 4~000.00 42260 .... 5000 500 Capital Outlay $ 8,400.00 $ 10,200.00 $ 4,600.00 $ 1~2,000.00 $ 12,000.00 42260 5150 580 Fim TruckReplac~¥~at $ 40~(X)0.00 $ 40~000100 $ 36,000.00 $ 45,000~00 $ 50~0(X).00 42260 TotelOpei,~[;ng Expenses $ 439,470.00 $ -a~-.,-a60.00 $ 451,410.00 $ 506,a-95.00 $ 528,290.00 42260 ~~ MFDPensionCon__.._~,b~uoL $ 109,060.00 $ 112,340.00 $ 112,340.00 $ 115,710.0__0 $ 115,710.00 42260 412 Bulldinl;i Rental $ $ 86,950.00 $ ;=~730.00 $ 301,372.~ $ 300_,3_~..0'--"~ a~n. To~a; NI Expenses $ 548,530.00 $ 662,750.00 $ 786,480.00 $ 9_~3,675.00 $ 9~..,3lN.00 5000 New Fire Apparatus $ 264,100.00 $ $ $ $ . Clty ofMoundConb-lbution $ 257,260.00 $ 310,829.75 $ 448,293.60 $ 526,437.75 $ 538,287.48 PERCENTAGE 46.90% 46.90% 57% 57% 57% Note: Revised forecast that does not include Orono as a service area customer. 3-9-04 update -28- Year End Summary -29- o o ILl o o Z 0 Z Z 0 o o OX OX F-uJ ,I w U. $11eO jo ;equ~nN -:32- '0 0 0 '0 0 c~ SlleO c) -34- 0 -35- 0 '0 0 o 0 o o 0 o ~noH o -36- -- , -, I, .,, . Il J L,III Mound Fire Department February 2004 List of Services Provided The Mound Fire department responds to a wide variety of emergency and non- emergency situations. We also provide other services as follows: 1. Fire suppression for all types of fires 2. Fire prevention and education 3. Fire preplarming and inspections 4. Fire code enforcement and construction design and plan reviews 5. Fire scene investigation and reporting 6. State and Federal incident reporting (MI=IRS) 7. Basic and advanced Emergency Medical Services (EMS) response 8. Personal Injury accident response (i.e. auto accidents and extrication) 9. Utilities emergencies like gas leaks and power wires down 10. All types of Hazardous Materials incidents 11. Severe weather emergencies of all types 12. Ice and water rescue emergencies 13. Alarm responses, including fire and medical alarms 14. Technical rescue operations (i.e. confined space rescue, high level rescue) 15. Public relations, community education and information services Anything nobody else will do ............... GSP 2/13/04 -37- Most U.S. Fire Departments Strained Sevehry-three percent of U.S. fire chiefs say residential and commercial growth is already straining their depart- ments' ability to protect the communities they serve, according to an independent survey conducted by Opinion Research Corp. International (ORC). What's more, 81 percent of the fire chiefs say growth is likely to put even more strain on their departments' resources during the next three years, according to the newly published findings of the Princeton, N.J.-based research group. The protection. Three-quarters of those surveyed (76 percent) say they plan to use ISO's PPC program in the next three years for planning, budgeting for or justifying improvements. Property/casualty insurance companies support ISO's PPC program and use it to price, underwrite and market homeowners and commercial property insurance policies. By rigorously evaluating fire departments, water supplies and alarm dispatch systems, ISO develops classifica- tions for the fire-suppression capabilities of than 97 percent of' the personal and commercial property market in the Unite States. There is no cost to communities or taxpayers. "Communities across the U.S. use the respondents cite two major reasons: · 77 pcrcent say they expect most future growth in their communities will occur in areas where water mains, hydrants and hauled-water services must be improved. · Half (51 percent) say fire stations will be needed in areas of their districts where most of the growth is likely to occur By an overwhelming 91 percent, fire chiefs say getting necessary funding is a significant obstacle to making needed improvements to their communities' fire- protection services. The chiefs see other serious obstacles to improving service: · 79 percent noted difficulty recruiting and retaining firefighters, whether career/paid or volunteer. · 69 percent expressed difficulty in accessing adequate water supplies. · 46 percent cited a lack of coopera- tion from local water companies. The survey was commissioned by Insurance Services Office, Inc. (ISO) and conducted independently by ORC 3uly 7-16, 2003. The survey includes responses from a random sample of 500 fire chiefs, fire marshals and commis- sioners representing fire-protection jurisdictions of all sizes across the United States. The survey's margin of error is plus or minus four percentage points. This survey follows a poll conducted by ORC in 2001 that found 92 percent of the nation's fire chiefs consider the impact on their ISO Public Protection Classification (PPCTM) to be important when planning, budgeting for or justifying ,mprovements in their communities' fire-protection services. In the latest survey, nearly two out of three (64 percent) reported that they have used the ISO program in the past three years to assist in decisions regarding their communities' fire www. nvfc.org more than 45,000 fire jurisdictions around the country. Because fire-mitigation capabilities of communities correlate highly with insured losses, better classifications generally result in lower insurance premiums for property owners in better-protected areas. The ISO PPC program is used and supported by insurance companies representing more The Turbo SQ wet vac picks up wat~ it through a hose to allow rapid wate service and return to service faster 800.21 www. Industr IDEAL FOR: · floods · broken water pipes · sprinkler activations · after-fire clean up Used by fire departme Los Angeles, CA, A~ and good business - benefits everyone," McLaughlin said. Most fire chiefs project significant changes in their districts over the next three years: · Increasing training for firefighters: 76 percent · Installing hydrants in one or more parts of the community: 71 percent · Upgrading communication systems: 65 percent Despite anticipated growth, only 29 percent say they envision opening ne,'- fire stations, while 11 percent expect consolidate fire districts to save money. Compounding the strain on re- sources, more than half (54 percent) of all fire chiefs believe building materials and construction techniques introduced in the last 20 years have made fire fighting more difficult. One-quarter (25 percent) think these materials and techniques have made fire fighting easier, and 20 percent say it hasn't made a difference. According to McLaughlin, the results of the survey are very consistent with the number of response-area changes, new fire station locations, automatic aid agreements and water/hydrant installa- tions voluntarily reported to ISO by fire chiefs each year. "Significant growth is taking place in areas where fire protection needs to be improved. That should be a wake-up call for everyone - public officials, property owners and insurers - all of whom have an important stake in the outcome," he said. ~r -38- 3 PPC program to maximize the return on their fire-protection investments," said ISO Senior Vice President Patrick McLaughlin. "Insurers support the program because they understand the direct correlation between better fire protection and lower prOperty losses. This alignment of interests - good public policy March 10, 2004 MAYOR, CITY COUNCIL AND CITY MANAGER I have enclosed the 2003 Annual Report of the Finance Department. The purpose of the report is to point out the financial condition of the City of Mound to the City Council, which sets the policies that direct the future of the City. The financial recaps included in this report provide you with a preliminary summary of the City of Mound's financial position for 2003. The year 2003 was a productive one in the Finance Department. I would like to thank the staff of the department, Joyce, Collette and Sue, for their hard work during this challenging year. I look forward to a productive year in 2004. Respectfully, Gino Businaro Finance Director My first responsibility is the supervision of the Finance Staff. The current personnel in the Finance Department is as follows: ~AME TITLE Sue Schwalbe Collette Roberts Joyce Nelson Gino Businaro STARTING DATE' Accounts Payable Clerk 09-15-99 Accounting Clerk/Payroll 03-12-99 Utility Billing Clerk 05-31-77 Finance Director 11-23-92 The finance staff should be commended for the teamwork, cooperation, and dedicated work they have demonstrated in 2003. JOYCE NELSON Joyce handles the water and sewer billing process. We have 3,539 residential accounts that are billed quarterly on a cyclical basis (the City is divided into three billing districts). In addition, there are 136 commercial accounts that receive a bill every month. With this many customers to serve Joyce is kept quite busy. At the same time Joyce coordinates the various recycling programs. As an example of participation, for the month of October, out of 14,340 households, 4,754 had their recyclable set out. That is a 33.15% participation. The total materials collected for the year was 1,245.24 tons. Joyce also continues to assist Greg Skinner in public works with issues that relate in one way or another with the utility billing of customers. Sue Schwalbe Sue's major responsibility is the processing of payments to city vendors (the accounts payable function). She codes and enters into the computer all the invoices and pays city vendors for purchases of goods or services. In 2003 more than 3,400 checks were issued and wire transfers/payments totaled $11,665,560. Sue does the special assessment searches of properties as requested by Realtors, title companies or residents when a house in Mound is purchased. Sue receipts any prepayments of special assessments and she notifies the County of the prepayment. Any money collected is invested to pay off the special assessment bonds when they become due. Sue spends a considerable amount of time recording fixed assets, billing for escrow accounts and maintaining documentation in the area of TIF and other expenditures. Collette Roberts Collette, as the Payroll Clerk, is responsible for all functions relating to payments and benefits to city employees. She maintains and processes payroll every two weeks. In 2003 more than 1,650 payroll checks were issued to employees and more than 370 checks were issued for other payroll related purposes for a total of more 2 -40- than 3.2 million dollars. Some of these payments are made by phone or by internet with a direct debit to the city bank account. She processes the Payroll direct deposits every two weeks, and she works with and maintains all documentation for each employee from the hiring date to termination and post retirement. As the General Ledger Clerk, Collette works in the following areas: Data entry for the computerized financial system and monthly reports' distribution to departments Computer back up's and year end closing of Finance and payroll applications Miscellaneous receipts and receivables Employees benefit enrollment, changes to benefits and related requirements Miscellaneous billing and reports to other agencies Reports for the Liquor Store: monthly sales tax reports, NSF checks Preparation of monthly, quarterly, and yearly reports to various federal and state agencies Bank reconciliation INVESTMENTS · Cash management and investment of City funds are an important aspect of my job. The first objective in investing City funds is safety, legal constraints, and liquidity. Taking safety and liquidity into account, I look for the best market rate of return, normally within a 3-month range. I continue to follow a policy of investing only with broker/dealers in this state from the list approved by the City Council at their first meeting in January. The following is a breakdown of investments as of December 31 2003: ' Commercial Paper FNMA Money Market $3,563,240 3,495,093 2,239,137 TOTAL $9,297,470 3 -41 - A comparison of interest earned for the City on all funds is as follows: 1993 335,667 1994 318,235 1995 249,700 1996 214,868 1997 219,401 1998 207,285 1999 204,247 2000 267,444 2001 245,413 2002 165,746 2003 136,794 Interest income in 1995-99 was down from 1993-94. This is due primarily to the decrease of cash balances available for investment and the interest fluctuation in the financial markets. In 2000 the interest rates available in the market made it possible to realize a reasonable increase. In 2001, 2002 and 2003, even though the cash balances were up, the interest rates were very low. Ail interest income, with the exception of the Public Safety Building related transactions, is accumulated in the Investment Trust Account and distributed to the funds in proportion to the average balance during the year. BUDGET Preparing the data for the annual budget document that is submitted to the Council is another important function of my job. During June, I estimate the revenues for the current year and also work on an estimate of the expenditures for the current year. I work closely with the City Manager in budgeting revenue amounts and salary projections for the following year. The Finance Department' budget is my responsibility, along with portions of the City Property, the Special Revenue Funds, the debt service requirements, Capital Projects requirements, and the Recycling Fund. Once the City Manager reviews the expenditure budgets with each of the department heads, the budget is compiled, analyzed and adjustments are made. The document is then prepared and presented to the Council for approval. The Water and Sewer Funds are examined during the budget process. The projected revenues and expenses are used to determine the adequacy of the rates. The Enterprise Funds (Liquor, Water, Sewer, Recycling, and Storm Water Utility) are presented to the Council along with the General Fund and the Special Revenue Funds for Council approval. OUTSTANDING DEBT The total outstanding debt as of 12-31-2003 is $17,345,000, with $150,000 in refunding bonds. The following details the outstanding debt. Attached you will find a schedule of bonds payable and a schedule of debt requirements. 4 -42- -43- -44- ,, .'. , '".,. ,I, ., .... Illi il,ill The following shows the total outstanding debt for the City of Mound over the past 10 years: Year G.O. G.O. Refunding 1994 4,845,000 1,335,000 1995 4,270,000 1,335,000 1996 3,570,000 1,275,000 1997 2,920,000 1,215,200 1998 2,590,000 1,155,000 1999 2,260,000 1,090,000 2000 1,910,000 850,000 2001 5,085,000 555,000 2002 11,590,000 385,000 2003 17,345,000 150,000 Using the 2000 census population of 9,634, the total debt per capita increased from $503 in 1994 to $1,800 in 2003. SPECIAL ASSESSMENT LEVIE~ The general property tax levy is discussed every year during the budget process. The other significant item on the tax statement for Mound residents is the various special assessment levies. The following is the annual special assessments levied on Mound taxpayers during the past ten years and for 2004: 1994 413,177 1995 330,903 1996 213,644 1997 74,844 1998 81,972 1999 91,380 2000 88,009 2001 80,878 2002 74,905 2003 168,539 2004 230,188 The major street projects were completed in 1978-1980. The total assessments on the taxpayers increased dramatically once these projects were assessed. Since 1982, the annual assessments have consistently declined. The corresponding Special Assessment bonds payable has decreased from $8,450,000 in 1986 to zero in 1998. In 2001 the City issued $780,000 of Improvement Bonds for City Walls replacement and street improvements. A good portion of the year 2002 assessments consists of delinquent utility bills certified to the county for one installment payment, the MetroPlains development, and the Westedge Blvd. improvement. In the year 2003 the city issued $3,255,000 of General Obligation Improvement Bonds for the city share of land acquisition for County Road 15 and the 2003 Street Reconstruction Project. A portion of this bond's payments was assessed and certified to the County in 2003 and is reflected in the year 2004 listed above. 5 -45- AUDIT Preparing for the annual audit is another important responsibility of my job. I prepare all the statements, schedules and notes to the financial statements for the annual audit. Our audit costs are reduced since all the statements and notes are done in house. The 2002 audit report received the National GFOA award "Certificate of Achievement for Excellence in Financial Reporting". The certificate program judges an audit report on various criteria, including clarity, comparability and completeness. This is the fifteenth consecutive year the City of Mound has received this award. I plan on updating the audit report annually and submit future years' reports for this award. INSURANCE We have the majority of our insurance coverage with the League of Minnesota Cities Insurance Trust. They have provided the City with good coverage and the costs for insurance have stabilized in the last few years. Our agent of record is Pat Meger of Arthur J. Gallagher & Co. of MN. Inc. I have the responsibility of coordinating the City's insurance activity. I file all claims that are made against our insurance policies for the City automobiles, property damage, general liability, and workers compensation. COMPUTER OPERATIONS It is my job to supervise the overall computer operation. We have an on-site IBM Server with software purchased from Banyon Data Systems, Inc. located in Burnsville, MN. The following software programs are currently operating on our system: Utility Billing, Fund Accounting, Accounts Payable, Payroll, and Water Meter Reading. The finance staff does an excellent job working on the computer operations. The finance department has available four personal computers, all connected to the Server. The use of the PC enables me to work efficiently with many spreadsheets for cash flow analysis, investment need projections, fixed assets inventory, budget projections, e-mail, City web page, and various other applications. At the same time Collette, Sue, and Joyce have the opportunity to use the PC and maintain various files in the payroll area, accounts payable, and the utility services area. We use the DSL line to submit reports to various government agencies and others and for the payroll direct deposits and direct payments of Utility Bills. City employees have a strong interest in learning to work with PCs, which help them to be more efficient with their tasks. Telephone System/Internet Connection Now that we own the telephone system, I make sure that we have the proper backups and I coordinate requests for additional services or changes. I coordinate the connection to the internet and the city web page. 6 -46- FUND STRUCTURE The followin9 is a description of the funds of the City of Mound: GENERAL FUND The General Fund accounts for the Revenues and Expenditures to carry out the basic governmental activities of the City, such as administration, police, inspections, streets, economic development, and parks. General Fund expenditures are made primarily for current day to day operating expenses. Major sources of revenue are the property tax and local government aid. FUND BALANCE The undesignated fund balance of the General Fund is projected to be $ 842,090 for the year ended 2004. It is important for the City to maintain the current fund balance. This reserve is necessary to meet expenses in the General Fund until tax money and local government aid are remitted to the City in June/July. For cash flow purposes the city would be required to issue tax anticipation bonds if the fund balance is reduced considerably or eliminated. The following table shows previous year end Undesignated General Fund balances, compared to adopted expenditures budget for the past ten years: GENERAL FUND BUDGET UNDESIGNATED FUND BALANCE BEGINNING OF YEAR 1994 2,366,950 484,569 1995 2,418,030 684,508 1996 2,443,830 770,649 1997 2,591,760 998,106 1998 2,776,950 1,230,858 1999 2,893,580 1,211,064 2000 3,084,750 1,191,456 2001 3,266,340 878,058 2002 3,524,160 1,191,890 2003 3,837,750 776,720 2004 4,066,510 842.090 20 5 28 3 31 5 38 5 44 3 41 9 38 6 26 9 33 8 20 2 20 7 REVENUES/EXPENDITURES In 2003 Revenues received for general governmental operations were $4,000,220 and Expenditures for general government operations were $3,706,617. A detail statement with budget and actual comparisons will be presented to the Council once the Audit of the 2003 financial position and activities is completed. An analysis of major increases or decreases from the prior year will be included in the audited comprehensive annual financial report. 7 SPECIAL REVENUE FUNDS Special Revenue Funds are used to account for certain tax levies and other earmarked revenue. The following is a list of the City's major Special Revenue Funds and Fund balances as of 12-31-2003: Area Fire Serv. Dock Park Dedication Fees 103,026 153,072 136,387 CAPITAL IMPROVEMENT FUND Capital Improvement Fund has been established to segregate funds to be used for various types of capital outlay expenditures. The following is the 2003 activity of this fund: Balance 1-1-2003 Revenues Bond Sale Proceeds Equity Transfers In 1,365,752 406,596 390,000 72,234 Total Available 2,234,582 Expenditures Economic Development Capital Outlay Miscellaneous 2,610 1,114,337 184 Total Expenditures 1,117,131 Balance 12-31-2003 1,117,451 This balance is designated for the completion of the Lost Lake Canal, the Auditor's Road Trail, the replacement of City Walls and the 2003 Street Improvement Project. In the past the Capital Improvement Fund has been an important one-time revenue source for the City of Mound. It has allowed the City to undertake projects that benefitted the City without having to issue debt to finance them. Revenues for this fund were obtained with equity transfers from debt service funds that were used to account for bonds that had been recalled or that had expired. No additional debt service funds are left to replenish this fund. TIF 1-2 Downtown Redevelopment This Fund has been established in 2001 to account for the revenues and expenditures relating to' the new Downtown Tax Increment Financing District. As of December 31, 2003 this fund has a balance of $2,595,694, which consists of the proceeds from the sale of bond. 8 -48- These bonds' proceeds are dedicated for purchase of land relating to County Road 15. It is the City Council/Mound HRA Board intent that the future taxes generated from the property values' increases, special assessments, and property tax levies will be used to pay the principal and interest of these bonds. SEALCOAT This fund is used to account for the five-year rotation to sealcoat the streets in Mound. The total cost of the project for 2003 was $218 and the fund balance is $67,041. ENTERPRISE FUNDS Enterprise Funds are used to account for the financing of services to the general public in which all or most of the revenues are generated from user charges. LIQUOR FUND The operating income for the year was a negative $1,118. A condensed summary for the liquor operations for the years ended December 31, 2003 was published in the Laker and the audited statements will be presented to the Council later in May. WATER FI/ND The total net income for the year 2003 was $13,795. A full set of statements will be presented to you after the audit is completed. SEWER FI/RD The total net income for the year 2003 was $79,753. The Metropolitan Waste Control Commission disposal charge went up by $86,148 (from $448,581 to $534,729.) A full set of statements for this fund will be presented to you after the audit is completed. STORM WATER FI/ND The Storm Water Fund was established in 2001 to account for the revenues and expenditures relating to the improvements and maintenance of the City storm sewer system. In 2001 the City sold bonds in the amount of $760,000 to pay for a number of projects that were done in 2002-2004. The bonds will be paid back from charges to residents through the utility billing system. As of December 31, 2003 the fund balance of this fund is $232,620 and the cash balance is $240,480. 9 RECYCLING The revenues for the year 2003 was $129,275. This amount is similar to the prior year. The fund balance in the recycling fund decreased from $85,708 to $58,157. A full set of statements for this fund will be presented to you after the audit is completed. ORGANIZATIONS I am a member, of the Minnesota Government Finance Officers Association (MNGFOA). There are currently 550/600 members. Monthly meetings are held in the metro area, with an annual conference held in the fall of the year. One of the requirements for keeping current my CPA certificate is that I maintain a continuing education program each year. Continuing education and training is a high priority in my professional development. I obtain the vast majority of my education credits through MNGFOA. I am also the Treasurer of the Mound Crime Prevention Association. This non profit association at this time is involved with the City DARE program, the Skate Park, the Buy a Brick programs, and the DARE Open. ACCOMPLISHMENTS FOR 2003 Specific accomplishments are as follows: New Tax Increment District The addition of a new tax increment district has brought excitement to the city of Mound. At the same time many unique transactions were and are being dealt with by the finance department. Storm Water Utility Fund and Franchise Fees Even if the setting of fees for the Storm Water Management Fund was a long process, the City Council did approve them and we were able to set them in place and start collection through the utility billing system. Once the Council approved the additional fees for Street Lighting, Gas and Electrical Utilities, Joyce and I implemented them successfully. New Financial System A major effort was directed toward maximizing the use of the new Financial System. The process of procuring and converting was long 10 -50- and tasking. Once the new system was put in place, all of us had to learn it, get used to it, and become proficient with it. I know that the staff and myself were well challenged. We think that we were successful even if at times obstacles looked tough to deal with. Issuance of the 2002 Comprehensive Annual Financial Report The report received an unqualified opinion from the independent auditor and the Certificate of Excellence in Financial Reporting from the GFOA. In 2004 the implementation of GASB 34 will be a real challenge especially in the area of fixed assets and reporting. InSurance Claims Activity In 2003 we had again a number of claims in the general liability, auto, and workers compensation areas. We also reviewed the present insurance coverage and complied with the OSHA record keeping. Pre-Tax Plans The City employees were offered a Pre-Tax Plan in May of 1993. The plan was set up, maintained and extended into 2004. Almost all employees joined the plan, which benefits both the employees and the City in reducing Social Security, Federal and State tax payments. Computer support/Telephone Syst~m/T~ternet Connection City employees are using the computer for many applications. I enjoy helping, time permitting, with the inevitable problems that arise. Most of the time we deal with software issues, but at times the hardware needs repairs or upgrades. With the increase in the number of PC and the added applications, more and more support is required. Now that we own the telephone system and we continue to expend the use of the internet, support is becoming a key element for efficient use of this type of technology. GOALS FOR 2004 Work in the Finance Department will continue at a steady pace in 2004. The normal cycle calls for the staff to meet their deadlines in the payroll, accounts payable, and utility billing areas. The Finance Director will continue to cover the investments, the audit, the insurance claims, the preparation of reports, and all the other responsibilities in the financial, insurance, data processing, supervision areas, and many other tasks as assigned by the City Manager and the City Council. Special challenges in 2004 will be related to the 2005 budget, the new TIP district, street reconstruction, and other related projects. In addition, my efforts will be to work with the City Manager as she will direct. The management of Indian Knoll Manor and personnel/union negotiations issues will be additional special challenges in 2004. As in 2003, again in 2004 a major effort will be directed toward becoming more familiar with the new Financial System. We need to learn and make efficient use of the many features of the Banyon Data System. Some applications are upgraded on a regular basis and that can present a challenge at times. The staff and myself are committed to this system and we know that we can make it work for the purpose it was designed. We thank the City Council and the City Manager for investing in a system that should serve us well. CONCLUSION Thank you for having given me the opportunity to point out the areas of special note in the operation of the Finance Department. Thanks to a dedicated staff and the resources made available by the City, the year 2003 was a successful one for the City in the financial area. The direction provided by you, the City Council, made it happen. -52- DATE: MARCH 8, 2004 TO: MAYOR AND CITY COUNCIL FROM: BONNIE RITTER, CITY CLERK SUBJECT: 2003 DEPARTMENT ANNUAL REPORT PERSONNEL The City Clerk's Department consists of myself and Jodi Rahn, Secretary/Receptionist who has been with the City since October of 1997. Jodi's duties are vast, including the preparation of City Council and HRA packets, processing the incoming and outgoing mail, opening and sorting incoming water bill payments, processing homestead applications, and assisting in the administration of elections. She also is a "go-to" person for other Departments on special projects. HRA & CITY COUNCIL PROCEEDINGS There were 16 regular and 4 special meetings of the HRA in 2003. The City Council had 23 regular meetings, and met 19 times in special session, with 4 of these special sessions being budget workshops, for a total of 42 meetings. RESOLUTIONS AND ORDINANCES In 2003 the Council adopted 119 resolutions. The resolutions that have to do with land use must be certified and recorded with Hennepin County. There were 13 ordinances passed, published and effective in 2003, with the City Code updated accordingly. I draft these resolutions and ordinances and forward them to the City Attorney for review. The City recognizes significant savings with this practice, rather than having the City Attorney take the time to draft these documents. 1 -53- LICENSES~ PERMITS AND DEPOT RENTAL The City issued 46 General Licenses and Permits in 2003. This category includes liquor licenses, garbage collectors, tree removal-, and public gathering, among others. These generated $13,595 in revenues, compared to $8,405 in 2002. The difference is due to the on-sale liquor license obtained by Dailey's Pub. The Depot generated $3,582.50 in 2003 from 48 paid days of rental. There were 95 days where the Depot was used by organizations (i.e., Snowmobile Club, Historical Society, Hockey Assn, churches, sports groups) for monthly meetings, sign-ups etc., where the fee has traditionally been waived. There were 143 days when the Depot was used, but only 48 of these were paid days. Currently, the fee for a resident to rent the Depot is $75/day and non-residents $150/day, with a $400 refundable damage deposit. We have noticed when people find out the difference in rental fees, they send someone in that is a resident to fill out the paperwork and pay the fee. RECORD MANAGEMENT Jodi and I have started to scan city records and transfer data to CDs for permanent storage and retrieval, with the use of the Laser Fiche system. This will be an ongoing project until completed. It is already very evident that this system will be very effective and time efficient in retrieving information and documents. When scanning is complete, finding a document or information will be performed by performing a "search" on the computer, rather than paging through hundreds of files and documents. Record storage will be a matter of making duplicate CDs, one to be stored at city hall for retrieval purposes and the other off-site as a back-up. Two CDs can hold the information previously stored in one four-drawer file cabinet. We will network the Laser Fiche information to other users for convenience in retrieving information. For example, Jill in the Planning Department will simply be able to go into the Laser Fiche program from her computer and search and retrieve information and copies of minutes, etc. Some of the historic records have previously been transferred to microfiche. The original records will be retrieved from the Historical Society and also be transferred to CD's so that the obsolete microfiche equipment can be disposed of. This new system is a great asset to the City, and I thank you for approving its purchase. 2 -54- CEMETERY Revenue from grave site purchases totaled $3,500 in 2003. We sold two sites to non- residents and three to residents. Jim I:::ackler i~ in charge o{ the cemetery rna;n~enance and actual Iocatlon o¢ grave sites for burials and monument placement. I take care of the cemetery records and updating of the cemetery maps. The following locations were performed in 2003; 14 for casket burials, 4 for urn burials, and 9 for monument placements. ELECTIONS The City did not conduct an election in 2003. DEVELOPMENT AGREEMENTS The City Council did not enter into any new development agreements in 2003, but did amend and extend the preliminary agreement with Mound Harbor Renaissance Development, LLC. NEWSLETTER There were three issues of the City Contact sent out in 2003. The newsletter is now being published in-house, which creates cost savings of about $700/issue. We now send our print-ready publication via CD-ROM to the printer and after the proof is approved the printer delivers the newsletters to the post office. INFORMATION RESOURCE Again, the calls I receive from the general public are too numerous to economically track, and range from a question on development, to concern over safety of a buried urn in our cemetery. I am a source of information for not only the public, but Department Heads, Consultants and Staff. The efficiency of our information retrieval will only increase with more and more records being put on our Laser Fiche system. 3 -55- 5431 Maywood Road Mound, MN 55364 (952) 472-3190 MEMORANDUM To: From: Re: Honorable Mayor and City Council Sarah Smith, Community Development Director March 16, 2004 Planning and Building Inspection Dept. 2003 Annual Report On behalf of the Planning and Building Inspection Department, I am pleased to present the 2003 Annual Report to the City Council for review and consideration. PERSONNEL The Planning and Building Department is staffed by Building Official Matt Simoneau who was hired in April 2002 and Administrative Assistant Jill Nodander who was hired in February 2001. My tenure as Community Development Director for the City of Mound began in July 2001. 2002 BUILDING PERMIT SUMMARY Building Permit InformaUon 1998-2003. Year' Building ValuatiOn Permits Issued 2003 523 $22,271,695 2002 656 $23,784,322 2001 1342 $13,756,843 2000 433 $11,263,010 1999 496 $11,321,593 1998 474 $6,247,322 -56- 2003 Highlights. The Department participated in the annual Paint-A-Thon program. Inspection handouts were updated. · The Langdon Bay subdivision was closed out. · The second annual Contractor's Meeting was held. · PermitWorks, the new building permitting software was authorized and ordered. Start-up is currently pending. · A new Housing Maintenance Code was adopted. COMPLAINTS AND ORDINANCE ENFORCEMENT The Planning and Building Inspections Department continues to provide assistance and support to other City departments with regard to code complaints and nuisance related issues. The majority of these matters are handled by Community Service Officer Wokken who has done an outstanding job to alleviate a number of long-standing problems in the City of Mound. Members of the Police Department and Inspections Department also conducted the kickoff meeting of the Code Enforcement Committee. The cooperation the P/BI Department has received from the Police Department has been exemplary. In particular, the assistance from the CSO and Chief Kurtz has been tremendous. PLANNING COMMISSION ADMINISTRATION 2003 Planning Commission Cases. A total of (47) land use cases were submitted to the City of Mound in 2003. A copy of the Planning Commission case list has been included as an attachment. Planning Commission Work Rules. The annual review and update of the Mound Planning Commission Work Rules was completed in February 2003. 2003 Projects List. The following includes a list of major projects undertaken by the Planning Commission in 2003 · Amendments of zoning ordinance and comprehensive plan for consistency to M.S.S. · Adult use ordinance · POD ordinance · Temporary membrane ordinance (draft) -57- · Amendments to subdivision ordinance (minor boundary adjustments / subdivision exemptions. PLANNING AND BUILDING INSPECTIONS DEPARTMENT PROJECTS Listed below is a list of minor / major projects which were undertaken and/or completed by the Planning and Building Inspections Department. It is important to note that several of these projects were done in cooperation and with assistance from other City Departments and consultants: · Public safety building committee · CSAH15 (on-going) · ERF grant administration for Maxwell site on Shoreline Boulevard · Installed zoning district information for Mound properties on City website · Preparation of quarterly redevelopment update · Adoption of land use ! building permit fees by ordinance · Zero Gravity Skate Park · Mound Harbor Renaissance Development (MHRD) · Preparation and submittal of Surface Water Pollution Prevention Plan (SWPPP) · Langdon Trails development agreement and associated document(s) coordination and release · Coordinated stormwater permitting responsibilities in cooperation with City Engineer PLANNING AND BUILDING INSPECTION DEPARTMENT RECOMMENDATIONS Joint Planning Commission I City Council Communication. City staff would like the City Council to continue its policy of meeting annually with the Planning Commission to continue discussion regarding cooperative projects. 2004 Projects List. The following list includes the proposed projects list for the Planning Commission prepared by Staff for discussion at the 3/29 joint workshop: · 100-foot setback for Pedestrian District · Setback requirements for unimproved platted streets · Deck setback standards -58- · Evaluation of setback provisions for principal structures that include side loaded garage additions · Principal parking lot use by CUP · Fence regulations · Sign regulations SUMMARY On behalf of the Planning and Building Inspections Department, I would again like to express my sincere thanks to the City Council and Planning Commission for their dedication and commitment to our department and to the City of Mound. The countless hours that are spent on land use and permitting issues do not go unnoticed. Additionally, I would like to thank the other City departments and consulting staff that have provided assistance and staff support throughout the year. Lastly, I wish to thank Jill Norlander and Matt Simoneau for their fine work in 2003. It is an honor and a privilege to work with such wonderful and talented individuals who assist in every area of my job and also make it fun to come to work every day. As always, we welcome any suggestions or comments that the City Council may have. You can be assured that we will continue our endeavors to improve efficiency and customer service in our department. -59- -60- 0 Z Z Z -61 - > Z (/) C~ W W 0 -62' Public Works Department 2004 Capital Improvement Projects & Annual Report Street Reconstruction Project As part of the 2004 street reconstruction / rehabilitation project approved by the Council, various areas of the City are scheduled for concrete curb and gutter and bituminous improvements. This is the second year of the street reconstruction / rehabilitation program. Four types of improvements are proposed, depending on pavement condition: · New concrete curb and gutter with bituminous replacement / repairs and overlay. · Remove and replace bituminous · Mill and overlay · Partial mill and overlay This project is currently out for bids. A bid award date is tentatively scheduled for the April 13th Council meeting. Work is expected to begin in May and completed by September. Retaining Wall Replacement Project As part of the annual retaining wall replacement program, retaining walls in various locations throughout the city determined to be in poor condition have been scheduled for replacement in 2004. This is the second year of the retaining wall replacement program. The retaining wall replacement project includes the removal of the existing walls and construction of a decorative modular concrete block walls and site restoration. The public hearing for this project is scheduled for the April 13th City Council meeting. Should the Council approve this project, work is expected to begin in June or July and be completed in September. Shoreline Blvd. (C.R. #15) and Commerce Blvd. (C.R. #110) This street reconstruction and relocation project is a joint project with Hennepin County. The County is responsible for the design and construction management of the project. This project includes road construction, utility relocation and reconstruction, a new traffic signal, new street lighting, landscaping and other amenities as part of the downtown redevelopment. Work on this project is expected to begin in mid April, the roadway open to traffic before the end of 2004, and final landscaping in the spring of 2005. The construction contract for this project has been awarded to -63- Park Construction Co. City staff is planning on sending out a bimonthly construction update newsletter to area property owners and businesses to keep them informed on the status of the project. MCES - Sanitary, Sewer and Lift Station Relocation The Metropolitan Council Environmental Services (MCES) division in cooperation with the City is planning to relocate and reconstruct their sanitary sewer line and a temporary lift station to allow for future redevelopment as part of the Mound Harbor Redevelopment area. This project will be under the supervision of the MCES. Work on this project could start this fall andbe completed in the Spring of 2005. A cooperative construction agreement will need to be executed between the City and the MCES to facilitate this project. Pump House for New Well tt 8 In the fall of 2003 the City constructed new well # 8 on Evergreen Road. The next phase of the project to bring this new well on-line is the construction of a new pump house and associated appurtenances to connect the new well to the existing City water system. It is expected this project will begin this summer and be completed before the end of the year. Lost Lake Greenwa¥ The Lost Lake Greenway project was started in the summer of 2003 and includes the construction of a trail, docks, pier, landscaping, irrigation, and pedestrian lighting. The project will reflect the themes established for the downtown redevelopment of the historic resort designs on Lake Minnetonka. Work on this project is expected to be completed by July 2004. OTHER HIGHLIGHTS The Public Works Director is attending the monthly Mound Business Council meetings and updating them on public works projects and activities. · The Public Works Director is also submitting construction update information to the Lake Minnetonka Chamber of Commerce for their monthly newsletter. · A bimonthly newsletter will be sent to County Road #15 / 110 area property owners and businesses to keep them informed of construction activities and progress. Public Works staff is researching the availability grants for a variety of possible projects. Examples are for Homeland Security on City infrastructure, Parks, and stormwater improvements. · Staff has created a vehicle replacement program to better manage and forecast future vehicle and replacement needs and costs. · Staff is working with MFRA to look at the feasibility of a new water at well #3 and associated pump house. · Staff is reviewing the long range infrastructure repair and replacement needs of storm sewer, sanitary sewer, and watermain. -64- February 19, 2004 To: Kandis Hanson From: Greg Skinner, Public Works Superintendent Subject: 2003 Annual Report 2003 AT A GLANCE Our plows were kept busy with record snow and cold this winter. On top of that, we had a couple large watermain breaks and street repairs to content with. The five storm sewer upgrades completed in 2003 were successful and the new well, drilled at the Beachwood site, should be up and running by summer of 2004. Also, the Three Points Road Project was completed. Some new watermaln, gate valve, fire hydrant, sanitary sewer line replacement and lining projects were also successfully completed in 2003. Our new Sign Department is up and nmning and the street sign project is well underway. PERSONNEL My responsibility, as superintendent of the Street, Sewer and Water Departments includes: supervision and evaluation of employees, scheduling and delegation of projects and tasks, budget preparation, reports, determination of emergency call-outs, construction meetings, project inspections, purchasing of materials, answering questions, resolving complaints, ere Carlton Moore was hired in 2003 as the new Public Works Director in charge of both Public Works and Parks. Denice Widmer continues as the full-time Administrative Assistant to both Public Works and Parks and Joyce Nelson, a full-time Finance employee continues to handle Utility Billing and Recycling. There are 5 full-time employees in the Street Department; Lee Geise, Dan Grady, Don Heitz, Frank Heitz, and Tim Johnson. There are 3 full-time employees in the Sewer Department; Damon Hardina, A1 Kestner and Scott Kivisto. There are 2 full-time employees in the Water Department; Chris Pounder and Rick Todd. The MPCA requires that the City have at least one full-time employee with Class C certification in Water Supply Operations and one full-time employee with Class D certification in Wastewater treatment. Certificates are renewed every three years. All employees receive continuous training at various one-day schools, seminars and conferences. Two years ago, we hired Safe-Assure to keep us in compliance with OSHA standards and regulations. This training is done once a month. Along with this training, we have the City's Risk Management inspection conducted by the City's Insurance Company every year. -65- STREET DEPARTMENT The primary function of the Street Department is to maintain and repair the city streets and storm sewers. This includes plowing and snow removal, sanding, sweeping, clearing street right-of-ways of brush and tree limbs, bituminous patching, street preparation 'for seal coating, repair and maintenance of storm sewers, street sign repair and installation, curb and sidewalk repair, street lighting, equipment maintenance, installation and repair of banners and Christmas decorations, 12 parking lots, 27 cul-de-sacs, and 11 miles of sidewalks. The Street Department came in 16 % under budget for 2003. During the winter months, it is my responsibility to determine when to plow and sa.nd the streets. I depend on the National Weather Service, local weather reports and the Police Department for information concerning weather systems moving in our direction. I also check out the streets to determine if and when plowing and sanding should begin. If at all possible, I wait until it stops snowing before plowing, but in icy conditions we go out as soon as possible. Personnel from Streets, Sewer, Water and Parks are all called out to help with plowing. We have 5 single axle tracks equipped with front plows, side wings, and sanders. We have 5 four- wheel drive trucks with plows and 2 skid-steers on the 11 miles of sidewalks. This year we also cleaned the Central Business District. Right-of-way repair and maintenance began in the early spring of 2003. This included repair of watermain break patches, tree trimming, hanging summer banners, storm sewer cleaning, and street sweeping. Street sweeping is a huge, time consuming task. We have 2 street sweepers, 1 sidewalk broom, 2 tracks for hauling, and 1 tanker. Following a normal winter of sanding, street and sidewalk sweeping can take up to 3 to 4 weeks to complete. Once the sweeping is completed, we prepare for seal coating projects and other street repairs. Last spring and summer we saw no real damage or delays from severe storms. Every year, the Street Department also attempts to repair as many sidewalks as possible. On average, we replace 10 sections of sidewalk and approximately 100 feet of curbing per year. The City storm sewer system is very large with 584 catch basins, which are cleaned once a year, and 84 sump catch basins, which are cleaned twice a year. While we still contract out the larger repairs, the storm water fees we now receive allow us to make yearly repairs and upgrades to the system. In 2001, in an attempt to clean up the City street sign system, I presented the City Manager and the City Council with an official street sign map that was developed with assistance from the Police and Fire Departments and the City En 'grocer. In 2003 we purchased a new sign making machine. Thorough training of the equipment now allows us to make and install the newly designed street signs for the city. This equipment also enables us to make custom signs. The logos for all PW equipment were made by our own sign shop. In 2004, we will make and install the street signs in the Highlands and Three Points areas. PUBLIC UTILITIES: WATER AND SEWER Public Utilities for the City of Mound consists of 2 departments; water distribution and sanitary sewer collection.. Public Utilities operates much like a business. Revenues are generated from the sale of water to over 3500 customers, from meter sales, and service charges. Salaries, benefits and operating expenses are paid from the revenues received. There are also two budgets prepared for Public Utilities; one for the Water Department and one for the Sewer Department. In 2003, the Water Department budget was $561,880. At year-end, the Water Department budget came in at 111.74%. In 2003, the Sewer Department budget was $1,010,210. At year-end, the Sewer Department came in at 105.42%. Line item expenses for both departments do not vary much from year to year. The biggest percentage of increases each year come from capital outlay, workers compensation, liability insurance and the Met Council for sewer charges. The City has 4 wells, one booster station, and a combined storage of 575,000 gallons in 2 towers and 1 standpipe. There are approximately 45 miles of watermain. We are also interconnected to the City of Spring Park at the Seton Bridge, and there are 2 interconnections with the City of Minnetrist~ The Water Department is responsible for, among other things, meter readings, tower inspections and hydrant flushing. In 2003, we pumped 307,000,000 gallons of water. Every year, the City's water towers are inspected for the condition of the coating and anodes inside the towers. The water system is flushed out twice a year during evening hours in order to reduce mst problems for our customers. The City currently has 4 wells. The new well on Beachwood, was drilled and tested in 2003, and is expected to be up and running in 2004. The Sewer Department is responsible for maintaining well pumps, 31 sewer lift stations, which are checked twice a week, and sewer line cleaning. They also perform pump repair, electrical repairs, pump removal and seal replacement. Major-repairs are contracted out. The insurance companies have given us a timetable to complete the cleaning of 60 miles of sewer main in the City every 4 years, which means we would need to clean about 80,000 feet per year. Given our current manpower situation, we are only able to clean 40,000 to 50,000 feet per year. The current sewer system, installed in 1964, is in dire need of repair. In 2002, we began televising our system with a camera that enables us to detect problem areas. The 2003 Street Reconstruction Project enabled us to begin upgrading and repairing some of these areas. Upgrades and repairs are expected to continue with the 2004 Street Reconstruction Project. -67- Parks Department 2003 Annual Report PERSONNEL ROSTER The Parks Department has four full-time employees, the Park Director, an Administrative Assistant and two maintenance workers, as well as a part-time Docks Administrator. The rest of the staff is made up of seasonal employees. During the busy spring, summer, and early fall seasons, there are as many as five full-time seasonal employees, as well as one contracted cleaning service. 2003 Employees Date Hired Superintendent Administrative Assistant Docks Administrator Janitorial Service Maintenance Maintenance Maintenance Maintenance Mowing Crew Mowing Crew Jim Fackler Denice Widmer Katie Hoff Coverall Brian Schwartzer Brian Berent John Taffe Pat Hanley Ronnie Henke Peter Harrell July 1, 1985 August 18, 2002 May 2, 2001 January 1, 2003 April 23, 2001 May 6, 2002 May 12,1983 June 5, 2000 June 5, 2001 June 5, 2000 2003 Non-Returning Employee Janitor/Maintenance A+ GENERAL COMMENTS During 2003, the Parks Department was involved mainly with maintaining current playground equipment and lands. In past years, we have seen improvements to Avalon, Belmont, Chester, Dundee, Langdon, Philbrook, Scherven, Seton, Swenson, Three Points and Tyrone Parks. In 2003, a new play structure was completed at Frank Weiland Park, formerly Metro Plains. In 2004, the Highland Park play structure will be replaced. The Park and Open Space Advisory Commission requested $35,000.00 from the Park Dedication Fund for this purpose. One new park, named Rex Alwin Park, was also added in 2003 in the new Rottlund Homes development and play equipment was installed. We are also looking forward to improving the sites at s Crescent and Edgewater Parks. Crescent and Edgewater do not play equipment. However, not ali parks require a play structure. The Park and Open Space Advisory Commission is interested in developing Crescent and Doone Parks as open green space in order to retain their natural areas. Along with development, maintenance for the parks must be planned. Maintenance and upkeep of the parks is a major ingredient for their success. Regular mowing, leaf removal, litter pick up and periodic repairs are unavoidable aspects of the parks and generally take up the most hours over the year. These improvements and maintenance provide a visual confirmation that the City of Mound has a commitment to community development. We have been at our current Parks Maintenance Facility at the Island Park Garage since -68- 1989. Following a 1987 engineering improvement recommendation report, a ne~v roof was installed in 1990, and electrical updates, new garage doors and exterior painting were completed in 1991. Major repairs, denied due to budget restraints from 1994 to 1 996, and not requested since, are still needed. ^ facilities study conducted in 2002 noted that the Park Maintenance Facility continues to need improvements. At minimum, the concrete driveway in front of the building needs replacement, a retaining wall, as well as a drain system to keep water out of the building, and other grounds repairs are needed around the outside of the building. It is Staff's recommendation to consider moving the Parks Maintenance department to a joint complex with the Public Works department at the Lynwood site. SUMMER RECREATION PROGRAM The City did not fund a Summer Program in 2003. CITY BEACHES The lifeguard program was not funded for 2003. MUNICIPAL CEMETERY The Mound Cemetery was established in 1884, operating under and association until 1944 when the cemetery was turned over to the City of Mound. There are three divisions, the older sections, ^ and B, to the west and the new section, C, to the east. A seasonal caretaker, who was paid for his time and equipment, was used prior to 2000. Since that time, the grounds have been maintained by Parks Department staff. Fertilization and weed control is contracted with a lawn care company. The current level of maintenance needs to be upgraded in order to provide a more attractive setting. This could be accomplished through irrigation and additional planting of trees. In 2003, there were 14 grave lOcates for casket burial, 4 grave locates for urn burial, 9 grave 'locates for marker placement, 3 resident sales of graves, 2 non-resident sales of graves. The operation of the cemetery breaks even with income from the sale of plots. ^ 1995 survey comparing plot fees with other municipal and private cemeteries was updated in 2001. A new fee schedule was adopted and updated in 2002, and will remain the same for 2004. Adult, resident Adult, non-resident Baby, resident Baby, non-resident Ash Burial, resident Ash Burial, non-resident Locate Maintenance Agreement Ash Burial on top of casket 2004 $600 $850 $30o $400 $300 $4OO A~ual cost (Min $25) $15 $ 50 2 -69- .Resident is defined as, "Individual to be interred is a current resident of the City of Mound at the time of his/her death, or at the time of purchase of his/her grave site." HAZARDOUS TREE REMOVAL As of December 31, 2003, the yearly total of hazardous tree removals from City property was 24 trees removed, 5 stumps chipped, 1 trees trimmed that posed a hazard, and 2 sites had brush removed. From private property, 6 trees were marked for owner removal due to hazardous conditions. Diseased and hazardous trees are removed on a complaint basis. When a complaint is received, an inspection of the tree is done to determine the need of removal and the ownership. City owned trees are removed by a contractor as soon as possible, while private trees are removed in accordance with City Ordinances. Private trees not removed in the grace period allowed, are force removed. The cost of a force removed tree is billed to the property owner. If this bill is not paid, it is then attached to their property taxes. WEED NOTICES In 2003, approximately 12 weed notices were issued by the Community Service Officer for unkempt grounds. 10 owners complied and the City crew performed the work for the two who did not. The cost incurred by the City is billed to the owner. If the owner does not pay, the cost is assessed to their taxes. MUNICIPAL DOCK SITES In 2003, the ShOreline Study showed that there is 104,225 linear feet of Lake Minnetonka shoreline in the City of Mound. Of this, 36,131 linear feet are controlled by the city and would provide space for up to 722 boats, and 66,500 linear feet is privately owned. In 2003, the Municipal Dock Program consisted of claiming 29,500 linear feet of lakeshore, providing dockage for 588 boats registered for the Program at 311 dock sites and 87 slips. It is recommended by staff that the City Council and the DCAC address a procedure for limitation of boat registration. The Docks Program is managed by the Docks Administrator, who, under the direction of the Parks Director, processes dock applications, inspects city dock sites, notifies permit holders of discrepancies, and is the informational source for the general public and the City. On 01/01/04, the 2003 Dock Fund balance was approximately $151,293.00. With the cost of dredging and shoreline repairs on the increase, this balance needs to be maintained to allow for future improvements to the Dock Program. DEPOT AND ISLAND PARK FACILITIES No improvements have been made at the Depot building since 1998 when interior carpeting, painting, cabinets, fans and lighting were completed. In 2003, a new curb and -70- asphalt parking lot was completed. The facility is currently being utilized for local organizational meetings and priVate parties. User response has been very positive. Current improvements will reinforce the Depot as an asset to our City. Depot Rental Rates $400 Damage and Clean up Deposit $200/per day Non-Mound Residents (sample sales, plus the purchase of a Peddlers License) $100/per day Civic and Non-Profit Charitable Organizations from other communities (Rummage sales, craft sales, parties, etc.) $ 75/per day MoundResident FREE Mound Westonka Community Civic and Non-Profit Charitable Organizations Fees were waived on 22 groups, resident payments totaled $3332.50, non-resident payments totaled $250.00. Total rental payments received were $3582.50. The Island Park building has had the utilities turned off. This facility is currently being used as a storage area for Police Department supplies. Only minimum maintenance is performed on this building. Vandalism has led to the windows being boarded up rather than being replaced. CITY HALL MAINTENANCE/JANITORIAL The Parks Department is responsible for the seasonal lawn care and snow removal at City Hall. It is also responsible year-round for the heating and air conditioning inside City Hall. Parks staff is also responsible, within their capabilities, for the repairs to plumbing, heating and related equipment. Major repairs for the heating and air conditioning systems and cleaning services are contracted out through the direction of the Parks Department. The Parks Department is also responsible for projects assigned by the City Manager. CITY OWNED RETAINING WALLS The replacement and repairs to retaining walls on street right-of-ways is a never-ending expense. The original stone and wood timber walls continue to deteriorate faster than the budget will allow for replacement. $500,000.00 from bonds had been set aside for retaining wall replacement, in 2002, a total of $211,322.83 was spent; $150,801.47 on wall replacements, $60,521.36 on project professionals. In 2003, 23 saw $58,747.64 spent on wall replacement and $59,529.66 on the new Westedge wall. For 2004, there is 4 -71 - approximately $115,607.07 left in the wall fund. Based on a retaining wall rating study conducted in 2001, wall replacement began in the fall of 2002. (Note Exhibit B for wall Schedule. Completed walls have are marked with an asterisk and printed in bold type.) PARK AND OPEN SPACE COMMISSION The commission is made up of 7 members, including a City Council Representative. Their responsibilities include: · Parks/wetlands and related concerns · Cemetery operation · Island Park Hall and Depot building repairs · Nature Conservation areas · Swimming beaches · Depot rental and use · Budget preparation · Park Improvements Issues discussed and reviewed in 2003: · Park DiStricts · Distribution of funds allotted for park improvements · Park planning for new developments DOCKS AND COMMONS ADVISORY COMMISSION Established in 1997, the objective of the DCAC is "to consider matters pertaining to docks and shoreline that is subject to City licensed docks." The Commission had a very aggressive schedule in 2003. Below is a list of some of the activities and topics discussed and reviewed: · Commons Maintenance Permits · Commons Dock Fees · Dock Location Map Update · LMCD Rules and Regulations °. Establishment of possible site.s for City multiple slip docks · Future maintenance needs of Commons shoreline ° Rip Rap Locations EQUIPMENT MAINTENANCE AND REPLACEMENT Preventive and unplanned maintenance of all related equipment is the daily responsibility of the Parks Department. Maintenance of the Equipment Replacement Schedule, see Exhibit A, allows for the updating of major capital outlays. When observed, this schedule 5 -72- will allow the Parks Department to operate efficiently and provide safety for the general public and the parks crew. The attached Equipment Inventory, see Exhibit A, displays the projected service years and replacement costs of each piece of Parks Department equipment. ESTIMATED BUDGET EXPENDITURES AS OF DECEMBER 2003 GENERAL FUND BUDGET YTD EXPENSE VARIANCE % EXPENDED Cemetery Fund 9,140 8,375 765 91.63 Docks Fund 141,230 100,802 40,428 71.37 Parks 361,130 264,670 96,460 73.29 Summer Recreation 0 0 0 0 Total 511~500 373,847 137,653 73.09 -73- EQUIPMENT REPLACEMENT SCHEDULE EXHIBIT A 7 -74- 2 3 5 6 7 8 lO 11 12 13 14 15 16 17 EQUIPMENT REPLACEMENT SCHEDULE Current_Equip ~etal Detector ~rush Cutter Zodiac Jet Boat & Trailer Chemical Sprayer 48" Mower John Deere Pushmower John Deere 21" self propel Pushmower John Deere 21" self propel Chev Sl0 4X4 utility Trailer 10,000 LB Rotory Broom shindaiwa Pushmower John Deere 21" self propel Weedwhips (4) Utility Trailer 6,000 LB Utility Trailer 5000 LB Blower Sthil Backpack 72" Mower John Deere Cab & Attachments Utility Trailer 7,000 LB Model Year 1994 1990 1991 1990 1993 1998 2003 1997 1987 1998 2002 2004 1992 1982 1998 1998 1988 Replace_Year 2004 2004 2005 2O05 2005 2005 2006 2006 2006 2006 2006 2007 2007 2008 2008 2008 2008 Service_Years February 18, 2004 Replace_Cost 10 14 14 15 12 7 3 20 6 4 15 26 10 10 20 1~000 825 10,000 3,500 10,000 1,000 900 24,000 7,000 800 1,000 2,250 2,500 4,500 1,000 38,000 4,500 -75- EQUIPMENT REPLACEMENT SCHEDULE February 18, 200~ REC# 18 19 20 21 22 23 24 25 26 27 Current_Equip One Ton Ford 4X4 W/Plow One Ton Chev 4X4 Dump Half Ton Ford 4X4 62" Mower Toro One Ton Ford 4X4 W/Plow 72" Mower John Deere Cab & Blower One Ton Ford 4X2 Dump Skidsteer Bobcat 250 & Attachments 55 HP Mower / Flail John Deere Blower John Deere Backpack Model Year 2000 2002 2004 2000 2004 2004 2004 2004 1997 1988 Replace_Year 2009 2010 2010 2010 2012 2012 2014 2014 2017 SPARE ONLY Service Years 8 6 10 8 10 10 20 Replace_Cost 48,000 46,000 38,000 16,000 42,000 38,000 45,000 42,000 42,000 -76- RETAINING WALL REPLACEMENT SCHEDULE EXHIBIT B -77- -78- -?9- -80- -81 - -82- -83- -84- -85- -86- ,i ,~i , ,m4, -87- Harbor Wine & Spirit. 2OO3 Annual Report -88- To: Mayor, City Council and City Manager From: John Colotti, Manager, Harbor Wine & Spirits Date: 3/10/04 Re: 2003 Annual Report The year 2003 was an exciting year for the City of Mound and it's municipal liquor store. The newly renamed Harbor Wine & Spirits opened its doors in the new Mound Marketplace in the long-awaited downtown redevelopment district of Mound in February. Harbor Wine & Spirits has given the City a source of pride. Not only has Harbor Wine & Spirits continued to control the sales of alcoholic beverages within its borders and generate revenue for the City; it has expanded its service and selection and created a pleasant shopping experience for its customers. SALES BY CATEGORY 2003 2002 $ Change % Change Beer $ 920,831.00 $889,629.82 $31,201.18 3.5% Liquor '$ 644,408.54 $583,764.76 $60,643.78 10.4% Wine $ 442,417.05 $306,811.32 $135,605.73 44.2% Misc. $90,478.60 $98,775.25 ($8296.65) (8.4%) As forecasted, the wine category increased the most significantly. Due to this category's profitability, Harbor Wine & Spirits will continue the promotion of this category extensively. The liquor and beer categories also witnessed positive growth. All categories will continue to grow as long as we provide constant product selection, professional customer service, and strategically accurate marketing planning. -89- At the same time we are creating oppommities to expand our existing customer base. Weekend wine samplings, monthly advertisements in The Laker, and the development of the Gala Wine Tasting Event have enhanced customer awareness and education. Customer information and feedback gathered from the Gala Wine Tasting Event will be utilized to explore the potential formation of a Harbor Wine & Spirits Wine Club. Attached please find the unaudited Liquor Store Balance Sheet. -90- FINANCIAL STATEMENT MUNICIPAL LIQUOR sToRE, CITY' OF MOUND, MN. The City of Mound hereby submits a statement of the financial affairs of the Municipal Liquor Store for the year ended Dec. 31, 2003, showing a balance sheet and a statement of operations as prescribed by the Office of the State AUditor in accordance with Minnesota Statute 471.6985. Respectfully submitted, Gino Businaro Finance Director CITY OF MOUND-MUNICIPAL LIQUOR STORE BALANCE SHEET (UNAUDITED) December 31, 2003 ASSETS Current Assets: Cash and investments Inventory at cost Fixed Assets: Building, furniture and fixtures Less: accumulated depreciation Other Assets Bond discounts and issuance costs TOTALASSETS $108,794 307,518 ,433,378 (56,896) 36,601 $1,830,393 LIABILITIES AND FUND EQUITY Liabilities: Accounts payable Bonds payable Fund Equity: Retained earnings TOTAL LIABILITIES AND FUND EQUITY $525,986 ~,~0,000 194,407 $1,830,393 -91 - SUMMARY ANALYSIS OF MOUND MUNICIPAL LIQUOR OPERATIONS (UNAUDITED) For the Year Ended December 31, 2003 TOTAL SALES Less: Cost of Goods Sold $2,099,731 (1.6t2.371) Gross Profit Gross Profit as a Percent of Sales 487,360 23.21% Operating Expenses (488.480} Operating Income (Loss) (1,12o) Nonoperating Revenues Nonoperatlng Expenses 0 (64,179) NET INCOME (LOSS) ($65,299) -92-