2010-04-20PLEASE TURN OFF ALL CELL PHONES & PAGERS IN COUNCIL CHAMBERS.
CITY OF MOUND MISSION STATEMENT: The City of Mound, through teamwork and cooperation, provides at a reasonable
cost, quality services that respond to the needs of all citizens, fostering a safe, attractive and flourishing community.
i
AGENDA
MOUND CITY 'to' UNOIL � �i�ESDAY, 20,:,2010 `- 6:30 PM
ANNUAL REPORT'Vit(�RKSI(P 1VNDYTY COUNCIL CHAMBERS
Page
1. CALL MEETING TO ORDER
2. DEPARTMENT HEAD ANNUAL REPORTS
A. LIQUOR STORE - MANAGER JOHN COLOTTI 1 -7
B. POLICE DEPARTMENT - POLICE CHIEF JIM KURTZ 8 -13
•
C. FIRE DEPARTMENT - FIRE CHIEF GREG PEDERSON 14 -56
D. CITY CLERK'S DEPARTMENT - CITY CLERK BONNIE RITTER 57 -60
E. FINANCE DEPARTMENT - FINANCE DIR. CATHERINE PAUSCHE 60 -69
F. COMMUNITY DEVELOPMENT - CD DIRECTOR SARAH SMITH 70 -73
G. PUBLIC WORKS - PUBLIC WORKS DIRECTOR CARLTON MOORE 74 -81
1. STREETS AND UTILITIES - CARLTON MOORE
2. PARKS AND DOCKS - PARKS SUPT JIM FACKLER
3. ADJOURN
•
• MEMORANDUM
TO: Mayor Hanus and City Council Members
FROM: Catherine Pausche, Finance Director
DATE: April 16, 2010
SUBJECT: Liquor Store Unrestricted Net Assets
I have attached a memo I wrote in December of 2008 that predicted when the Liquor Store fund
would be in a position to contribute to the Seal Coat Fund, a question that has arose again in recent
months.
In December of 2008, I assumed negative unrestricted net assets would decrease to ($186,212) in
2008, when, in fact, it only decreased to ($261,868). This was due to a lower than projected net
income. In 2007, the Liquor Store had net income of $122,766, in 2008 it was $69,910, and in 2009
it is projected to be $92,291.
Management has targeted three areas for increasing the net income:
• 1) Inventory adjustments are now made on a monthly basis and more stringent inventory
controls have been put into pace (see attached tracking sheet)
2) Mark -up procedures are more carefully monitored to maintain intended gross profit
percentages and to catch price changes
3) Opportunities to reduce operating expenditures are being explored including more energy
efficient lighting and air handling measures that will possibly be funded through grants and
rebates
Assuming net income continues to be around $100,000 per year, the Liquor Store is projected to be
in a position of positive unrestricted net assets beginning in 2012. Fund transfers to the Seal Coat
Fund would begin in 2012.
The Office of the State Auditor publishes information on all Minnesota Municipal Liquor Stores on
their website:
http:// www .auditor.state.mn.us/Reports /gid /2007 /liquor /liquor 07 report.pdf
Attached is an excerpt from that report showing that Mound's 26.5% gross profit in 2007 for off -sale
operations is healthy compared to other municipal liquor operations.
• Please let me know if you have any questions regarding this matter.
•
MEMORANDUM
TO: Mayor Hanus and City Council
FROM: Catherine Pausche, Finance Director
DATE: December 4, 2008
SUBJECT: Municipal Liquor Store Financials
The Mayor asked the question in a recent meeting regarding when the Liquor Store Fund will be in a
position to contribute to the Seal Coat Fund. Although the Liquor Store Fund had the first profit
since moving to the new location in 2007 and is expected to continue to show a profit from here •
forward, it has to obtain a positive unrestricted fund balance before it can transfer funds to the Seal
Coat Fund.
The negative unrestricted fund balance decreased to ($312,385) in 2007, and is estimated to decrease
to ($186,212) in 2008, suggesting by 2009 or 2010, the unrestricted fund balance will turn positive.
Some unrestricted fund balance should remain in the fund, and staff will look at proposing a policy
on Seal Coat Fund Transfers.
It should also be noted that in 2007, $800,000 was loaned from other funds to offset negative cash
balances in the Liquor Store Fund. Negative cash is mainly due to construction cost overruns at the
time the new store was built and investment in inventory in order to support increased sales and to
obtain quantity discounts. A decrease in amounts due to other funds should occur as the unrestricted
fund balance grows, as long as amounts invested in inventory remain steady or decline. The bonds
for the liquor store mature in 2019, which will further free up cash and reduce, and eventually
eliminate, any need for the interfund loans. Amounts available for Seal Coat Fund transfers will also
increase at that time.
City of Mound•
Liquor Store Inventory
12/31/2009
Description
Code
Inventory
11112008
Inventory
1/1/2009
•
Inventory
6/30/2009
Inventory
9/30/2009
Inventory
10/31/2009
Inventory
11/30/2009
• '
Inventory
12/31/2009 Difference
Liquor
251
183,065.34
215,270.90
264,938.90
237,223.65
218,720.36
214,176.96
175,632.55 (38,544.41)
Beer
252
68,787.70
93,940.68
125,080.28
113,627.97
96,550.59
95,010.66
72,024.96 (22,985.70)
Wine
253
270,390.89
318,713.46
344,220.44
317,120.45
301,926.28
293,766.39
268,342.43 (25,423.96)
Soft Drinks & Mix
254
6,638.52
6,233.16
6,501.40
4,998.78
5,513.26
6,148.97
5,088.65 (1,060.32)
Miscellaneous
255
3,626.30
4,074.49
4,303.61
4,421.40
4,189.24
4,293.50
2,173.32 (2,120.18)
Tobacco
256
3,912.63
4,651.01
4,254.10
4,583.90
4,607.00
5,065.92
4,070.70 (995.22)
Total
536,421.38
642,883.70
749,298.73
681,976.15
631,506.73
618,462.40
527,332.61 (91,129.79)
Increase /(Decrease)
Inventory Value
over Prior
2004
331,761.45
2005
349,582.04
17,820.59
2006
413,120.75
63,538.71
2007
536,421.38
123,300.63
2008
642,883.70
106,462.32
6/30/2009
749,298.73
106,415.03
9/30/2009
681,976.15
(67,322.58)
10/31/2009
631,506.73
(50,469.42)
11/30/2009
618,462.40
(13,044.33)
12/31/2009
527,332.61
(91,129.79)
Key Ratios
2009
2008 2007
Inventory Turnover (COGS /Inventory)
3.9
3.18 3.46
Days Sales in Inventory (365 /(COGS /Inventory))
93 days
115 days 105 days
Table 5
Comparison of City Liquor Store Operations - 2007
Gross Profit Net Profitt(Loss) Transfers
Foot- Cost Percent Operating_ Nonoperating Percent To/(From)
Name of City Type of Store notes Population Sales of Sales Amount of Sales Expenses Incomet(Loss) Revenues Expenses Amount of Sales Other Funds
lan On- & Off-Sale 331 195,553 129,116 66,437 34.0% 79,466 (13,029) 488 (12,541) -6.4% (15,000)
1 �- 4
43
Lewisville On- & Off-Sale 246 188,570 99,995 88,575 47.0 106,923 (18,348) 7,536 (10,812) -5.7%
- 0c
Lindstrom On- & Off-Sale 3,991 2,080,436 1,485,934 594,502 28.6% 552,247 42,255 36,285 78,540 3.8% 125,177
4MN-E W;
Litchfield Off-Sale Only 6,871 1,719,976 1,331,494 388,482 22.6% 253,767 134,715 - 13,058 157,773 9.2% 59,000
IEJ W--� - A 33 t1i ;7 7 ;6bU
Long Prairie Off-Sale Only 3,043 1,073,804 810,560 263,244 24.5% - 151,373 111,871 14,761 126,632 11.8% 92,181
5 '
Lonsdale Off-Sale Only 2,819 1,217,398 968,816 248,582 20.4 307,802 (59,220) 157,746 98,526 9.1% (200,000)
U
Madelia Off -Sale Only 2,283 304,591 213,941 90,650 29.8% 47,822 42,828 8,299 51,127 16.8% 35,000
;> X
Mahnomen On- & Off-Sale 1,171 966,914 622,705 344,209 35.6% 323,699 20,510 52,482 72,992 7.5%
94041* 20jQ00r. 2:
Mapleton On- & Off-Sale 1,640 661,693 375,514 286,179 43.2% 262,235 23,944 24,513 48,457 7.3%
Niil�� j2pr- 867
Mazeppa On- & Off-Sale 783 359,387 230,701 128,686 35.8% 128,289 397 20,688 21,085 5.9 25,000
N27807W
Menahga On- & Off -Sale 1,231 852,314 484,082 368,232 43.2% 261,030 107,202 1,450 5,197 103,455 12.1% 56,000
- 1 ,
35W[
I - -- � � V-! - xW --
-417- 7� A
Ir
Milaca Off -Sale Only -- 2,775 1,555,630 1,168,864 386,766 24.9% 275,759 111,007 32,621 32,772 110,856 7.1% 25,000
(4,38 16
Milton On- & Off-Sale 333 607,247 353,595 253,652 41.8% 241,577 12,075 4,969 17,044 2.8%
AAW -IM6
Monticello Off-Sale Only 11,253 3,769,210 2,766,144 1,003,066 26.6% 644,857 358,209 102,297 460,506 12.2% 330,891
Mora Off-Sale Only 3,699 2,230,868 1,683,024 547,844 24.6-/. 294,746 253,098 2 3,624 276,722 12.4% 270,600
Morton On- & Off-Sale 420 272,712 158,126 114,586 42.0% 121,709 (7,123) 5,119 (2,004) -0.7% 15,000
lool Nevis On- & Off-Sale 387 494,883 258,613 2 T70 47.7% 201,589 34,681 3,411 38,092 7.7% 22
Nisswa On- & Off-Sale 2,047 2,752,225 1,912,565 839,660 30.5% 651,912 187,748 187,748 6.8% 150,000
-
Northfield Off-Sale Only - 19,859 2,624,534 1,910,121 714,413 27.2% 534,133 180,280 27,208 207,488 7.9% 125,000
gft
Ogema On- & Off-Sale - 118 380,831 . 227,456 153,375 40.3% 109,756 43,619 4,416 48,035 12.6% 75,068
Okabena On- & Off -Sale - 178 262,473 1 43 , 445 119,028 45.3% 140,442 (21,414) 12,495 65 (8,984) -3.4%
Orr On- & Off-Sale - 236 547,041 315,674 231,367 42.3% 209,608 21,759 4,251 - 26,010 J 4.8% 49,500
Ni"
�4 4 -1 -1 5 - Qu
Palisade On- & Off-Sale -- 146 396,069 275,877 110,192 28.5% 145,884 (35,692) 15,669 - (20,023) -5.2% --
T7
Parkers Prairie On- & Off-Sale 1,031 576,178 390,654 185,524 32.2% 182,920 2,604 2,481 42,191 (37,106) -6.4%
Pelican Rapids Off-Sale Only 2,423 942,486 631,267 211,219 25.1% 152,596 58,623 -- -- 58,623 7.0 40,000
1-
Pine City Off-Sale Only - 3,275 1,639,921 1,192,940 447,081 27.3% 365,260 81,821 7,649 8,711 80,759 4.9% 50,000
4a7�- ��dttiD
•
� Harbor Wine &Spirits
Annual Report
r�
-1-
•
To: Mayor, City Council and City Manager
From: John Colotti, Manager, Harbor Wine & Spirits
Re: 2009 Annual Report
Harbor Wine & Spirits provides our community with a great service. In addition to
giving our customers a pleasant place to shop for their beverage needs, Harbor Wine &
Spirits contributes greatly to the effective control of alcohol in our community.
Restricting under age access is one of the most important roles we provide to our public,
and in 2010 will again contribute to the financial well being of the City of Mound.
The City of Mound, like many other municipalities in the State of Minnesota, operates
liquor stores for two critical reasons: To control the sale of alcohol in the community and
to generate revenue for the city.
In one of the very first phases of the redevelopment of Mound in 2003, the Mound liquor
store changed its' location and its' name to Harbor Wine & Spirits. The marketing is
concept of the new store was to get away from the "hole in the wall" image and create a
more upscale atmosphere, with a larger selection and more professional service. By
building on all of the positives that had been established at the old Mound Liquor, Harbor
Wine & Spirits has established itself, (and continues to establish itself) as THE premiere
wine & spirits destination of Westonka.
Harbor Wine and Spirits is a member of the Minnesota Municipal Beverage Association.
The MMBA is a statewide association of Municipal Liquor Store facilities. Its purpose is
to assist members in operating their stores more efficiently and economically through
education and consultation.
The MMBA is also our strongest voice in the on -going legislative battle against the
"Wine in Grocery" legislation, which if passed would allow the sale of wine in the state's
grocery stores. Any changes in the current State Statutes that would allow the sale of
wine in grocery stores would not only be detrimental to the financial well being of this
community, but would also increase the risk of underage consumption and abuse.
The staff of Harbor Wine & Spirits strives to provide a pleasurable shopping experience
for all of its' customers. We accomplish this by providing an unparalleled level of
customer service, a professional attitude, along with a clean and healthy shopping
environment. We also possess the most complete selection of Wine, Spirits and Beer in
the Westonka region. •
-2-
i Harbor Wine & Spirits is managed by myself. I possess over twenty years of experience
in the Wine and Spirits industry. Ron Gust is the Store Assistant Manager and held this
position for two years. Ron brings twenty years of business management experience to
Harbor Wine & Spirits. The store is currently staffed with seven part-time employees.
Harbor Wine & Spirits does business with over forty Wine, Spirits and Beer vendors.
The year 2007 marked a crucial turning point in the history of Harbor Wine & Spirits:
The store experienced its' first year of profitability. The Summary Analysis for the year
ended December 312007 reveal sales in excess of 2.5 million dollars, a gross profit
percentage of 26.46 %, and net assets of over $100,000.
The year 2009 was again a profitable year. The unaudited Summary Analysis for the
year ended December 312009 revealed sales have increased to just under 3 million
dollars and that we experienced an overall gross profit percentage of 26.5 %, and net
assets of over $260,000.
In the year 2006, Store & City Management was faced with a difficult decision. Faced
with another calendar year of an operating income loss, the decision was made to
restructure the full -time staff. The final decision was made to eliminate the two full -time
clerk positions, resulting in the unfortunate release of two individuals in mid -April.
• However, the financial impact of this reduction in staff saved approximately $80,000.
As we have witnessed over the last few years, the Wine category has been increasing
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. (One of our largest beer wholesalers sales have increased in
our store by 20 %) This proves our marketing theory that when the best deals are
purchased, our gross profit increases as well as our gross sales. This also keeps us
competitive in our market. All categories will continue to grow as long as we provide
constant product selection, professional customer service, and strategically accurate
marketing planning.
We are creating opportunities to expand our existing customer base with weekend wine
samplings, aggressive wine sale pricing and monthly advertisements in The Laker and
Lakeshore Weekly News to enhance customer awareness and education. We also feature
three storewide wine sales each year, which continue to bear fait. We feel strongly that
we are becoming THE wine and spirits destination on this side of the lake, as we had
forecasted.
•
-3-
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, 2009, 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,
Catherine Pausche
Finance Director
CITY OF MOUND -MUNICIPAL LIQUOR STORE
BALANCE SHEET
(UNAUDITED)
December 31, 2009
ASSETS
•
Cash and temporary investments
$ 7,919
Inventory, at cost
527,333
Capital assets,
net of accumulated depreciation
1,151,264
Bond discounts and issuance costs
21,961 is
TOTAL ASSETS
1,708,477
LIABILITIES
Accounts payable
Bonds payable
TOTAL LIABILITIES
NET ASSETS (LIABILITIES)
Invested in capital assets,
net of related debt
Restricted for debt service
Unrestricted
TOTAL NET ASSETS (LIABILITIES)
642,475
800,000
1,442,475
351,264
104,148
(189,410)
$ 266,002
SUMMARY ANALYSIS OF MOUND MUNICIPAL LIQUOR OPERATIONS .
(UNAUDITED)
For the Year Ended December 31, 2009
-4-
I*
OPERATING REVENUES
Sales
Cost of goods sold
Gross Profit
Gross Profit as a Percent of Sales
Operating Expenses
Operating Gain
Nonoperating Expenses
CHANGE IN NET ASSETS
NET ASSETS, JANUARY 1
NET ASSETS, DECEMBER 31
$ 2,751,452
2,057,481
693,972
25.22%
582,460
111,512
17,397
94,115
171,887
$ 266,002
ADDITIONAL INFORMATION
10
l
Transfers from Liquor Store Profits to City Funds:
Sealcoat Fund
Capital Outlay
General Fund
TOTAL TRANSFERS
-5-
Task List 0
Harbor Wine & Spirits Store Manager
John Colotti 04/2010
Daily Tasks:
- Open/Close Liquor Store at the posted times.
- Run cash register activity reports from the previous business day.
- Reconcile the cash registers of the previous day's business. ($150.00 starting amount in each
register).
- Assemble the daily bank deposit for pick — up by the Mound Police Dept.
- Count safe at opening each day. (Totaling $1625.00).
- Check in and validate any incoming deliveries.
- Maintain high level of customer service.
- Delegate assignments to part —time staff.
- Check Ids.
Weekly Tasks: •
- Run weekly inventory reports each Monday morning without failing to reset levels when
completed.
- Meet with vendor's sales representatives to discuss replenishing inventory levels, making sure
inventory levels are maintained at a profitable level.
- Complete the following week's work schedule.
- Make sure all part-time personnel are occupied with work duties.
- Visit or call City Manager to discuss Store business, or any other relevant issues.
- Visit or call Finance Director to discuss Store business, or any other relevant issues.
- Check Ids.
Monthly Tasks:
- Run all monthly sales activity reports including Tax and Quantity — On - Hand reports for the
City's Finance Department.
- Compile Monthly Comparison reports for City Hall.
- Attend all required meetings at City Hall: Post Council, Department Head, Budget Meetings
& Workshops, etc. and share information with Assistant Store Manager and part-time staff.
- Review all vendor's monthly deal sheets & determine their worth.
- Check Ids.
Ongoing General Tasks: O
- Discuss and complete staff's performance evaluations at the appropriate rimes.
-6-
• _ Hire new part-time staff when vacancies arise.
Maintain professional relationships with other neighboring businesses and the Lake
Minnetonka Chamber of Commerce.
Determine advertising options.
Perform general Retail duties including but not limited to: Training new employees,
supervising the part-time staff, assisting customers with their purchases, making wine
recommendations, general cashier duties, general cleaning & upkeep duties, scheduling in-
store product samplings, stocking shelves, and maintaining a healthy work environment for all
employees.
Meet with the Finance Director to forecast annual store financial performance and needs.
Schedule quarterly meetings with the Mayor, City Manager and Finance Director to discuss
store business.
Attend Council meetings on a bi- annual schedule to discuss store performance.
Plan Wine Sales and Annual Tasting.
Check Ids.
Annual Tasks:
- Prepare Year End reports for the Finance Department and annual audit.
- Schedule annual Alcohol Awareness Training with the Minnesota Municipal Beverage
Association for the staff.
- Attend ongoing annual meetings presented by the MMBA.
- Write annual performance review and meet with the City Manager.
- Work with the City Manager and Finance Director to formulate the following year's budget.
- Check Ids.
• Overall Task:
- Control the sale of alcoholic beverages in the community and generate revenue for the City of
Mound.
•
-7-
JAMES E. KURTZ
Chief of Police
MOUND POLICE
2415 Wilshire Blvd. Telephone (952) 472 -0621
Mound, MN 55364 Dispatch (763) 525 -6210
Fax (952) 472 -0656
EMERGENCY 911
Dear Citizens, Mayor, and City Council,
Contained within the following pages is the 2009 Annual Report for the Mound Police
Department. This report addresses all of our yearly statistical data and comparison figures
for the past five years.
The department experienced some major personnel changes in 2009. Officer Todd Truax
retired from law enforcement after more than twenty -nine years of service, twenty -five of
them, with our department. Officer Truax was also responsible for our computer technical
support. In addition, our junior administrative assistant resigned from the police
department citing personal reasons, which left a large whole in our front office coverage
and administrative support service. These two departures helped facilitate the city's cost -
savings and restructuring plan, but it placed a strain on our patrol scheduling and
administrative support. To mitigate the changes, the City Manager approved the hiring of
Officer Dennis Smith as a part- time /on -call officer. Officer Smith is a retired Golden
Valley Police Sergeant who has over 30 years of law enforcement experience. Officer
Smith worked approximately 340 hours in 2009 filling shifts for officers who were sick,
on vacation, or in training. In addition, the City Manager re- assigned city receptionist
Jodi Rahn to work part-time with the department as an administrative assistant.
In 2009, our Investigative Unit, which is supervised by Lieutenant John McKinley,
successfully concluded many large investigations including: convicting a 25- year -old
man in Federal court for using the identification of another man to purchase a vehicle,
electronic equipment, and withdraw funds from the victim's bank account totaling over
$60,000, a 40 year -old male was charged with stealing over $150,000 worth of furniture
that an interior designer had used to "stage" a house during the Parade of Homes. A
"lifetime and High Risk" predatory offender was charged with a felony after investigators
learned he was in the city and had not registered with the Department of Public Safety,
and three juvenile females were arrested for burglarizing three homes in the city. Many of
the cases our Investigative Unit investigates involves obtaining search warrants,
subpoenas, taped statements, and interviewing multiple victims and suspects. All of these
types of activities are time intensive and requires specialized skills.
Our Patrol Unit, which is supervised by Sergeants Ken Beck and Mike Sussman, handled
a variety of "in- progress" related crimes in 2009 involving assaults, damage to property,
domestics, thefts, and disorderly conduct. An example of these types of calls occurred on
July 31 when an officer stopped a vehicle for tinted windows. As the officer was
walking back to his squad to run the driver's drivers license when the car sped away. The
officer pursued the vehicle for several miles until the driver came to an abrupt stop.
Officers had to use force to get the man out of the vehicle. He was arrested for Fleeing
and Obstructing the legal process.
-8-
In 2009, the Patrol Unit seized a 2008 Chevrolet Equinox with 2,000 miles on it from a
• repeat DWI offender. The vehicle has since been placed into out investigative fleet.
Currently, all of our investigator squads (4) are seized vehicles and in the future, the city
will no longer need to budget for investigator cars.
The department continues to emphasize dedicated service to the community by providing
our D.A.R.E Program at Grandview Middle and Our Lady of the Lake Catholic Schools,
the TRIAD senior citizen crime prevention program at the Gillespie Center, School
Cross -walk guard, senior citizen contact program (which involves contacting senior
citizens during periods of adverse weather), the D.A.R.E Golf Tournament, Minnesota
Night to Unite, Boots and Badges Safety Fair, the Virtual Crime Prevention Block Club,
vacation house checks, enhanced code enforcement during the summer months, and our
Police Explorer Post. In addition, our officers serve on a variety of local, non -profit
advisory boards.
Our Mound Police Reserve Unit continues to provide dedicated and volunteer service to
the community. In 2009, the Unit, once again, volunteered over 2200 hours providing
extra patrol, transporting prisoners, security at crime scenes, and assisting at special
events.
In 2009, the West Metro Drug Task Force was the most productive Task Force in the
County recording the two largest in -door marijuana grow operation investigations in state
history. The Unit confiscated a remarkable $7,400,671.00 worth of illegal drugs. It
• should be noted that not all of these drugs were confiscated in Mound or the lake
Minnetonka area. The Task Force "follows" their investigations and their cases often
times takes them to other communities and counties. The Task Force's primary mission is
to target "street level" drug dealers who distribute drugs to our schools and
neighborhoods.
In 2009, overall calls for service and police contacts was slightly up, less than 1%, from
the previous year. The good news is Part I and Part II Offense, our most serious
violations, were down 7 %. Medical emergencies and Other Public Contacts, which
includes alarms, lockouts, and other minor events, account for the largest line increases in
our total calls for service.
Thank you for your support of the Mound Police Department as we fulfill our mission to
preserve peace in the City of Mound.
Sincerely,
L - 1 es Eurtz
Chief of Police
•
-9-
MOUND POLICE
2009 YEARLY REPORT
PART I CRIMES
Homicides
Criminal Sexual Conduct
Robbery
Felony Assault
Burglary
Larceny
Vehicle /Boat Thefts
Arson
TOTAL
PART II CRIMES
Child Abuse /Neglect
Forgery/NSF Checks
Criminal Damage to Property
Weapons
Narcotic Laws
Liquor Laws
DWI
Simple Assault
Domestic Assault
Domestic (No Assault)
Harassment
Juvenile Status Offenses
Public Peace
Trespassing
All Other Offense
TOTAL
PART 11 & PART IV
Property Damage Accident
Personal Injury Accidents
Fatal Accidents
Medicals
Animal Complaints
False Alarms
Mutual Aid
Other General Investigations
TOTAL
Henn. County Child Protection
Inspections
TOTAL
*I
01
-10-
CASES
OFFENSE
CLEARED
CLEARED
CLEARED BY
REPORTS
UNFOUNDED
EXCEPT
ARRESTS
ADULT
JUVENILES
0
0
0
1
0
0
6
2
1
2
3
0
1
0
1
0
0
0
7
0
0
4
4
1
38
3
0
11
8
7
165
16
18
26
22
10
21
6
0
5
4
2
2
0
1
1
0
1
240
27
21
49
41
21
10
3
2
4
4
0
8
0
0
3
5
1
109
9
13
8
5
3
13
0
5
7
4
4
45
0
0
44
45
16
112
1
0
112
116
31
62
1
0
61
61
0
48
4
22
11
13
5
37
2
3
26
23
3
70
0
0
0
0
0
17
5
9
0
0
0
25
0
2
23
0
34
55
1
3
32
36
7
16
4
1
8
3
5
47
3
2
46
48
1
674
33
62
385
363
110
114
12
0
542
154
67
177
8.052
9,118
22
289
10,343
60
83
434
401
131
-10-
10
I*
� 0
MOUND POLICE DEPARTMENT
POLICE /CRIME ACTIVITY REPORT
FIVE -YEAR COMPARISON
Hazardous Citations
Non - Hazardous Citations
Hazardous Warnings
Non - Hazardous Warnings
Verbal Warnings
Parking Citations
DWI
Over. 10 BAC
Property Damage Accidents
Personal Injury Accidents
Fatal Accidents
Adult Felony Arrests
Adult Misdemeanor Arrests
Juvenile Felony Arrests
Juvenile Misdemeanor Arrests
PARTIOFFENSES
Reported
Cleared
Arrests Made
PART II OFFENSES
Reported
Cleared
Arrests Made
Medicals
Animal Complaints
Ordinance Violations
Other Public Contacts
Mutual Aid
TOTAL
2006
2006
2007
2008
2009
344
330
160
281
168
673
470
494
608
846
115
128
123
64
76
711
794
204
569
605
1,223
1,228
963
1,058
1,071
388
462
156
327
235
101
72
60
59
61
92
61
52
51
55
132
102
114
102
114
16
23
14
24
12
1
0
0
0
0
61
73
39
44
48
464
318
318
390
408
22
26
17
11
22
112
109
125
89
110
225
341
309
272
240
100
99
115
99
97
53
46
47
43
62
771
718
710
712
674
580
490
454
475
480
516
426
396
460
473
414
485
479
465
542
162
311
318
258
154
724
1,461
1,665
475
289
6,425
8,441
8,111
7,863
8,052
67
99
161
212
177
13,243
16,052
14,431
13,934
13,959
-11-
MOUND POLICE DEPARTMENT
2009 YEAR CITATIONS
CITATIONS
ADULT JUVENILES
•
DWI
61
0
More than. 10 BAC
55
0
Underage Drinking /Driving
0
3
Careless /Reckless Driving
6
0
DAR /DAS
100
2
Open Bottle
10
0
Speeding
98
3
No DL or Expired DL
26
1
Restriction on DL
3
5
Improper, Expired or No Plates
118
0
Stop Arm Violations
1
0
Stop Sign Violations
12
0
Fail to Yield
3
0
Equipment Violations
57
2
Hit and run
2
0
No Insurance
Illegal or Unsafe Turn
91
2
2 •
0
Over Centerline
0
0
Parking Violations
235
0
Crosswalk
2
0
Animal Ordinances
5
0
Code Enforcement
14
0
Seat Belt
118
2
Overweight Vehicles
18
0
Miscellaneous Hazardous
25
4
Miscellaneous Not Hazardous
46
1
TOTAL 1,108 25
•
•
•
•
MOUND POLICE DEPARTMENT
2009 YEARLY WARNINGS
WARNINGS ISSUED
ADULT JUVENILES
Insurance
110
7
Traffic
72
3
Equipment
129
13
Crosswalk
0
0
Animals
2
0
Trash /Derelict Autos
54
0
Seat Belt
8
1
Operation Clean Sweep
119
0
Hazardous Miscellaneous
1
0
Non - Hazardous Miscellaneous
158
4
TOTAL
653
28
WARRANT ARRESTS
Felony 7 1
Misdemeanor /Gross Misdemeanor 45 0
-13-
2415 Wilshire Boulevard
Mound, MN 55364 •
Main: 952.472.3555
Fax: 952.472.3775
www.moundfire.com
E�II
Annual Report
Vision Statement It's our vision to be known as an innovative and
progressive fire department. We are dedicated to the delivery of effective fire
suppression, rescue services and quality fire safety education to the public.
We strive to offer the best available education and training to our members.
We are committed to providing an environment which fosters teamwork •
among members. We desire to have an atmosphere of open communication
which promotes the health and welfare of individual members.
This Annual Report is prepared for the Mayor and Councilors for the City of
Mound, and also the Mayors and Councilors of the four other cities we
serve. This report is also presented to and reviewed with our Mound Fire
Commission members.
0
-14-
� 0
2009
Annual Report
Index
10
I*
Section I
Overview & Highlights
Pages I —
5
Section II
Organization and Staff Information
Pages 6 —
9
Section III
Department Activities
Pages 10
—17
And Performance Measurement
Section IV
Apparatus & Equipment
Pages 18
— 23
Section V
Facilities
Pages 24
— 26
Section VI
Finances & Budget
Pages 27
— 35
Section VII
Strategic Plan Initiatives
Page 36
Section VIII
Fire Department Challenges
Pages 37
— 41
And General Information
-15-
Mound Fire Department
2009 Annual Report
Overview and Highlights •
This Overview and Highlights section provides a general, but important summary of the Mound
Fire Department activities, accomplishments, challenges met for the year 2009.
City Manager Kandis Hanson has asked department heads to emphasize (in this years annual
report) our challenges and the obstacles we foresee in the future. A summary of the challenges
and a bit more detail is addressed in Section VIII of this report.
Note: This Annual Report is prepared for the Mayor and Councilors for the City of Mound, but
also the Mayors and Councilors of the four other cities we serve. This report is also presented to
and reviewed with our Mound Fire Commission members.
The detail and support documents provided within this 2009 Annual Report provide much more
comprehensive information relevant to the Mound Fire Department. Please contact Fire Chief
Greg Pederson if you have any questions, comments about the information, or would like to
discuss any of the issues.
Introduction and Overview
The year 2009 was another year of success for the Mound Fire Department. This year we
focused on hiring and maintaining our firefighter staff, continuing to implement our Apparatus
Replacement and Efficiency Plan, tightening Budgets and Financial Management, reworking and 40
restructuring our fire service contracts, and investigating options for studying and improving our
Fire Relief Association Pension Plan.
Our well trained and active firefighter staff remains our most important asset. Our firefighter
staffing level was increased by one firefighter as our staff of firefighters went from 43 to 44 in
2009. The nationwide and local trend is that less people are volunteering as firefighters. We are
fortunate to have had much success in hiring and maintaining firefighters.
Footnote: we currently have a waiting list of firefighter applicants.
It is the dedication and commitment of the Mound firefighters that help uphold the service
quality of the Mound Fire Department. In 2009 our calls for service for Fire and Rescue call
activity increased slightly from the 2008 levels. Our fire department emergency call outs in 2009
were 551 vs.533 call outs in 2008. Our firefighter response hours for the year were down
minimally and about 5% lower than 2008 levels with a total firefighter emergency response
hours at 11,155 hours. The commitment of time and effort that is required by firefighters
continues to increase (refer to department activity report included).
This annual report, like reports in the past will focus primarily on what I consider the key critical
components necessary to meet the ever changing needs of the fire service, including:
administration and organization issues, staff and resources, apparatus and equipment, facilities,
strategic planning, challenges, and budgets (financial support).
•
-16-
Organization, Staff Information, Performance Measurement
The Mound Fire department continues to maintain a very high level of active volunteer (paid-on-
call) firefighter staff. We currently have a staff of 43 volunteer firefighters, plus one full time
administrative assistant and a full time fire chief. We currently have a waiting list of applicants
for the firefighter position.
The following points about organizational resources are supported by the documentation and
graphs included in the pages that follow (please refer to the lists, graphs, and charts).
• We did hire four new probationary paid -on -call firefighters in 2009, and actually increased
our staff of firefighters by one. There were three firefighters that left the department, the
reasons they left were due to: 1 left for retirement upon completion of 20 years of service and
2 firefighters purchased a house out of our fire service area (refer to the rosters and
organizational charts included).
• Firefighter Paul Henry (20 years of service) retired on 5/05/2009, 2 others relocated.
• Fire and Rescue calls for service were at a normal level in 2009, but the department remains
very active. The overall activity level however was quite demanding with a total of 11,155
personnel hours spent at fires and other emergency calls (refer to 2009 activity report).
• Mutual Aid requests and hours for Mound Fire decreased in 2009, but do not expect this to
be a trend as mutual aid requests will likely continue to be higher than in the past..
• Our fire department response consistently generates an average of 20 -22 firefighters per
emergency call. This high number of responders is an extremely good response, as compared
to many other volunteer or paid fire departments.
• MFD firefighters also worked a significant amount of hours on apparatus, equipment, and
. station maintenance in 2009 for a total of 1,097 hours.
• In 2009 our staff training hours was high at 2,541 hours. Our fire department membership is
better trained and more diversified than ever before. All of our members are 100% certified
as Firefighter 1 and EMS First Responder, except the new probationary firefighters which are
currently being trained.
• Our fire department staff including all fire officers and firefighters is skilled as well with a
total of 460 years of accumulated firefighting experience.
Our firefighters, through hard work and dedication continue to put in many volunteer hours, with
a conservative estimate of all work by firefighters in 2009 at 16,480 hours.
Apparatus and Equipment
In 2009, we made some major strides toward implementation of our Apparatus Replacement and
Efficiently Plan. We are making some major changes in our apparatus fleet and making the
transition to more efficient lower cost apparatus. Capital Expenditure spending on apparatus and
equipment was relatively insignificant in 2009. Changes to our apparatus and equipment fleet
and important events were as follows:
• We sold our old 1987 Chevrolet 4 WD Rescue truck in February 2009 for $6,500.
• We purchased a new Ice and Water Rescue 11' Zodiac Boat (to replace leaking 20 year
old unit) in 2009 for $1,999.
is In 2009, we issued (sold) equipment certificates in the amount of $250,000 for 2010
apparatus and equipment purchases.
-17-
• Since November 2007, we have removed 6 old fire units (apparatus or boats) from
service by either selling them or retiring them
• Our 1980 Sutphen 100' Aerial Ladder truck is now 30 years old and will need to be
replaced sometime in the relatively near future. The ladder truck has had many
operational and functional failures or problems prior to, and in 2008 and 2009. The truck
operational failures have often been a major safety concern.
NOTE: The cost of replacement for a 100' ladder truck depends upon the path we choose (i.e.
buy new truck, buy used truck, or refurbish existing truck). The cost of a new ladder truck that is
similar in size and performance to ours would be approximately $935,000. In any case we need a
ladder truck for fire response and suppression, high level rescue, in support if our fire protection
contracts, and our ISO Public Protection Classification in all cities.
In 2008, 2009 and early 2010, I reluctantly made a decision to spend $37,615.08 (refer to repair
summary) to repair this truck and extend its life for 2 -4 years. The truck is currently functioning,
but may need more work to operate effectively. The Fire Commission has asked me to make the
ladder truck replacement a priority topic for our 2010 Fire Commission meetings.
Note: We continue to analyze and consider new concepts to meet our ever changing needs for
fire apparatus and equipment. We believe our fire apparatus replacement program plan considers
all of the practical and available options for prudent and cost effective apparatus replacement
purchases in the future. The Fire Commission meeting discussions often deal with apparatus
needs, replacement plan, and future purchases. Representatives from each contract city are given
the opportunity to weigh in on the capital apparatus purchases.
Facilities •
The Mound Public Safety Facility remains ideal for our daily administration, staff activities,
apparatus housing, equipment storage, training, and emergency response operations. There were
some facility issues that needed attention in 2009
• We implemented several energy saving and efficiency projects for the public safety facility
in 2009. The cost savings and payback period is significant in terms of energy savings and
dollars saved (refer to spreadsheet list).
• In 2009, we had severe degeneration of our concrete on the fire station front apron. The
apron needed to be replaced, so we pursued the original vendor which was Kelleher
Construction. In the end, the owner of Kelleher Construction agreed to replace a large portion
of the concrete apron at his expense. The fire budget paid for the remainder of the cost to
replace the concrete apron. Costs: Kelleher $17,000, Mound Fire $12,807, Amcon $1,500.
• In the summer of 2007 during a storm, we discovered that the Public Safety Facility "Back
up Power Generator" was wired incorrectly and did not work properly during a power
outage. This problem was due to a design error by our original architect Short Elliot
Hendrickson. In 2009, Short Elliot Hendrickson agreed to pay $8,500 to correct the wring
problem. This rewiring work was completed and all systems are now working well.
Facility Notes:
We are still interested in the possibility of refinancing the Public Safety Facility Debt (bonds) to •
lower our expenses and budget. The call date on the bonds is not until 2011. This could be a
potential savings in the future if we can achieve lower interest rates.
-18-
The City Council and City Administrator in Minnetrista have begun to inquire about creating a
fire district, especially as Minnetrista develops. At some point in time our friends and neighbors
in Minnetrista will be pursuing fire stations in their growing community. The Minnetrista Fire
• protection project will be a Public Safety necessity for the city in the future.
The City Officials in Minnetrista are very supportive of Mound Fire Department and will likely
want us to be an active participant in the Minnetrista fire protection plan. We believe we have a
great working relationship with all of our fire protection contract cities.
Finances and Budget
In general, the Mound Fire Department expenses for 2009 were slightly under budget on the
operations side. Please refer to the budget summary page in this report for the 2008 budget vs.
spending and financial details.
• The fire reserve fund balance at the beginning of 2009 was $132,713 with an estimated
ending reserve balance of $179,713 at the end of 2009. The fire fund balance will
increase by approximately $47,000.
• Through careful and conservative spending, the 2009 Fire Budget was under budget by
approximately $21,000.
• The fire department apparatus repair occurrences and costs continue to rise as our fleet of
apparatus gets older. In 2009 we spent a substantial amount of dollars on apparatus repair
and maintenance with a total of $ 38,998 vs. a budget of $19,200. This is a ongoing
problem that we are working to resolve (refer to the summary sheet on budget vs.
expenditures for account 4409)
• • In 2009, I submitted two Assistance to Firefighters Grant (AFG) requests for a new aerial
fire apparatus ($935,000) and training ($15,975). Unknown if these two requests will be
approved or funded this year.
• I applied for a Metropolitan Emergency Services Board Radio grant in 2009, and was
awarded with a grant of $13,225 to purchase several new 800 MHz radios.
• The Mound Fire Department Relief Association Pension Fund made significant recovery
strides in 2009, with a positive investment return of 21.34 %. The MFD Relief Fund
gained $723,154 in value throughout 2009 which included the 2009 deposits or
contributions (refer to integrated performance review summary report). The fund value at
12/31/08 - $3,391,260 vs. fund value year end 12/31/09 - $4,114,415. NICE!
• Throughout 2009, the MFD Fire Commission spent several meeting sessions discussing
and working on resolving Fire Service Protection Contract issues, primarily related to the
facility payment /debt service schedule. We have resolved the contract issues and the
Mound City Council has approved the new revised contract. Minnetrista and Spring Park
have approved the new contract as well, with Minnetonka Beach and Shorewood
expected to follow.
Challenges for the Future
Many important items remain on our list as challenges that are very important for the future. The
critically important items are to be addressed as part of the Mound Fire Department Strategic
Plan. Please refer to Section VIII in this report for an overview of the challenges and issues we
• expect in the future.
-19-
Strategic Plan and Initiatives
In March 2004, I presented a Strategic Plan Initiative with a focus on four key areas including:
Personnel, Budget and Financial Management, Equipment and Supplies, and Facilities. Many of •
the plan initiatives have been completed and /or are ongoing. Significant progress has been made
on these initiatives, with more work to be done.
Implementation of this strategic plan is essential to the successful fire operations of the Mound
Fire Department in the future. A complete summary of the Strategic Plan and department
accomplishments for the year 2009 is included in this report (refer to attachment).
Summary
The year 2009 was a very successful one for the fire department in many ways. We believe we
served our customers and residents well by providing a valuable service at a relatively low cost.
Our staff of firefighters and office personnel, apparatus, and equipment has continued to be
maintained as our key strong elements. We have very nice functional fire station facility.
In the future we look forward to improving and expanding our department operations further by
partnering with Minnetrista as part of their fire service protection plan. A Minnetrista partnership
(and possibly a fire district concept) will lead to more efficient use of our fire staff, apparatus,
and equipment. A fire partnership or fire district will most likely be a financial benefit to Mound,
and all of the fire protection contract cities as well.
We thank our city officials, staff, fire commission members, and citizens for their continued •
cooperation and support of the Mound Fire Department.
Respectfully submitted,
Gregory S. Pederson
Mound Fire Chief
4 April 2010
•
-20-
10
I*
-4( ?)
Mound Fire Department
2010 Firefighter Staffing Summary
Name
Activity/Description
Staffing Level
All Staff
2007 total of all department staff
48
(Includes chief and administrative)
All firefighters
2007 total MFD volunteer staff
46
Jerry Ricke
resigns after 4 years on March 4, 2008
45
Kevin Grady
retired after 20 years on August 11, 2008
44
Paul Henry
retired after 20 years on May 5, 2009
43
Matt Kvam (1.5 years)
purchased a home 5/22 out of service area
42
6.4 miles away and resigned 6/09
Rod Stevens (8.5 years) purchased a home 7/31 out of area in 41
Norwood Young America and resigned 8/09.
Hired four new probationary firefighters 10/05/09 45
Kevin Sipprell (19 years) retired after 20 years served on 04/0610
Other considerations
Dan Grady (18.5 years) probably will retire in December 2010 -1
Jim Casey (19 years) health and workers compensation ?
Issues and may not return to effective duty.
Steve Henkels (7.5 years) Military deployment for 12 -15 months temporary LOA
Return expected, but not 100% sure
Jeff Andersen (28 + years)
Rick Williams (25 +years) All can retire anytime fully vested pension
Greg Palm (25 +years)
Tim Palm (20 years)
-21-
Mound Fire Department
2415 Wilshire Blvd. Mound, Minnesota 55364
2010
Chain Of Command and Officer Rank
N
N
Chief 1- Fire Marshall
Chief 2 - Asst. Chief
District Chief 11
District Chief 21
Captain 11
Captain 12
Captain 14
Captain 15
Captain 16
Deputy Fire Marshall
Lieutenant 11
Lieutenant 12
Lieutenant 14
Lieutenant 15
Lieutenant 16
Fire Investigator /Inspector
Asst. Fire Investigator /Inspector
Safety Officer
Tony Myers 12 -31 -2011
Brian Gorman 12 -31 -2012
Fire Marshal or as Designated by I.0
01/04/10
Effective date: April 12, 2010
•
•
•
Term Expires
Greg Pederson
Not Applicable
Jeff Andersen
12 -31 -2011
Rick Williams
12 -31 -2010
Greg Palm
12 -31 -2010
Tim Palm
12 -31 -2010
Matt Hentges
12 -31 -2011
Dennis Woytcke
12 -31 -2010
Matt Jakubik
12 -31 -2011
Kevin Flaig
12 -31 -2011
Tony Myers
12 -31 -2011
John Larson
12 -31 -2010
Brian Berent
12 -31 -2010
Mike McCarville
12 -31 -2010
Ben Foster
12 -31 -2010
Open Position
12 -31 -2010
Tony Myers 12 -31 -2011
Brian Gorman 12 -31 -2012
Fire Marshal or as Designated by I.0
01/04/10
Effective date: April 12, 2010
•
•
•
Mound Voluntee Fire Department
2415 Wilshire Blvd. Mound, Minnesota 55364
2010
Fire Officers and Companies
I N
W
Fire Chief: Greg Pederson
District Chief 11: Rick Williams
Medical Director: Kevin Sipprell
Engine Co. 1 (18,24,25)
Assistant Chief: Jeff Andersen
District Chief 21: Greg Palm
Fire Investigator: Tony Myers
Engine Co. 2 (29,33,35)
Deputy Fire Marshall: Tony Myers
Training Officer: Matt Jakubik
Asst. Fire Inspector: Bryan Gorman
Truck - Ladder Co. (17,26)
Capt. 16 Kevin Flaig
Capt. 12 Matt Hentges
Capt. 14 Dennis Woytcke
Lt. 12 Brian Berent
FM I Tony Myers
Lt. 11 John Larson
Dan Grady
Ed Vanecek
Ben Gottschalk
Paul Babb
Rich Rogers
Matt Svihe)
Bob Crawford
Roger Kryck
Aaron Crandall
Jason Maas
Bruce Gustafson
Jeff Harrison
Jason Rice
Jim Casey -leave
Shawn Hayes
Mike Foley
Bryan Gorman
Mike Shepherd
Rescue Co. 1 (19, 34, new)
Capt. 15
Lt. 15
01/04/10
Effective date: Apri 112, 2010
Matt Jakubik
Ben Foster
Darren Poikonen
Steve Henkels - leave
Josh Clemons
Paul Jolicoeur
Mark Lee
Jeremy Spader
Heavy - Special Rescue Co. (22,28,37)
Capt. 11 Tim Palm
Lt. 14 Mike McCarville
Chris Pounder
Derak Anding
Andy Drilling
Matt Morris
Tony Bolden
•
MOUND FIRE DEPARTMENT
Seniority List
NAME START DATE EQUIP. #
Chief 1
1
GREG
PEDERSON
2/3 /1975
18
Chief 2
2
JEFF
ANDERSEN
9/22/1980
31
Dist. Chief
3
RICK
WILLIAMS
11/7/1983
22
Dist. Chief
4
GREG
PALM
2/6/1984
15
Captain 11
5
TIM
PALM
5/1/1989
17
7
DAN
GRADY
12/3/1990
9
8
EDDIE
VANECEK
11/4/1991
34
Captain 14
9
DENNIS
WOYTCKE
3/211992
24
10
PAUL
BABB
9/13/1993
28
11
CHRIS
POUNDER
9/13/1993
36
12
BOB
CRAWFORD
3/21/1994
6
13
JASON
MAAS
5/2/1994
32
Lieut.11
14
JOHN
LARSON
316/1995
5
15
RICH
ROGERS
10/16/1995
19
16
ROGER
KRYCK
12/4/1995
27
17
BRUCE
GUSTAFSON
2/5 11996
11
Captain 12
18
MATT
HENTGES
5/6/1996
14
Captain 15
19
MATT
JAKUBIK
11/17/1997
37
Fire Marshal
20
TONY
MYERS
5/4/1998
33
21
DARREN
POIKONEN
12/19/1998
30
Captain 16
22
KEVIN
FLAIG
4/19/1999
7
Lieut.12
23
BRIAN
BERENT
4/24/2000
1
24
STEVEN
HENKELS
9/10/2001
2
25
JIM
CASEY
11/4/2002
4
Lieut.14
26
MIKE
MCCARVILLE
1/6/2003
35
27
JOSH
CLEMONS
5110/2004
23
28
MIKE
FOLEY
5/10/2004
16
29
PAUL
JOLICOEUR
5/10/2004
39
30
MARK
LEE
5/10/2004
40
31
DERAK
ANDING
7/26/2004
3
32
JASON
RICE
7/26/2004
42
33
ANDY
DRILLING
5/20/2006
25
Lieut.15
34
BEN
FOSTER
5/20/2006
29
35
BEN
GOTTSCHALK
5/20/2006
26
36
TONY
BOLDON
11/5/2007
12
37
BRYAN
GORMAN
11/512007
21
38
MATT
MORRIS
11/5/2007
44
39
JEREMY
SPADER
11/5/2007
45
40
MATT
SVIHEL
1115/2007
46
Probationary
41
AARON
CRANDALL
10/5/2009
8
Probationary
42
JEFF
HARRISON
10/5/2009
10
Probationary
43
SHAWN
HAYES
10/5/2009
38
Probationary
44
MIKE
SHEPHERD
10/5/2009
41
Over 20 years
15 - 20 years
10 -15 years
5 -10 years military leave 13 -14 months
workers comp 12 months
Under 5 years
•
1�1
Seniority List 072809.xls
-24-
10
10
10
2009
542
9
551
10,735
420
11,155
11,155
1,096.5
2,541
Mound Fire Department
2009 Activity Report
2008 vs. 2009
Fire / Rescue Calls In Our Primary Service Area
Mutual Aid Calls Out Of Our Service Area
Total Of All Fire / Rescue Calls Including Mutual Aid
Fire / Rescue Personnel Hours In Our Primary
Service Area
Mutual Aid Fire / Rescue Personnel Hours
Fire / Rescue Personnel Hours Including Mutual Aid
2008
517
16
533
898
11,786
Fire / Rescue Personnel Hours Including Mutual Aid 11,786
Maintenance Hours 1,304.5
Training (In House) Hours 3,276.5
-25-
Mound Fire Department
Firefighter Hours Breakdown by City
2007
2008
2009
Mound
7,242
63%
6357
58%
6,067
57%
Minnetrista
2,312
20%
2010
19%
1,824
17%
Spring Park
1,356
12%
1865
17%
1,889
18%
Minnetonka Beach
522
4%
581
5%
604
5%
Shorewood
149
1%
75
1%
351
3%
Total
11,581
100%
10,888
100%
10,735
100%
I N
Mutual Aid
2007
2008
2009
Mutual Aid Calls 10
16
9
Mutual Aid Hours 459
898
420
TOTAL HOURS 12,040
11,786
11,155
• • •
•
1�1
Mound Fire Department
2009 Fire / Rescue Total Calls by City
350
300
250
200
N
J
U
150
100
50
0
city
•
Calls
Mound Spring Park Minnetrista Minnetonka Shorewood Mutual Aid
Beach
7,000
• 111
5,000
U) 4,000
L
N
0o p
= 3,000
'r § f
1,000
W
Mound Fire Department
2009 Firefighter Hours by City
City
ED Calls
• • •
Mound Spring Park Minnetrista Minnetonka Shorewood Mutual Aid
Beach
I N
b
•
18
we
14
J
12
c�
U 10
Q
8
.iJ
L
4
2
C
•
Mound Fire Department
Breakdown of Mutual Aid Calls
2002 -2009
Year
I IM Given ■ Received
•
2002 2003 2004 2005 2006 2007 2008 2009
I W
O
1,800
1,600
1,400
1,200
N 1,000
L
O
800
600
400
200
0
0
Mound Fire Department
Firefighter Maintenance
Years
M Maintenance
n
•
2002 2003 2004 2005 2006 2007 2008 2009
•
3,500
3,000
2,500
r i
N
L
0
W
1,500
1,000
500
N
•
Mound Fire Department
In -House Firefighter Training
Years
®TRAINING
•
2002 2003 2004 2005 2006 2007 2008 2009
8
7.8
7.6
7.4
W
N
7.2
m
7
M.;
6.6
6.4
6.2
6
Mound Fire Department
Response Times for All Cities
(All Types of Calls - Code 3 Only)
Year
� E9 Minutes
0 0
•
2002 2003 2004 2005 2006 2007 2008 2009
Mound Fire Department
2008
• Apparatus Utilization and Response Concepts
We must evaluate and implement a short term and long term plan that reconfigures our apparatus and equipment
fleet, and then implement response sequence changes that are more appropriate, efficient and effective.
"Bip, Tire" "Small Fire" "EMS" PI Accident Special 11ar,ard Service Calls
No Major change Smaller Apparatus Smaller Apparatus? Change response Not Sure, needs TBD Change Response
009 or beyond 2009 or beyond Late; in 2008 009 or be' on
Comments, Concepts, Action Items and Implementation Steps:
1. Dispose of some of our OLDER JUNK apparatus that we do not need! (i.e. F- Troop, Gamma Goat, R19)
2. Evaluate our utilization of each apparatus and apparatus type to determine usefulness and justify future purchases.
3. Better utilize our Existing Apparatus by establishing and redefining each apparatus purpose (Grass #11, Utility #22)
4. Brainstorm about better and more sensible apparatus purchases while considering our ISO PPC rating ... $$$$
5. Possibly reduce the numbers of apparatus, replace apparatus we need, have better newer equipment, or at a minimum
• less expensive apparatus when BIG BUCK HIGH TICKET $$ trucks are not needed.
6. End Result: Newer — Better — More Efficient — More Appropriately Equipped — Less to Maintain, Check or Test, and
Repair - Ready for AnythinQ Apparatus
Random thoughts:
1. Our emergency response calls are more unusual and bizarre than ever before — we get called out for anything and
everything which requires a NEW SET of Rules and Tools!
2. Actual Fire calls are less than in the past, special calls for services are more than ever.
3. We need a smaller well equipped (loaded with stuff) combined use vehicle for Special Response Calls, EMS,
Service Calls, Duty Officer, Light Response Vehicle.
4. Our small Grass Rig Mini - Pumper works well and needs more use!
5. Our Utility Truck #22 needs to be reengaged and out back into the mix, but needs a revamp of inventory, tools and
equipment to make it more useful.
6. We need to determine if we are prepared for all types of calls and what we might want to add to our toll box of
tools and training. What types of calls should we train for? What kind tools and equipment do we need that we don't
have?
0 will be working on this project in October and November 2008!
-33-
MOUND FIRE DEPARTMENT
August 2009 •
Apparatus Response and Use Considerations:
1. As a general rule, our existing apparatus response sequencing will not require an overhaul or even
major changes, however new apparatus, new apparatus types, and the use of duty officers or
smaller response duty crews will warrant some changes in the near future.
2. Response sequencing of the new forthcoming apparatus needs to be considered and determined for
apparatus bay placement of all apparatus. We should plan for apparatus arrival prior to arrival.
3. It is very likely that MFD will have a structured Duty Officer or Duty Crew Program in the near
future, depending on the results of a study on call response types and history study (4 year study is
currently in progress now — refer to study example).
4. To justify the purchase of two new pieces of apparatus in 2010, we must acquire and utilize the
new apparatus quickly; get rid of the old apparatus as soon as possible, then ultimately meet a goal
of becoming more efficient and reducing operating and maintenance costs. NO WAVERING!
5. The apparatus names and /or Alias need to be determined now for CAD designation, development
of new code plugs, and all radio programming (including the new radios). 0
6. Our new to be ordered 1250 GPM — 2000 Gallon Tanker Pumper needs to be a first line truck and
( ) P
be utilized much more than our existing tankers. This truck cannot sit in the station with limited use
as our old tankers did (refer to MFD apparatus utilization study data).
7. The new (to be ordered) 2010 SUV is intended to make us more efficient and more effective with
apparatus use and costs of operation. This unit must be used regularly to improve operations,
justify its purchase, and to satisfy our smaller vehicle needs including: basic EMS, Hazardous
Conditions calls for service, and duty crew or duty officer calls. This vehicle needs to be on the
road often and visible.
8. Apparatus use and flexibly of apparatus use is more important than ever before with tight budgets
and less major fire responses; however we must continue to meet our fire contract obligation and
the needs of all five cites we serve.
9. Our next apparatus TOP Priority needs to focus on a Ladder Truck including: finances, saving
money or budgeting, and replacement plan concept.
10. Our MFD Insurance Services Office Public Protection Classification ratings must be supported,
and general improvements in fire department operations must continue to be vital.
•
-34-
• MOUND FIRE D *TMENT
APPARATUS REPLACEMENT AND CONDITION REPORT SUMMARY
Unit # Description Primary Purpose Condition Projected Life Replacement Cost* Comments
16 1954 Dodge Grass Rig Grass Fires Poor SOLD DNR - Fr ee ;::;:•;:::.:;:::.:::;..;...: •:..::: •. :::::.:::.:.. • •.:::::.; ::.;.;:::;.;•;:..;;:•:;•::::.:< ;::•;:.:
•::::: �::::: �! ki:: 3�'' S>< lt,l �xt,: �•!' I�'"', �. �d'• 1.::: w: rit: �k: :t�.ae�::r.�::txs:: >:::<::<::::
w
cn
17
1981 Sutphen Ladder w/1500 gpm Pump
Ladder Truck 4th Engine
Poor
3 -5 Years
$935,000
Significant dollars spent to repair 2009/2009
18
1984 Ford 1250 gpm Pumper
3rd Response Engine
Fair
1 -2 Y ears
$255
Truck life to be extended due to replacement cost
19
1987 Chevrolet Rescue - 4WD
1st Respnse on Medicals
Poor
SOLD
$125,000
"'' " "'''`''' "' "' " "''` "''' " "'''' "" "''• "'` ?' :' "' "" """'
22
1990 E -One Heavy Rescue
1 st Response Fire - HazMat
Fair
4 -5 years
$225,000
Overall good equipment truck, but aging
24
1996 Freightliner 1250 gpm Pumper
2nd Response Engine
Good
8 -10 years
$255,00
$10 -12 K spent on pump repairs - past 12 mo.
25
1973 Mack 2000 gal. Tanker
2nd Response Water Truck
Poor
SOLD
$130,000
•.`::' ><#?p�' tits >�Q�it';)rtf�3f�3;t's,.'�'f4.,. !�`, #';;;
26
1999 Ford Crew Pickup Truck Utility
Multi - Use
Good
5 -7 years
$38,000
No immediate concerns or issues
27
1970 Gamma Goat Grass Rig
Grass - Brush Fires
Poor
RETURNED
DNR - Free
;,,';::;. ;..tp:>,.:: ? >;:: %;:;iJ:; ?:p:;
28
2001 19' Silver Wolf Rescue Boat
Water Rescue
Excellent
10 -12 years
$48,000
No issues
29
2003 Salisbury 1500 gpm Pumper
1st Response -New Engine
Excellent
12 years
$285,000
Delivered May 2003 - No issues
30
Harzardous Materials Trailer
Haz Mat Responses
New
20 years
$50,000
No issues
32
1999 Chevrolet Blazer
Chiefs Response Vehicle
Fair
SOLD
$12,000 used
34
1998 Ford F -Super Duty
1 st Response on Medicals
Very Good
8 -10 years
$ 56,665 (used)
Bought used Rescue Truck from EPFD 2006
35
2007 Freightliner Tanker Pumper
1 st Response Water Truck
NEW
20+ years
$167,255
New delivered on July 20, 2007
36
1998 Chevrolet Tahoe 4X4
1st Response Chief Vehicle
Fair
1 -2 years
$32,000
Minnetrista Purchased this truck
Purchased used and needs some TLC
37
2008 Polaris Ranger 6x6 ATV
Special Rescue
NEW
12 -15 years
$11,800
lights, siren, and maintenece work
New delivered fall 2008
38
2009 Zodiac 11 Ft. C -340 - 15 HP
Rescue Boat
NEW
15 years
$1,999
Purchased new in 2009 to replace old Zodiac
39
2010 Chevrolet Tahoe 4 x 4
Light Rescue Duty Officer
NEW
20 years
$29,622.00
Purchased new in 2010
40
2010 Freightliner 1250 GPM Pumper Tanker
Ist Response Engine
NEW
20 years
$217,840.00
Purchased new in 2010
" Note: Replacement
costs are based upon estimates only and are at 2010 prices.
MFD Apparatus Condition Report - Apparatus
Updated 04/13/10
Mound Fire Department - 2009
Apparatus Replacement and Cost Reduction Plan
Cost Life Replacment
Priority Apparatus Description Project Description Estimate Expectancy Plan Year
I ,
2 Aerial Ladder - 100 foot Refurbish existing Sutphen Aerial Ladder $ 280,000 12 years 2012 -15
Platform w/ 1500 GPM pump Truck using current components as appropriate
or
2 Aerial Ladder - 100 foot Purchase a 100 ' Platform Aerial Ladder Truck, $ 400,000 15 years 2012 -15
Platform w/ 1500 GPM pump used or a demo unit and sell exisiting Sutphen
or
2 Aerial Ladder - 100 foot Purchase new 100' Platform Aerial Ladder $ 950,000 20 years 2012 -15
Platform w/ 1500 GPM pump Truck and sell existing Sutphen unit
3 Large SUV EMS and Special Purchase new large SUV and equip for EMS $ 48,000 12 years 2009
Response multipurpose SUV and special response type incidents. Move inlcudes equipment
(Chevrolet Suburban or similar) exisitng EMS vehicle to PI and water incidents
or or
0
i rumper 1 antcer - 2)UU gallon piece of equipment and creates more flexibility $ 215,000 12 -15 years 2009-2010
w /1,250 GPM pump -Foam Pro and more usage of apparatus.
4 Medium SUV Chief Officer Purchase a new medium SUV and equip for $ 30,000.00 12 years Future
(Ford Explorer or similar) Fire Chief or Officer directly to scene response
w
J
L`
CITY OF MOUND
CAPITAL IMPROVEMENT PROGRAM
•
Your File Name: CIP2010
Prepared By: G. Pederson
FUND:
DEPARTMENT:
PROJECT TITLE:
SCHEDULE START:
SCHEDULE COMPLETION.:
Fire Apparatus Replacement Fund PROD. NO.:
Fire Department LEVEL:
Fire Truck Replacement Program PAGE NO.:
2007
On -going
Fire 001
1 - Critical
1 of 4
DESCRIPTION & LOCATION
Replacement program that replaces old obsolete fire apparatus with new and better fire apparatus
PURPOSE & JUSTIFICATION
Continue to replace fire trucks to meet the needs of the community and to improve department capabilities
FUNDING: By all contract fire service cities including Mound. Approximately 55 - 60 % funded by the city of Mound
1
COST
CATEGORY 2007 2008 2009 2010 2011 2012 TOTAL
2013 -2018
1) Tanker Truck 3000 gal.
$170,000.00
$0.00
2) Tanker Pumper 2000 ga.
$28,400.00
$28,400.00
$28,400.00
$84,000.00
$170,400.00
3) 4 - Wheeler Utility
Aer�ll Lacldiar...,, ,
5) Emerg. Prep. SUV
$8,000.00
$3,900.00
$3,900.00
$3,900.00
$8,000.00
$11,700.00
$�YQVI?:OV
$23,400.00
6) Fire Pumper 1500GPM
$290,000.00
7) Heavy Rescue Utility
$205,000.00
Total Expenditures
$170,000.00
$8,000.00
$0.00
$32,300.00
$32,300.00
$32,300.00
$103,700.00
$968,800.00
Truck Fund Contribution
$44,000.00
$39,000.00
$47,000.00
$16,985.00
$22,000.00
$24,000.00
$192,985.00
Truck Fund Balance
$151,713.00
$168,698.001
$190,698.001
$214,698.00
is
2020 or beyond
2019 or beyond
10/6/2004 - updated November 2009
Capital Improvement -Fire Apparatus - Budget Financial
MOUND FIRE DEPARTMENT
2010 Apparatus and Equipment
Unit Number
Description of Apparatus
Radio Alias ID
Comments
# 17
1981 Sutphen Aerial Ladder
Ladder #11
Top replacement priority
# 18
1984 Ford Pumper
Engine #14
Sell in fall 2010
# 22
1990 E -One Utility Heavy
Utility #11
Equipment Command Vehicle
# 24
1996 Freightliner Pumper
Engine #12
# 26
1999 Ford F 250 Crew
Utility # 12
scrnes 1x`
# 28
2001 19' Silver Wolf
Boat #11
# 29
2003 Salisbury Pumper
Engine #11
# 30
2003 Pace Am. HazMat Trailer
HazMat #11
HazMat Trailer
# 33
1986 Chevrolet 1 Ton
Grass #11
Grass Rig Mini Pumper
# 34
1998 Ford F -Super Duty
Rescue #11
#35
2007 Freightliner Tanker Pumper
Tanker #11
750 GPM -3000 Gallon Tank
# 36
1998 Chevrolet Tahoe
Utility #13
lChiefs Command Vehicle
#37
2008 Polaris 6 x 6 SUV
Utility #14
438
2009 Zodiac 11' C340 — 15 HP
Boat #12
e34
#39
2010 SUV — Tahoe 4 x 4
Rescue #12
# 40
2010 Freightliner Tanker Pumper
Engine # 13
1250 GPM — 2000 Gallon Tank
Update 030310
Apparatus- Equipment Henn. Radio Alias
Cl
01
01
-38-
•
MEMORANDUM
TO: Kandis Hanson
FROM: Carlton Moore, Public Works Director
Greg Pederson, Fire Chief
DATE: December 2, 2009
RE: Energy Cost Savings at City Facilities
As you are aware, city staff has been working on various projects to save energy and
reduce expenses at the city owned buildings. Several of these cost saving projects have
been completed, while others will be implemented by the end of December 2009.
One major project included an energy audit of our city facilities lighting systems. The
energy audit determined that conversion of our lighting to newer more efficient bulbs
would be very cost effective. Importantly, Xcel Energy offers a program that provides
rebates on the lighting conversions. This project has been completed which will provide
energy savings and cost benefits to our budgets for years to come (refer to attachment
page from Border States indicating costs and cost savings detail).
Several other cost management or energy savings projects are underway at other city
facilities as well. These projects are summarized on the 2009 Budget Management and
Cost Control Initiatives report which is attached.
Our estimates forecast a total annual cost savings of $12,843 per year beginning in 2010
for this group of projects. These cost savings will positively impact several facilities and
budgets in the future.
Cc Catherine Pausche
• attachments
-39-
City of Mound
A
O
2009 Budget Management
Budget or
Project Description Facility Impacted
• Lighting System Analysis and Upgrades City Hall
to numerous city buildings Public Works
Parks Building
and Cost Control Initiatives November 2009
Estimated
Annual Savings Comments
$ 4,519.03 Excel Energy — Building Energy Efficiency
$ 1,318.71 Program, remove and replace all light bulbs
$ 1,029.06 in facilities with new more efficient bulbs.
• Lighting System Analysis and Upgrades Public Safety Facility
(Phase I)
• Lighting System Analysis and Upgrades Public Safety Facility
(Phase II)
$ 1,938.87 Excel Energy — Building Energy Efficiency
Program, remove and replace all light bulbs
In facility with new more efficient bulbs
$ 600.00 Excel Energy Program with rebates — add
Electronic light control sensors to various
areas of facility to automatically shut off
lights based upon occupancy and needs.
Energy Audit Lighting Project Annual Savings TOTAL $ 9,405.67
Other Important Proiects
• Evaluate all of the city Life Safety vendor All facilities including
contracts and consolidate vendors to achieve Indian Knoll Manor
better service and volume discounts.
Improve efficiency of Heating and Air Public Safety Facility
Conditioning systems by upgrading HVAC
economizers, air mixers, and control interface.
• Reanalyze 20+ Heating and Air Conditioning Public Safety Facility
zones in facility, including occupancy times
and schedule, then reprogram HVAC Delta
Digital control for efficiency and comfort.
U
•
refer to attachment with cost and payback,
return on investment, and analysis detail
$ 1,078.00 Contract with common vendors for special
life safety and code required services, I.e.
Fire Alarm monitoring, Sprinkler System
annual inspections, fire extinguishers.
$ 1,200.00 Heating and Air Conditioning system
operating costs will reduce due to less
Natural Gas and Electricity use (every year)
$ 800.00 Will better utilize the high tech capabilities
of the DELTA electronic thermostat, but
requires economizer upgrade to be effective.
A more efficient comfortable building
•
20 9 Budget Management and Cost Control Initiatives (cont) 0
• Reprogram "Blue Box" digital electronic Public Safety Facility
lighting control system to change exterior
lighting schedule.
• Change our MN State required Fire Incident Fire Department
Reporting system software to the new Image
Trend (a free software program).
• Eliminate the Fire Officers alpha numeric Fire Department
fire pagers and replace with new cellular
phone text messaging technology (free).
• Apply for grant $$ for needed 800 MHz Fire Department
Mobile and Portable Radios needed in two
new Fire trucks (trucks on order).
A
r
• Go green! Plan for and purchase smaller, Fire Department
more efficient, less costly to own and operate
fire response vehicles /apparatus, as apparatus
must be more versatile to be utilized for all
types of incident responses.
Total Estimated Annual Savings on these Projects
r�
U
$ 360.00 Some of the facility exterior light schedules
will change so lights turn on later and turn
off earlier (as circuits allow).
$ 630.00 Need this software to have the capability to
electronically report all Mound Fire FD
responses to State Fire Marshall (eliminate
Firehouse Software use, training required)
$ 720.00 Fire Officers will receive all fire call page
outs from Hennepin County Dispatch via
personal cellular phones and text messaging.
$ 10,580 Grant funds for radios awarded to MFD by
Metropolitan Emergency Services Board in
2009. One time savings only, not annual
savings, but still significant $$.
WIP - unknown Will require a significant change to FD fleet
configuration (over time) to meet the ever
changing fire department emergency call
types and volumes.
$ 14,193 Does not include fire apparatus plan savings
IMPORTANT NOTE: there are initial costs associated with some of these projects with very good return on investment.
11/24/09
GSP
MOUND FIRE DEPARTMENT
2009 BUDGET VS. EXPENDITURES - SUMMARY
OPERATING BUDGET
Category 2009 Budget 2009 Actual Variance % Expended
Operations $ 539,247.00 $ 539,707.87 $ 460.87 100.09%
Capital Outlay $ 27,187.00 $ 18,187.21 $ (8,999.79) 66.90%
Building Rental $ 291,776.00 $ 291,776.00 $ 100%
Fire Truck 47,000.00 $ 47,000.00 100%
Replacement
.. . .. . ......
..... ..... ........
............
. . ...
... .... ...........
...... . . .... .......... .......
...... ... ..........
:: . . ... .
............ ..........
...... ... .........
Other Expense
366,016.52
366,016.52
.............. ....... .. . . ..... .
. ..... . ......
. ..... . .....
FIRE TRUCK REPLACEMENT (RESERVE)
1/01/09 Balance
2009 Contribution 2009 Expenditure
2009 Interest 12/31/09 Balance
$ 132,713.00
$
47,000.00 $
$ $ 179,713.00
Overall fund balance
audited
2010 Fund Contribution
MFD 2009 Budget vs. Expenditures - Summary (Budget) 2010 Projected Year End Balance
2/2/2010
• • •
0
Mound Fire Department
Aerial Truck Repairs
A
A
Problems
Date Vendor Work Performed Cost
8/20/08 EAM - Emergency Hydraulic Valve Block, Transmission Filter, hydraulic oil, $10,277.25
Apparatus Suction Tube Strainer, O -Ring, Transmission Fluid
Maintenance
12/5/08 EAM - Emergency Contacts AMPS, Air Drier, Hydraulic Swivel, Custom Upholstery, $17,622.08
Victaulic 4" Roustablut Style, Compressor Discharge hose,
Compressor Discharge, Hose fittings, Gauge 4 '' /z ", Dome
Lamp switch, Gauge 2 'h ", BOW 30x600, Electrical connector,
Valve repair kit, Hale Repair kit, horn electric over air solenoid
2/4/09 Dusty's Body Shop Remove /re- install It front w/o trim, handle & S.S. trim, Repair It $3,167.50
wheel opening panel, Remove /re- install rt front w/o trim, handle &
S.S. trim, Repair rt wheel opening panel, additional labor sand &
buff repairs, Remove /Replace rt front outrigger cover, sandblast
Outrigger lower feet, Refinish outrigger lower feet
2/24/09 EAM - Emergency Alternator belts bad, main drain located at bottom of pump leaks $494.86
continually
7/27/09 EAM - Emergency Difficulty getting ladder to raise from bucket, check from jack leg $4,291.23
cylinders for hydraulic leak - possible hose or cylinder, replace
passenger side mirror glass, difficulties & unable to get bucket to
level, no reverse lights
1/6/10 EAM - Emergency #1 & #2 Discharge valves leaking - 2 ``/2 hale, fails dry vac, tag pump, $1,762.16
drivers side intake gasket leaking, tank fill valve leaking
GRAND TOTAL $37
Estimate
Reel replacement that is loaded w/ 22 conductor cables $14,577.00
Maintenance & Labor
0 0 0
Mound Fire Department
Other Equipment Repair - Account 409
Update 4/13/10
Bud et
Actual
Variance
$ Variance to Prior
Year
% Variance to
Prior Year
YR 2005
17,400.00
18,010.60
- 610.60
YR 2006
17,800.00
28,857.87
- 11,057.87
10,847.27
60%
YR 2007
18,000.00
32,291.40
- 14,291.40
3,433.53
12%
YR 2008
19,200.00
38,011.40
- 18,811.40
5,720.00
18%
YR 2009
19,200.00
37,413.78
- 18,213.78
597.62
10%
Update 4/13/10
Mound Fire Department
Fire Department Grant Summary
Year
Description of grant items
$$ amount
Source
2003
Life Safety Trailer for HazMat -
$ 39,850
UASI /DEM
and Breathing Air fill Compressor
fully equipped with decontamination
HC Emergency.
and detection equipment.
Preparedness
2003
800 MHz Radios — mobiles and portables
$ 30,800
Metropolitan Radio
Board
2004
Federal funds to investigate for cleanup
$ 242,500 (T)
U.S. Economic
of the Western Area Fire Training site
$ 24,250 (M)
Development
Administration
2004
Firefighter Safety — Fill station, Thermal
$ 23,185
FEMA Firefighter
Imaging Camera, Gas Detector
Grant program
2005
Self Contained Breathing Apparatus
$ 15,750
UASI /DEM
(air tanks and masks for firefighters)
HC Emergency
Preparedness
2006
Mobile Data Computers (MDC) for
$ 15,000
UASI/ Homeland
installation in fire apparatus — 3 each
Security
2009
Radio Grant for 800 MHz Portable and
$ 13,225
Metro Emergency
Services Board -
PSIC Grant
Total
$ 152,060
ADDlied for but not funded
2006 Self Contained Breathing Apparatus $ 126,310*
Homeland Security
(for daily use, rescue, and general response)
Assistance to FF
Grant program
2007 Self Contained Breathing Apparatus $ 109,543*
Homeland Security
and Breathing Air fill Compressor
Assistance to FF
Grant program
1
0 1
Cl
*I
-46-
10
MFD Grant summary continued
2008/09 Tanker Pumper 2500 gallon Apparatus $ 173,601 * Homeland Security
with 1,000 GPM pump Assistance to FF
Grant program
2008/09 Training funding assistance — Driving $ 19,130* Homeland Security
Fire Officer II, HazMat, Fire Motor Assistance to FF
Operator Grant program
Currently Working On
Year Description of grant items $$ amount Source
2009 Firefighter Training — various classes $ 15,975 Homeland Security
FEMA — AFG
I • 2009
2010
2006/07
Aerial Ladder Truck Refurbish or Replace $ 225,000 Homeland Security
$935,000 FEMA - AFG
Gas Detector Monitors and Calibration System $ 3,896 Centerpoint Energy
Federal Funding to clean up Western $ 5 — 6 million* U.S. Economic
Area Fire Training Academy site Development
Ground contamination issues Administration
* NOTE: indicates some matching funds required, either 5% or 10%
I*
2
-47-
INTEGRA TED PERFORMANCE REVIEW
Prepared for: Mound Fire Department Relief Association
A
ao
l ... aI ce u rcuI/Ilul l u l - uy
— Performance Inception 09 -09
Mid Ca Equities
9.98%
Small Cap Equities
1.84%
Large Cap Equities
31.59%
Bonds /Bond Funds
27.72%
Cash and Equivalents
8.95%
International
18.07%
Specialty1.85%
60% S &P 500 & 40% BC A r.
Total
100.00%
22.16%
Fixed Inc Special Checking 7209
25.50 %°
$
1,115,259.37
$
688,357
$
900,782
$
146,339.24
$
1,049,173.61
13.93%
ETF Account 7012
17,24 %,
$
398,188,37
$`
200,000
' $
$',
111,338.96
$
709,527:33
' 25.01%
MPMG Account 7069
16.76%
$
433,205.23
$
125,000
$
$
131,406.93
$
689,612.16
25.61 %°
TD4 Account 7043
15.81°1°
$ '
748,222.09
$;
559,3851
$
838,000
$
132,893.86
$
650,500.95
18.09%
DSIP Account 3157 **
15.69%
$
-
$
500,000
$
$
145,736.70
$
645,736.70
34.54%
General MPMG Account 6988
3,84°f
$
12, %641.16`
$
-
.$'
=
$
28,461.60^
$
1'58:102.76
21.93�a'
General Checking Account 7096
3.31%
$
150,284.63
$
41,207
$
91,153
$
35,977.53
$
136,316.16
22.04%
fixed Income General (1279)***
1,$3%
$
-
$-
75,070
'$'
- 1
$<
375:36
$ ;,
75,445:36
0.54 °I°
FundSource Account - (7997)'
0.00 %°
$
416,459.84
$
-
$
(407,460) $
(8,999.84)
$
- 2.16%
Account Closed 04 -09
l ... aI ce u rcuI/Ilul l u l - uy
— Performance Inception 09 -09
*
Mid Ca Equities
9.98%
Small Cap Equities
1.84%
Large Cap Equities
31.59%
Bonds /Bond Funds
27.72%
Cash and Equivalents
8.95%
International
18.07%
Specialty1.85%
60% S &P 500 & 40% BC A r.
Total
100.00%
*
s
S &P 500
26.46 %°
DJIA 30
22.68%
Russell MidCap
40.48%
Russell 3000
28.34%
EAFE
31.78%
BC Capital Aggr. Bond
5.93%
60% S &P 500 & 40% BC A r.
18.40%
SBI Income Acct.
22.16%
Anthony J. Parr, CFP Managing Director - Investments 612 - 340 -4553
anthony.parr@wfadvisors.com
j The Parr Financial Group of Wells Fargo Advisors Brian C. McKnight, CFP Senior Vice President- Investments 612 - 340 -4555
brian.mcknight@wfadvisors.com
A trusted financial advisor to individuals and institutions Barbara Folz, Practice Admin Manager 612 - 340 -4512
barbara.folz@wfadvisors.com
Lesley Fuglister, Practice Admin Manager 612 - 3404545
lesley.fuglister @wfadvisors.com
year to date as of December 37, 2009
This report is not the official record of your account. However, it has been prepared to assist you with your investment planning and is for information purposes only. Your Wells Fargo Advisors Client Statement is the official record of your account.
Therefore, if there are any discrepancies between this report and your Client Statement, you should rely on the Client Statement and call your local Branch Manager if you have any questions. Transactions requiring tax consideration should be
reviewed carefully with your accountant or tax advisor as Wells Fargo Advisors, LLC does not provide tax or legal advice. This is not a substitute for your own records and the year -end 1099 form. Cost data and acquisition dates provided by you are
not verified by Wells Fargo Advisors. CAR #0909 -3479
•
•
•
•
MEMORANDUM
TO: Mayor Mark Hanus
Mound City Councilors
FROM: Greg Pederson
DATE: January 22, 2010
SUBJECT: Joint Cooperative Agreement and Contract for Fire Service
In 2007, the City of Mound and the Mound Fire Department entered into a new (3) three year
Joint Cooperative Agreement and Contract for Fire Service. This contract was in effect with our
fire service partners including the cities of Minnetrista, Spring Park, Minnetonka Beach, and
• Shorewood from January 1, 2007 through December 31, 2009.
Throughout the term of the 2007 fire contract there have been numerous discussions about the
contract at our Fire Commission meetings. Most of the discussions about the fire contract have
been related to the Public Safety Facility and specifically the debt service payments or rent (the
expenses related to the fire station have been an ongoing point of concern and confusion)
Over the past 12 -15 months (in our fire commission meetings) we have made an solid effort to
clarify and eliminate further confusion about the fire contract and fire formula as it relates to the
Public Safety Facility building costs. We feel the facility payment concerns will be resolved in
the future by approving and implementing the proposed new 2010 Fire Contract attached.
Enclosed you will find a proposed new 2010 Joint Cooperative Agreement and Contract Fire
Service. City staff including City Manager Kandis Hanson, Finance Director Catherine Pausche,
City Attorney John Dean and I have worked diligently to clarify and improve this contract.
We feel that this new 2010 fire contract is a much better and improved contract. The new
contract document clarifies and improves language. It also clarifies the facility lease or rent
payments, and provides a fair and equitable solution for involved parties.
With your approval, it is my intention to present this new 2010 Fire Services Contract to the Fire
Commission on February 3, 2010 for further approval by all parties.
is s
gP
attachments
-49-
•
Mound Fire Department
Fire Protection Service Contract — History Brief
• For the 20 + years prior to January 1, 2001 the Fire Contract term was a one
(1) year agreement that automatically renewed for a one (1) year term. The
cost allocation formula was also the same for over 20 years.
• On January 1, 2001 based upon our request, the Fire Contract term length
was changed to a three (3) year agreement, which also automatically
renewed for three years. This new contract used the same cost allocation
formula as the previous one year contract.
• Formula cost allocation formula
On January 1, 2007 the Fire Contract o ( ) was
approved and changed by all parties to the contract. The cost allocation
formula change was based upon much discussion and consideration by all of
the fire contracting cities and recommended by the Fire Commission. The
new cost allocation formula and contract were approved by the Mound City
Council. The fire contract term length remained at three (3) years with the
same automatic renewal feature.
• Officially, we are still operating under the 2007 contract, however effective
January 1, 2010 we propose a new and improved version of the fire contract
that clarifies and better defines the terms of the contract agreement. The
language of the old fire contract needed clarification and several corrections
to improve the contract. The fire contract term will remain at three (3) years.
• There are no significant (or negative) financial ramifications related to the
new Fire Contract. There is a new fire formula component added to the
public safety facility lease or rent payment that addresses concerns others
had about large increases or fluctuations in the building lease /rent.
s
gP
-50-
• Mound Fire Department
2009
Goals and Strategic Plan Initiatives
(for Fire Chief Greg Pederson)
I. Personnel / People Status
a. Increase firefighter staff to 40 members
b. Complete comprehensive and diversified training of firefighters
c. Implementation of "Duty Officers"
d. Research feasibility of "Duty Crew"
e. Maintain volunteer firefighter commitment
f. Reorganize department officers structure
II. Budget and Financial Management
a. Develop a long term financial plan for existing station #1
b. Complete a cost analysis & budget for Minnetrista fire station
c. Develop a operations /financial plan for a two fire station operation
d. Evaluate existing Fire Contract Formula and change as needed
e. Restructure and implement New Fire Contract formula for all
f. Pursue other funding options i.e. grant money
*ablish hourly rates for firefighter staff and apparatus
III. Equipment and Supplies
Completed in 2004105 - ongoing
Completed in 2005 - ongoing
Implemented part -time 2005
Incomplete - not implemented yet
Completed, but ongoing
Completed in 2004/05
Completed for Station #1 in 2005
Completed proposal Minnetrista 2006
Completed for Station #1 & 2 in 2006
Completed in 2006
Completed in 2006
Ongoing work in progress (grant list)
Completed in 2006
a. Rethink, plan and budget apparatus replacement program Revised plan in 2006 - Major Progress 2009
b. Implement apparatus replacement plan cost saving initiatives Implemented in 2006 with more in 2009
b. Continue to do annual replacement of essential safety equipment Ongoing
c. Implement purchasing and cost control plan Implemented in 2005 - delegated
some responsibilties
IV. Facility
a. Maintain existing facility
b. Consider other facility needs i.e. Minnetrista
c. Work on final closeout of Mound P.S. Facility project
V. Fire Prevention and Inspection
a. Implement comprehensive fire inspection program
b. Focus on Fire Code Services and Enforcement
Strategic Plan Initiative - Fire Commission
updated December 2009
•
Ongoing
Project Plan /Budget complete 2006
Project complete - slightly under
budget - closeout pending
Started in 2005, strong active program
Ongoing suucessful project
-51-
Mound Fire Department
2009 Annual Report
Challenges for the Future
City Manager Kandis Hanson has asked all department heads to identify and communicate our
most important challenges and the obstacles we foresee in the future. A summary of those
challenges are as follows:
Firefighter Staffing Issues:
• Recruiting and retention of firefighters over the long term due to the extensive training
required and the substantial time commitment involved.
• The anticipated loss of many of our experienced firefighters that are the department
leaders /officers and then challenge of replacing them with competent officers and firefighters
(the low number of actual fires makes on the job experience harder to get).
• Effectively managing each firefighter's time commitment to maintain our staff, possibly
through duty crews or a duty officers program (changing our existing response system).
• Making sure the MFD Relief Association Pension Plan is current, fair, and equitable so it
meets department needs and goals long term, plus maintains staff.
0
Financial and Budget Issues:
• Effectively managing our budget and finances by keeping it at a level that meets the city and
fire commission goals, while finding a budget friendly formula to maintain or improve our
department operations. •
• Increasing our annual contribution to better fund the Apparatus Replacement Plan, primary
issue is replacing the 1980 Sutphen Aerial Ladder Truck.
• Implementing any type of cost control measures that limit the facility cost increases, possibly
refinance bonds to lower payments if it makes financial sense.
Apparatus and Equipment:
• Continue to reconfigure our apparatus by replacing old and inefficient fire apparatus to
reduce both operating costs and maintenance costs.
• Replace our Old 1980 Aerial Sutphen Ladder with something more user friendly.
Other Important Issues:
• Maintain all Fire Service Protection Contracts and existing fire service area.
• Expand our Fire District (Minnetrista) and operate additional fire stations as appropriate.
• Enforce Fire Codes and continue to improve levels of fire inspections services.
•
-52-
• MN FIRE RESJ*/ RUN FOR 1998 - 2009 •
FIRE / EMS CALL SUMMARY
I w
Year I
Reporting Departments
I MFD Calls I
MN Fire Department's With More I
MN Fire Departments With Less
1
1998
670
807
35
634
6%
1999
672
729
43
628
7%
2000
697
630
45
651
7%
2001
705
614
50
654
8%
2002
728
540
56
671
8%
2003
715
534
49
665
8%
2004
730
443
46
683
7%
2005
751
409
72
678
10%
2006
757
530
57
699
8%
2007
746
559
58
687
9%
2008
741
533
61
679
9%
Q11•
Note: 1. The Mound Fire Department emergency response level ranks in the top 8 -9% of all reporting
Minnesota Fire Departments (over the last three years).
2. This includes all types of fire departments
Information Source: Fire in Minnesota - Fire Reporting System 2000, State Fire Marshal Division
MN Fire Rescue - Runs 1998 to 2008 - Data Fire Service (Statistics)
2/28/2002
Updated 11/16109
Number of Volunteers in U.S. 1983 -2008
950,000
900,000
850,000
A
800,000
750,000
--!— Vol unteers
700,000
R - � 1 9 D 0 (b qJ' 0 0 0� cgl 0 (:!� 0 cbb 0'l 0 0 0 5� IZ 1' 0 O OD OHO OA O%
4 4 4 4 '6 '65 f,) 4O 4O
Year
• • •
r7
LJ
Pension Plan — Fund
General Fund
(Severance Plan)
r�
U
Mound Volunteer Fire Department Relief Association
January 2008
Pension Plan Study Considerations
Existing Plan Highlights Study Options and Considerations
Vesting minimum of 10 years
No benefit until 10 years vesting
Funds distributed based on formula
Proceeds/ benefits/ are taxable income
Special Fund
Vesting minimum of 20 years
(Monthly Plan)
No pension benefit for less than 20 years
No financial benefits beyond 20 yrs.
Monthly benefit of $585 at the age 50 yrs
For Non - Retirees
No mandatory retirement age
(Not receiving benefits)
No maximum years of service defined
No break in firefighter service allowed
Surviving spouse and family benefits
Monthly $585 benefit for participants
For Current Retirees Ongoing increases to all retired participants
(Receiving benefits) Equal $$ value increases to all retired
Surviving spouse benefits
(Reference Eden Prairie Fire Relief Association Plan attachment)
1). Vesting minimum of 5 years
2). Can we combine with the Special Fund as a new plan?
3). Can fund $$ be rolled over to a new pension plan?
4). Can proceeds be rolled into tax free account plan?
•
1). Change this as listed below
2). Vesting minimum of 10 years (with prorated benefit schedule)
3). Provide equal financial /pension benefits beyond 20 years of service
4). Offer retiree either a Monthly or Lump Sum benefit choice
5). Establish a mandatory firefighter retirement age.
6). Establish pension benefit "years of service" maximums
7). Allow for a break in service provision (with rules and guidelines)
8). Evaluate other available or better options for spouse /family benefits
1). Grandfather in the current retirees to insure benefit increases
2). Phase out the $$ increases as current retirees leave the plan
3). Establish a schedule of % increases for retirees on monthly plan
4). Evaluate other available or better options for spouse benefits
GSP 01/29/08
MOUND FIRE DEPARTMENT
(30) YEAR FINANCIAL SUMMARY
Year
Operating Budget
Operations - Actual
Total Wages*
Pension Contribution
2% Contribution
Pension Benefit
1973
$
9,743.00
$
11,514.00
$
70.00
1974
$
7,410.00
$
15,090.00
$
70.00
1975
$
10,589.00
$
12,443.00
$
70.00
1976
$
13,419.00
$
13,782.00
$
120.00
1977
. . . . . .
$
13,158,00
$
16,300.00
$
120.00
1978
$
77,648.00 gs '`:•.':.•.fp
$
20,808.00
$
18,901.00
$
145.00
1979
$
77,916.00
. . . . . . . . :,
25,421.00
$
21,689.00
$
145.00
1980
$
107,119.00 .
. . . . . . . . . .......
$
9,780.00
$
23,906.00
$
185.00
1981
$
107,950.00
$
107,950.00
41,271.00
$
26,244.00
$
185.00
1982
$
120,050.00
..... ......
32,880.00
$
35,495.00
$
210.00
1983
$
108,227.00
........ ...
33,000.00
$
29,974.00
21 0.00
1984
$
119,250.00
. . . . . . . . . . .
$
36,300.00
$
31,249.00
$
240.00
1985
$
134,650.00
$
130,653.00
39,930.00
$
34,021.00
$
250.00
1986
$
142,802.00
$
145, 110.00
'. >'.`.
$
43,923.00
$
39,620.00
$
290.00
1987
$
204,980.00
48,325.00
$
42,194.00
$
290 .00
1988
$
221,430.00
$
176,222.00
53,147.00
$
44,857.00
$
350.00
1989
$
229,230.00
$
189,881.00
$
58,462.00
$
45,818.00
$
350.00
1990
$
234,290.00
$
429,971.00
64,308.00
$
46,024.00
$
395.00
1991
$
256,000.00
$
212,638.00
#•.`:...
66,880.00
$
46,041.00
$
395.00
1992
$
251,600.00
$
226,452.00
69,556.00
$
45,725.00
$
395.00
1993
$
274,200.00
$
252,774.00
73,338.00
$
42,738.00
$
425.00
1994
$
270,190.00
$
225,030.00
MEMO
75,231,00
$
45,541.00
$
425.00
1995
$
285,330.00
80,500.00
$
48,685.00
$
425.00
1996
. ....
85,394.00
$
64,108.00
$
460.00
1997
$
335,320.00
$
309,311.00 . . . . . . . . . . . . . . . . . . . . . ................ .... . . . . . . .
$ 150,699.00
$
88,810.00
$
63,412.00
$
460.00
1998
$
360,220.00
$
321,551.00
$ 149,445.00
$
92,360.00
$
64,712.00
$
510.00
1999
$
409,680.00
$
378,836.00
$ 143, 9 00.00
$
96,050.00
$
66,128.00
$
510.00
2000
$
411,520.00
$
382,942.00
$ 135,095.00
$
101,810.00
$
68,798.00
510.00
2001
$
415,850.00
$
402,144.82
$ 150,911.83
$
105,880.00
$
73,287.00
2002
$
439,470
........................... ,* ." . .."." , .".".".".".".".".".".".' l.".".".".".".".".".'I.".".".".'I . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . l*..*.*
97,950.00
$
109,060.00
$
84,816.00
2003
$
464,460.00
$ 102,230.00
$
112,340.00
$
106,833.00
2004
$
451,410.00
X
91,031.00
$
115,700.00
$
140,838.00
2005
$
479,300.00
.........
........... .
118,600.00
$
108,098.00
. . . . . .
2006
$
507,930.00
122,160.00
$
116,354.00
X. .
2007
$
539,730.00
:X
.. .. .......
125,830.00
$
102,730.0
2008
129,600.00
$
86,739.00
2009
133,500.00
$
75,889.0
2010
137,500.00
$
81,300.0
2011
9.50
2012
9.75
2013
10.00
2014
10.50
MFD 30 Year Financial Summary - Budget Financial
0 41112010 • •
Y
• 5341 MAYWOOD ROAD
CITY OF MOUND MOUND, MN 55364 -1687
op
PH: (952) 472 -0600
FAX: (952) 472-0620
WEB: www.cityofmound.com
DATE: March 10, 2010
TO: Mayor and City Council
FROM: Bonnie Ritter, City Clerk
SUBJECT: 2009 Department Annual Report
PERSONNEL
The City Clerk's Department consists of myself and Jodi Rahn. I have been with the
City since February of 2001 and Jodi, Reception ist/Administrative Assistant, has been
with the City since October of 1997.
Jodi's duties at City Hall have changed over the past year. Effective in April of 2009,
• she works Y2 days at the Police Department as an Administrative Assistant. She still
prepares the City Council and HRA packets, performs the administrative side of the
Cemetery, and is a key person in administrating elections. She also continues to scan
city records on the Laser Fiche system as time permits. She also is the "go -to" person
for all departments on special projects.
HRA PROCEEDINGS
There were 23 regular meetings of the Housing and Redevelopment Authority in 2009.
There were 19 resolutions adopted by the HRA during the 2009 meetings.
CITY COUNCIL PROCEEDINGS
The City Council held 23 regular and 7 special meetings in 2009, compared to 23
regular and 4 specials in 2008. One of the special meetings was to discuss the LGN
federal lobbying proposal, two for Docks and Commons Commission interviews, one
for a joint meeting with the Planning Commission, one was for Department Head Annual
Reports, one for consideration of a variance request, and one for the continued
consideration of the 2008 Street Project and the CSAH 15/110 Project.
RESOLUTIONS AND ORDINANCES
In 2009 the Council adopted 109 resolutions. The resolutions that have to do with land
use must be certified and recorded with Hennepin County. There were 9 ordinances
passed, published and effective in 2009, with the City Code updated accordingly. I draft
these resolutions and ordinances and forward them to the City Attorney for review. The
•
7
® printed on recycled paper
-57-
City recognizes significant savings with this practice, rather than having the City •
Attorney take the time to draft these documents.
CITY CODE
The recodification of the City Code was a three -year project, ending in December of
2009. The recodification consisted of basically a reorganization and clean -up of the
1987 code. It was long overdue and a good thing to finally have behind me. I will be
updating the code when the Council adopts an ordinance. MuniCode Corporation, who
administrated our recodification, offers this service for about $4000 /year, so it was
decided that I would do it. When the Council adopts an ordinance, the appropriate code
pages will be amended and distributed for placement in the new code books, and the
code will be amended on the website.
GENERAL LICENSES AND PERMITS
The City issued 43 General licenses and /or permits in 2009 compared with 40 in 2008.
General Licenses and /or Permits generated $17,545 in revenues in 2009, compared to
$18,055 in 2008. Of these permits, our on -sale liquor licenses generated $11,400,
garbage collectors $1800, and tree trimmers $3,000. The remainder came from public
gathering, transient merchant, temporary on -sale liquor, and fireworks permits.
RECORD MANAGEMENT
Jodi and I continue 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 •
that is worked on when we have time, and because of the time constraints it has been
slow -going as of late. 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
The historic records that were previously transferred to microfiche have now been
converted to Laser Fiche. The original records were retrieved from the MN Historical
Society and transferred to CD's so that the obsolete microfiche equipment can be
disposed of.
There is much more we can do with this system by adding software, etc., and we hope
to be able to do this in the future. Many cities that use Laser Fiche utilize the Agenda
Manager software. Agenda packets can then be produced in paperless format, making
the whole packet accessible through our website. This feature eliminates the need to
print paper agenda packets, giving the Councilmembers plus members of the public the
ability access the packet information electronically. This is something to think about for
the future.
CEMETERY
Revenue from grave site purchases and site locations totaled $4000 in 2009, compared
to $4,100 in 2008. Seven grave sites sold in 2009, compared with eight in 2008.
•
-58-
• Jim Fackler is in charge of the cemetery maintenance and actual location of grave sites
for burials and monument placement. Jodi takes care of the cemetery records and
updating of the cemetery maps. The following locations were performed in 2009; 6 for
casket burials, 8 for urn burials, and 7 for monument placements.
ELECTIONS
No action in the election department in 2009, but the 2010 elections will be upon us
before we know it — hopefully even sooner than 2008, with the proposal that the Primary
take place in August.
DEVELOPMENT AGREEMENTS
There were no new development agreements executed in 2008.
NEWSLETTER
There were four issues of the City Contact sent out in 2009. 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. We pay approximately
$2,000 per issue for the newsletter, with about $1200 of this being printing costs and
approximately $800 for postage.
2008 STREET RECONSTRUCTION PROJECT
There were 213 parcels included in the 2008 Street Project. The assessment hearing
is for the project took place on October 13 2009, with action deferred until October 19
The assessment per unit was $3,911.02, compared to $3,217.84 for the 2007 project.
Property owners had 30 days from the adoption of the assessment to prepay in full or in
part, with no interest. After that time interest was charged from the day of the
assessment hearing and the assessment was certified to Hennepin County for
collection with the property taxes.
The total assessable amount of the 2008 Street Project was $789,431.43. Of this total
assessment, $205,813.62 was prepaid and $583,617.81 was certified to Hennepin
County for collection over 15 years at 6% interest. For comparison, the 2007 Street
Project assessable amount was $1,094,342.56, with $286,826.83 being prepaid and
$807,515.73 certified to Hennepin County for collection over 15 years at 8% interest.
I know there was some discussion when setting interest rates about how the interest
rate may influence the prepaid percentages. With 8% interest for the 2007 project,
26.2% prepaid, and with a 6% interest for the 2008 project, 26.1 % prepaid.
2009 STREET RECONSTRUCTION PROJECTS
There are 208 parcels included in the 2009 Street Reconstruction Project. The
assessment hearing for the 2009 project will be held in the Summer /Fall of 2010 with
the assessments that are not prepaid certified to Hennepin County for collection starting
in 2011. The engineer's estimate for the assessment per unit for this project is
• $4,569.00.
-59-
There are 145 parcels on the Island View Drive 2009 Project. The engineer's estimate •
for assessment per unit for Island View Drive is $5,100 for the area NE of Clyde
(bituminous) and $5,300 for the area SW of Clyde (concrete).
PREVIOUS YEARS' STREET RECONSTRUCTION PROJECTS
I continue, throughout the year, to collect assessments from previous years' street
projects. These payments are to pay off the balance of the assessment, usually due to
change of ownership of the property involved. Also included in this process is filling out
the assessment searches done by realtors /closing companies prior to closings. The
number of these has really picked up over last year.
OTHER ASSESSMENTS
I also certify other assessments to Hennepin County. These include miscellaneous
property improvement assessments (usually mowing of vacant property), Council
ordered abatement costs, and delinquent sewer and water bills. In 2009 there was
$216,012.05 certified to the County for delinquent sewer and water bills, to be collected
on the 2010 taxes. This compares to $218,072.77 in 2008.
INFORMATION RESOURCE
Again, the calls that Jodi and I receive from the general public are too numerous to
economically track. The questions we get cover a wide range of topics.
I am a source of information not only for the public, but for other Department Heads, •
Consultants and Staff. The efficiency of our internal information retrieval will only
increase with more and more records being put on our Laser Fiche system.
L`
-60-
PH: (952) 472 -0600
FAX: (952) 472-0620
WEB: www.cityotmound.corn
April 15, 2010
MAYOR, CITY COUNCIL AND CITY MANAGER
I have enclosed the 2009 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. Financial recaps are also included that provide you with
a preliminary summary of the City of Mound's financial position for 2009.
• The year 2009 was a productive one in the Finance Department. I would like to thank the staff of
the department, Joyce, Collette, Sue and Heidi, for their hard work during this challenging year.
We took on the management of the public housing, and now split the payroll clerk position half
time with the housing coordinator position at Indian Knoll Manor. We also took on the
accounting for Indian Knoll and more coverage duties as a result of the receptionist position being
split with the Police Department. We have managed the challenges associated with these changes
and look forward to preparing ourselves to take advantage of similar opportunities in the future.
Respectfully,
Catherine Pausche
• Finance Director
printed on recycled paper
-61-
FINANCE DEPARTMENT •
My first responsibility is the supervision of the Finance Staff. The current personnel in the
Finance Department are as follows:
NAME
TITLE
STARTING DATE
Sue Schwalbe
Accounts Payable Clerk
09 -15 -99
Collette Roberts
Accounting Clerk/Payroll
03 -12 -99
Joyce Nelson
Utility Billing Clerk
05 -31 -77
Heidi Tumberg
Accountant
08 -01 -08
Catherine Pausche
Finance Director
09 -01 -06
Accomplishments of 2009
• Utility Billing: Over 3,600 residential accounts that are billed quarterly on a cyclical
basis (the City is divided into three billing districts), 140 commercial accounts that are
billed monthly.
• In 2009 more than 3,142 checks were issued which totaled $13.2 million. Wire transfers
and electronic payments totaled $45.4 million.
• In 2009 more than 1,800 payroll checks were issued to employees and more than 400
were issued for other payroll related purposes for a total of more than $5.5 million. •
• Managed the bi- weekly, single -sort recycling program provided by Allied Waste.
Participation increased from 36% in January of 2007 to 62% in January of 2008 as a
result of the switch to single -sort with the new containers.
• Renewed the contract with NRG for leaf -drop off and held a fall and spring clean up
day.
• Annual Levy and Budget: Developed creative solutions to respond to the weaker
economy and introduction of levy limits imposed by the State which resulted in a 4.9%
decrease in General Fund expenditures for 2010. Implemented tiered water rates as
required by the State and took the utility rate study in house so that it can remain a living
document and be incorporated into our long -term financial planning.
• Financial Audit: In June of 2009 we presented to the City Council the Comprehensive
Annual Financial Report for the year ended December 31, 2008. The report is required
by the State. It was audited by the Independent Auditor and it was submitted to the State
Auditor, to other Federal and State Agencies, to the County and the local school district,
and a summary was published in the local newspaper. Again, we received the Certificate
of Achievement for Excellence in Financial Reporting (21 st consecutive year).
• Municipal Bond sales: In 2009, the City sold bonds in the amount of $9.425 million for
the 2009 street reconstruction, Water, Sewer and Storm Improvements, and for Police,
Street, Parks, Fire and IT Equipment. Moody's Investor Services upgraded our rating to
AA/Stable. Other issues related to bonds included analyzing the special assessment
prepays and the impact on the debt levy and debt service and refunding the temporary
tax increment bonds for $4.02M. •
2
-62-
• Union Negotiations: Assisted the City Manager with union negotiations for the three
bargaining units (Public Work, Police Officers, and Police Supervisors) for 2010 -2011
contracts, the negotiations of which are still in process.
• • Consolidated the City Hall and Public Safety Servers to a single network for which the
Public Works building accesses by VPN. Upgraded many PCs as a result. Implemented
a new color copier /scanner /printer /fax at City Hall. Implemented Power Plan software
that will be used for the 2011 budget and long term financial planning for years to come.
• Brought management of Indian Knoll Manor in- house. The Finance Director serves as
Housing Director, the Payroll /GL clerk servers as Housing Coordinator. We managed
over $150k in capital improvements with the major assistance of Public Works, who
dedicates Lee Giese one day a week and more if time allows. Many units were
upgraded, 16 vacancies were filled, many HUD reporting issues were addressed and the
accounting for the operation was brought in house. This was a significant undertaking!
Efforts underway
• Budget — begin the planning for 2011 that will include utilizing Power Plan and
seasonalizing our budgets to make them a better management tool. As always, a staffing
assessment and prioritization of programs and services will be performed.
• Continue to formalize our procedures for Public Housing and establish our priorities and
long -term financial and capital plans. Work on resident retention, satisfaction and
safety.
• Continue to address infrastructure /network issues and work on long -term plan for
remote /mobile access and extending the network to all of our sites. Expand the use of
Laserfiche to facilitate records retention requirements /data management and security,
• make data more accessible to the internal and external users, including making it
available on the City website.
• Union Negotiations: complete the 2010 -2011 contract negotiations.
• Implement the audit requirement to document specific internal accounting controls and
internal controls in general. Create /update the Accounting Policies and Procedures
manual to ensure adequate communication and compliance with key policies and
procedures.
• Increase control over Capital Assets by improving documentation, taking inventory and
properly accounting for additions and disposals.
• Coordinate the assembly of TIF documentation and ensure compliance with State
statutes and optimization of the use of funds. Work with Planning Department and City
Attorney to ensure proper execution of our developer agreement.
• Coordinate the calculation of the Arbitrage Rebate for the 2005 Bond Issues by June,
2010.
Goals /needs of the department:
• Personnel: Continue cross training efforts and realign duties to increase our capacity to do
more and be in a position to handle changes and opportunities that come our way. Reward
initiative and accountability and measure our productivity, accuracy and efficiency.
• Training: Conference and training dollars at a level that will enable us to get the education
• and skills necessary to perform our jobs in an efficient and professional way. We are
looking at alternatives for Microsoft Office Applications training to give people the skills
-63-
to do their job more effectively and efficiently. Additionally, the Housing Director and
Coordinator will do regular trainings to get up to speed on managing public housing.
Technology: Centralize administration of the network and ensure data is protected and
needs are met. Develop the PC replacement plan, automate processes where possible and •
take advantage of new technologies to improve efficiency, information and analysis.
Laserfiche and website redesign will be key areas for investment in 2011.
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 2009 was a successful one for the City in the financial area. The
direction provided by you, the City Council and the City Manager, made it happen.
•
•
4
-64-
a
u7
,
City of Mound
PRELIMINARY 2009 Results
As of April 15, 2010
* ** Variance - Favorable (Unfavorable) * **
Total Revenues
Total Salaries & Benefits
Total Supplies
Total Professional Services
Total Phone, Postage & Print
Total General Liability Insurance
Total Utilities
Total Repairs & Maint
Total Other Contracts & Rental
Total Deprec & Capital Exp
Total Misc, Interest & Other
Total Transfers
Total Expenditures
Incr(Decr) Net Assets
Undesig Fund Bal, January 1, 20xx
Undesig Fund Bal, December 31, 20xx
Undesignated Fund Balance as %of Exp
Cash Balance 3/31/10
•
\ \Moundserver \shareddata \FINANCE DEPT\REPORTS \Annual Reports & Forecasts \Council Forecast 032310
General Fund
Area Fire Services
Dock Fund
HRA / Parking Deck
Fund 101
Fund 222
Fund 280
Fund 285
2009
2009
Variance
2009
2009
Variance
2009
2009
Variance
2009
2009
Variance
Budget
Prelim Act
Bud v Act
Budget
Prelim Act
Bud v Act
Budget
Prelim Act
Bud v Act
Budget
Prelim Act
Bud v Act
5,451,405
5,454,628
3,223
1,038,710
1,425,085
386,375
167,450
174,667
7,217
0
0
0
3,241,360
3,149,223
92,137
472,480
531,909
(59,429)
80,378
79,977
401
0
0
0
264,510
275,012
(10,502)
42,840
62,837
(19,997)
10,870
6,308
4,562
2,800
2,317
483
354,175
260,687
93,488
29,955
33,731
(3,776)
13,156
10,325
2,831
1,500
134
1,366
75,450
65,716
9,734
11,450
7,380
4,070
1,800
3,564
(1,764)
0
0
0
56,461
50,454
6,007
21,122
18,784
2,338
6,994
6,704
290
5,150
5,160
(10)
156,483
142,447
14,036
22,800
20,366
2,434
7,552
8,358
(806)
15,500
18,955
(3,455)
152,510
146,095
6,415
24,700
69,024
(44,324)
4,120
4,120
0
3,800
5,006
(1,206)
391,625
388,306
3,319
311,056
306,707
4,349
16,000
11,825
4,175
5,500
182
5,318
206,590
211,606
(5,016)
74,187
296,983
(222,796)
73,060
51,443
21,617
0
0
0
197,452
184,083
13,369
28,120
24,723
3,397
7,700
6,274
1,426
1,000
139
861
506,453
553,912
(47,459)
0
0
0
0
0
0
0
48,752
(48,752)
5,603,069
5,427,541
175,528
1,038,710
1,372,444
- 333,734
221,630
188,898
32,732
35,250
80,645
- 45,395
(151,664)
27,087
178,751
0
52,641
52,641
(54,180)
(14,231)
39,949
(35,250)
(80,645)
(45,395)
1,189,698
132,713
239,736
110,475
1,216,785
185,354
225,505
29,830
22.40
1,231,489
437,823
382,221
23,531
\ \Moundserver \shareddata \FINANCE DEPT\REPORTS \Annual Reports & Forecasts \Council Forecast 032310
I
i . am
City of Mound
PRELIMINARY 2009 Results
As of April 15, 2010
* ** Variance - Favorable (Unfavorable) * **
Total Revenues
Total Salaries & Benefits
Total Supplies /Cost of Goods Sold
Total Professional Services
Total Phone, Postage & Print
Total General Liability Insurance
Total Utilities
Total Repairs & Maint
Total Other Contracts & Rental
Total Deprec & Capital Exp
Total Misc, Interest & Other
Total Transfers
a
Total Expenditures
Incr(Decr) Net Assets
Fund Bal, January 1, 20xx
Utility Funds
Recycling
Liquor Store Fund
HRA Public Housing
Water Sewer Storm
Fund 670
Fund 609
Fund 680
2009
2009
Variance
2009
2009
Variance
2009
2009
Variance
2009
2009
Variance
Budget
Prelim Act
Bud v Act
Budget
Prelim Act
Bud v Act
Budget
Prelim Act
Bud v Act
Budget
Prelim Act
Bud v Act
2,884,525
2,645,683
(238,842)
231,700
235,379
3,679
2,860,001
2,751,452
(108,549)
370,878
391,719
20,841
800,210
829,666
(29,456)
29,070
19,838
9,232
282,101
296,240
(14,139)
58,677
53,281
5,396
137,150
137,107
43
350
9
341
2,126,501
2,065,444
61,057
25,150
24,858
292
104,283
179,944
(75,661)
9,228
9,170
58
47,258
54,715
(7,457)
41,200
40,974
226
26,100
25,902
198
150
0
150
9,900
13,994
(4,094)
5,500
4,837
663
34,303
32,348
1,955
0
0
0
30,224
27,554
2,670
7,900
7,716
184
695,541
685,454
10,087
0
0
0
21,900
19,787
2,113
71,500
68,401
3,099
47,500
79,777
(32,277)
0
0
0
8,000
7,754
246
20,500
43,660
(23,160)
72,000
67,481
4,519
188,000
184,592
3,408
17,000
21,181
(4,181)
16,000
15,685
315
839,124
826,553
12,571
0
0
0
40,000
35,313
4,687
0
68,153
(68,153)
498,122
608,288
(110,166)
14,650
18,315
(3,665)
120,400
117,179
3,221
7,487
5,943
1,544
0
139,534
(139,534)
0
0
0
0
0
0
0
0
0
3,254,333
3,612,054
(357,721)
241,448
231,924
9,524
2,703,284
2,659,161
44,123
253,914
333,508
(79,594)
(369,808)
(966,371)
(596,563)
(9,748)
3,455
13,203
156,717
92,291
(64,426)
116,964
58,211
(58,753)
6,613,327
27,310
171,887
384,810
5,646,956
30,765
264,178
443,021
1,380,435
27,310
(261,868)
(4,971)
1,054,187
(11,824)
(584,969)
43,227
0 0
Fund Bat, December 31, 20xx
Unrestricted Net Assets as of 12/31/08
Cash Balance 3/31/10
0 0 Kerr 4&.*
City of Mound
PRELIMINARY 2009 Results 81 O EA SI T N f
As of April 13, 2010
GENERALFUND
2009 2009 Variance 2010
Budget Prelim Act Bud v Act Budget
* ** Variance - Favorable (Unfavorable) * **
I �
Total Taxes
4,015,495
3,956,429
(59,066)
3,861,424
Franchise Fees
298,000
330,277
32,277
397,000
Licenses and Permits
164,800
115,203
(49,597)
117,200
Intergovernmental
122,060
156,113
34,053
122,060
Charges for Services
211,650
189,418
(22,232)
272,650
Fines and Forfeitures
80,000
63,370
(16,630)
60,000
Transfers & Bonds
157,000
161,205
4,205
105,625
Other Revenue
402,400
482,612
80,212
393,920
IKM Maint +$22K, IKM Admin +$30K,
DTF Reimb +$37K, LCMIT Dividend +$25,
Total Revenues
5,451,405
5,454,627
3,222
5,329,879
Excel Rebate +$6K, Interest Earn ($49K)
Total Salaries & Benefits
3,241,360
3,149,223
92,137
3,030,329
Total Supplies
264,510
275,012
(10,502)
273,510
Total Professional Services
354,175
260,687
93,488
286,789
Building Inspections, Prof Svc
Total Phone, Postage & Print
75,450
65,716
9,734
73,620
Total General Liability Insurance
56,461
50,454
6,007
53,652
Total Utilities
156,483
142,447
14,036
167,260
Total Repairs & Maint
152,510
146,095
6,415
125,400
Total Other Contracts & Rental
391,625
388,306
3,319
407,280
Total Deprec & Capital Exp
206,590
211,606
(5,016)
181,750
Total Misc, Interest & Other
197,452
184,083
13,369
210,440
Gillespie Center, Prisoners
Total Transfers
506,453
553,912
(47,459)
518,600
Prof Svc Street Light Repi
Total Expenditures
5,603,069
5,427,541
175,528
5,328,630
Incr(Decr) Net Assets
(151,664)
27,086
178,750
1,249
Undesig Fund Bal, January 1, 20xx
1,189,698
1,216,784
Undesig Fund Bal, December 31, 20xx
1,216,784
1,218,033
Undesignated Fund Balance as % of Exp
22.4%
22.9%
Unreserved Fund Balance as % of Exp
30.8%
�L
4 7
.,.� City of Mound
PRELIMINARY 2009 Results
As of April 13, 2010
GENERAL FUND
Total Taxes
Franchise Fees
� Licenses and Permits
Intergovernmental
Charges for Services
Fines and Forfeitures
Transfers & Bonds
Other Revenue
Total Revenues
Department Expenditures:
Council
Promotions
City Manager /Clerk
Elections
Finance
Assessing
Legal
City Hall Building & Srvcs
Computer
Police
Emergency Prepardeness
Planning /Inspections
Streets
Parks
Park Dedication Fees
Cemetery
Recreation
Transfers
Cable TV
Contingencies
Total Expenditures
Incr(Decr) Net Assets
Undesig Fund Bal, January 1, 20xx
Undesig Fund Bal, December 31, 20xx
Undesignated Fund Balance as % of Exp
Unreserved Fund Balance as % of Exp
6
is
verve
•
2009
2009 Variance
2010
Budget
Prelim Act Bud v Act
Budget
* ** Variance - Favorable (Unfavorable) * **
4,015,495
3,956,429
(59,066)
3,861,424
298,000
330,277
32,277
397,000
164,800
115,203
(49,597)
117,200
122,060
156,113
34,053
122,060
211,650
189,418
(22,232)
272,650
80,000
63,370
(16,630)
60,000
157,000
161,205
4,205
105,625
402,400
482,612
80,212
393,920
5,451,405
5,454,627
3,222
5,329,879
81,336
80,552
784
79,991
73,848
17,400
56,448
71,500
356,533
331,314
25,219
327,779
3,155
1,059
2,096
18,375
345,337
314,014
31,323
326,745
96,650
92,888
3,762
95,650
•
140,533
128,488
12,045
140,506
115,604
104,770
10,834
102,845
62,800
45,872
16,928
29,800
2,002,880
1,968,437
34,443
1,883,189
7,600
13,925
(6,325)
25,950
439,466
316,924
122,542
363,099
849,994
775,663
74,331
714,551
502,830
513,268
(10,438)
536,882
0
28,978
(28,978)
0
11,123
8,759
2,364
11,239
5,000
4,999
1
5,000
506,453
553,907
(47,454)
518,600
45,230
45,151
79
45,230
(43,300)
81,170
(124,470)
31,700
5,603,072
5,427,538
175,534
5,328,631
(151,667)
27,089
(172,312)
1,248
1,189,698
1,216,787
1,216,787
1,218,035
22.4%
22.9%
•
30.8%
-68-
I �
•
CITY OF MOUND
SPECIAL LEVIES / DEBT LEVIES
Total $780K $3.255M $1.785M
Equip 2001C GO 2003 GO 2004 GO
Certificates Impr Impr Impr
2005-2011 . CR15
$1.765M
2005 GO
Impr
$1.6M
2006 GO
Impr
$2.725M
2007 GO
Impr
$1.675M
2008 GO
Impr
$3.94M
2009 GO
Impr
•
$3M Total
2011 GO GO
Impr Improv
2001 -2011
$255K $2.3M $4.1M
2001A 2003C 2009D GO TIF
Judgement GO Tax Ina Dump Bonds
Pub Sfty
Lease
Payments
Fire
Relief
•
Collect Yr
Fd 351
Fd 366
Fd 367
Fd 368
Fd 369
Fd 361
Fd 362
Fd 363
Fd 3XX
Fd 360
Fd 355
Fd 101
Fd 101 1
Total
% Ch
2008
292,369
71,500
143,162
17,700
65,100
29,252
116,270
0
0
0
442,984
20,500
146,717
0
366,860
72,120
1,341,550
2009
216,873
69,700
181,854
0
72,100
31,520
116,385
150,700
0
0
622,259
20,100
146,717
0
366,860
74,404
1,447,213
8%
2010
295,716
50,000
120,000
85,000
70,000
58,000
128,000
63,000
172,344
0
746,344
19,600
45,000
0
392,789
76,030
1,575,479
9%
2011
165,450
60,000
180,000
160,000
75,000
58,000
128,000
63,000
136,000
0
860,000
19,200
45,000
120,349
392,789
78,311
1,681,099
7%
2012
140,950
60,000
196,000
160,000
85,000
58,000
128,000
63,000
135,900
94,050
979,950
18,700
45,000
125,048
392,789
80,660
1,783,097
6%
2013
98,100
40,000
196,000
160,000
85,000
58,000
128,000
63,000
140,900
94,050
964,950
23,500
45,000
127,608
392,789
83,080
1,735,027
-3%
2014
97,050
40,000
196,000
160,000
85,000
58,000
128,000
63,000
139,200
94,050
963,250
22,700
45,000
157,771
380,000
85,572
1,751,343
1%
2015
61,000
40,000
180,000
120,000
85,000
62,000
128,000
63,000
137,400
94,050
909,450
21,900
45,000
156,713
380,000
88,140
1,662,203
-5%
2016
36,000
40,000
170,000
120,000
85,000
62,000
128,000
63,000
140,600
94,050
902,650
21,200
45,000
151,120
380,000
90,784
1,626,754
-2%
2017
0
40,000
170,000
120,000
85,000
62,000
128,000
63,000
138,300
94,050
900,350
20,400
45,000
138,535
380,000
93,507
1,577,792
-3%
2018
0
40,000
170,000
120,000
85,000
62,000
150,000
63,000
135,800
94,050
919,850
19,500
45,000
130,427
380,000
96,313
1,591,090
1%
2019
0
40,000
170,000
120,000
85,000
62,000
150,000
63,000
137,200
94,050
921,250
18,700
45,000
115,139
380,000
99,202
1,579,291
-1%
2020
0
40,000
170,000
120,000
85,000
62,000
150,000
63,000
138,100
94,050
922,150
23,200
45,000
98,993
380,000
102,178
1,571,521
0%
2021
0
40,000
170,000
0
0
62,000
150,000
63,000
138,700
94,050
717,750
22,100
45,000
87,205
380,000
105,243
1,357,298
-14%
2022
0
0
170,000
0
0
0
150,000
63,000
138,500
94,050
615,550
0
45,000
74,281
380,000
108,401
1,223,232
-10%
2023
0
0
165,000
0
0
0
0
56,000
138,000
94,050
453,050
0
0
65,436
380,000
111,653
1,010,139
-17%
2024
0
0
0
0
0
0
0
0
135,900
94,050
229,950
0
0
65,673
115,002
410,625
-59%
2025
0
0
0
0
0
0
0
0
0
94,050
94,050
0
0
43,031
137,081
-67%
2026
0
0
0
0
0
0
0
0
94,050
94,050
0
0
0
94,050
-31%
2027
0
0
0
0
0
0
0
0
94,050
94,050
0
94,050
0%
2028
0
0
0
0
0
0
0
0
0
0
-100%
G1T1'+�� iVA�U
Mound Planning and Building Inspections Department
Annual Report to City Council for 2009
On behalf of the Planning and Building Inspection Department, I am pleased to
present the 2009 Annual Report to the City Council for review and consideration.
PERSONNEL
Department Staff. The Planning and Building Department is staffed by Administrative
Assistant Jill Norlander who was hired in February 2001. My tenure as Community
Development Director for the City of Mound began in July 2001. The Planning and
Building Department is also provided technical support from Planning and Engineering
Technician Ray Hanson who was hired in May 2005.
Building Inspection. The Building Official position was eliminated in January 2005
and full -time building inspection services were assumed by MnSpect (formerly
Waldron and Associates) on a contract basis. Scott Qualle is the designated Building
Official and Dan Menth is the Building Inspector for the City of Mound.
Planning Services. Effective January 2008, Rita Trapp of HKGi has been providing
consultant planning services to the City of Mound. From May- October 2009, planning
services were provided by interim consulting HKGi planner Jeff Miller.
BUILDING PERMIT SUMMARY
Building Permit Information 2005 -2009.
Year Building Valuation
Permits
Issued
2009 302 $4,748,360
2008 269 $ 5,223,741
2007 258 $10,855,936
2006 329 $17,709,317
2005 385 $14,148,260
1
-70-
2009 Highlights.
• Established bi- weekly Staff meetings with SQualle of Mnspect (effective
1/2010) and quarterly Building Official presentations to Council (effective
3/2010).
• MnSpect preparation of foreclosed house informational handout.
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 complaint and /or other related issues (i.e. construction
problems, exterior storage, drainage, etc.) are handled by Community Service
Officer Mike Wocken and Planning and Engineering Technician Ray Hanson.
• Staff conducts ongoing review to evaluate ordinances to address deficiencies
within the City Code.
• Longstanding nuisance matters were addressed including the Waterbury Road
site restoration /retaining wall project, painting of the building front of the former
William's Store and Post Office landscaping maintenance.
• The cooperation the P /BI Department has received from the Police Department
has been exemplary and the P /BI Department applauds the efforts of Ray
Hanson, Mike Wocken and Chief Kurtz. Additionally, City Manager Kandis
Hanson and the Police Department are to be complimented for their strong
support of the "Operation Clean Sweep" program.
PLANNING COMMISSION ADMINISTRATION
2009 Planning Commission Cases. A total of (15) land use cases were submitted and /or
reviewed by the City of Mound in 2009 A summary of planning cases from 2004 -2008 is
provided below:
2008 (17)
2007 (32)
2006 (51)
2005 (84)
2004 (36)
_,1_
2009 Projects List. The following includes a list of Planning Commission
projects /accomplishments:
• Annual review of PC work rules (March 2009).
• Joint workshop meeting with City Council (March 2009).
• 2030 comprehensive plan update approval by Metropolitan Council (October 2009).
• Mound surface water management plan update (June 2009) and agreement approval
by City and MCWD (August 2009).
PLANNING AND BUILDING INSPECTIONS DEPARTMENT PROJECTS
Listed below is a list of 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:
• Preparation of special TIF legislation documents and project coordination.
• Research and report preparation re: Tree City program participation.
• Mound Harbor Renaissance (MHR) downtown redevelopment project:
Snowmobile trail permit from DNR for Lost Lake channel connection to
Maywood Road in cooperation with Westonka Snowmobile Club
Project Team meeting agenda coordination and distribution
Preparation of federal appropriation and High Priority Project form(s)
and support documents in cooperation with LGN /HKGi for downtown
redevelopment and related transit related projects
Comprehensive signage/ wayfinding plan preparation and
implementation (Auditor's Road TOD grant)
Assistance with Operation Black Cat event coordination and involved
Auditor's Road properties asbestos, regulated waste and asbestos
remediation programming /implementation; also participation in OBC
emergency training exercise
Annual reporting for 2005 DEED and Metropolitan Council clean -up
grants in Lost Lake District
Closeout of Fall 2007 and Spring 2008 ERF grants from Hennepin
County for environmental testing /reporting in the Auditor's Road District
including reimbursement, reports submittal and reporting
Management and closeout of TOD grants for Transit District (wellhouse
relocation) and Auditor's Road (comprehensive signage/wayfinding plan
preparation and implementation) in cooperation with Public Works and
Finance Departments
Submittal of 2009 TOD grant application for property acquisition request
for parcels in Auditor's Road (non- funded)
• Indian Knoll housing complex research and assessment project in cooperation with
others.
• CBD shared parking program research and assessment project in cooperation with
others.
PLANNING AND BUILDING INSPECTION DEPARTMENT RECOMMENDATIONS
Joint Planning Commission / 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.
2009 Projects List. The following list includes an overview of the major projects list for the
Planning Commission / Staff for 2009.
• 2030 comprehensive plan update approval by Metropolitan Council (10/09).
• Review of City Code chapter(s) per annual joint PC /CC workshop.
• City Code update approval (project managed by City Clerk with cooperation from City
Departments).
SUMMARY
On behalf of the Planning and Building Inspections Department, I would 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.
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.
-73-
PUBLIC WORKS AND PARKS
2009 ANNUAL REPORT
-74-
CITY OF MOUND
Parks Divison
2009 Annual Report
The Parks Division is responsible for many aspects involved in city government. Aside from
managing the 33 parks in the city, the division is also responsible for the maintenance and
management of the Municipal Cemetery, the Municipal Docks Program, and maintenance of
City Hall, Transit Center Parking Deck, Mound Bay Park Depot, Indian Knoll Manor and the
new Veterans Memorial Plaza. In addition, the division is responsible for the repair and
replacement of the city -owned retaining walls on street right -of -way, the inspection of weeds on
unkempt grounds, and hazardous tree removal from city property. The division is also
responsible for the preventive maintenance of its equipment.
Assisting in this effort are five full -time employees including, the Park Superintendent,
Administrative Assistant and three maintenance workers along with a part-time Docks
Administrator and summer docks inspector and as many as eight full -time seasonal employees.
The Parks, Open & Space Commission (POSC) and the Dock & Commons Commission (DCC)
are set up to act as advisories for bringing recommendations to the City Council regarding their
respective issues.
General Comments
During 2009, the Parks Division was involved mainly with maintaining current playground
equipment and lands. In past years, we have seen improvements to Avalon, Belmont, Chester,
Dundee, Langdon, Philbrook, Seton, Swenson, Three Points, Tyrone Park, Alwin Park, Belmont,
Weiland, Scherven Park. In 2010 the play structure at Seton Park will be replaced.
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 the community.
The downtown Streetscape and Greenway completed in 2006 has had the routine maintenance
turned over to the Parks Division. With this responsibility comes a highly visible commitment of
how the City is going to respond to development. It is staff's belief that this amenity is high
priority for maintenance scheduling. The Streetscape and Greenway will be a daily visit for the
Parks crew to provide a well groomed entrance into the main business area of Mound.
•
-75-
The 37 slips were intended for use by the planned 37 Villas units. With the downturn in the
housing market, various supplemental agreements between the City and the Villas developer •
have allowed the City to offer the remaining slips to Mound residents on a year to year basis.
The Lost Lake transient slips have seen increased usage as the greenway was completed and
downtown development has occurred. This complex also has a separate license with the LMCD
and utilizes 1,500 lineal feet of Cities shoreline.
There are 3 plat- dedicated neighborhoods within the City of Mound with respect to lakeshore; 2
of which have had legal action and resulting Settlement Agreements. Woodland Point's
Agreement was implemented beginning with the 2001 season. Dreamwood's Settlement
Agreement was signed in late 2006 with full implementation being required in the 2012 season.
In anticipation of this, staff has begun preparations trying to facilitate a timely and smooth
transition for site holders.
As of 12/31/2009, the total dock fund balance was $225,505. In late 2006 a separate capital
reserve fund was established within the dock fund with a yearly transfer of $25,000. The intent
of this fund was to set aside dollars for larger more costly capital improvement projects such as
rip rap installation/repairs and dredging.
In March of 2010, action was taken by the City Council to eliminate the capital reserve fund and
those monies were added to the dock fund. In late 2009, the City Council reduced the 2010
Dock/Slip rates $50 and secondary watercraft rates 50 %.
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 asphalt parking lot
was completed. The facility is currently being utilized for local organizational meetings and
private parties. User response has been very positive. 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.)
$100 /per day Mound Resident
FREE Mound Westonka Community Civic and Non - Profit
Charitable Organizations
0
-76-
• Dock Location Map Update
• • LMCD Rules and Regulations
• Establishment of possible sites 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 & Docks Division. The Parks Division follows the equipment replacement schedule,
which allows for the replacement of equipment on a planned schedule based on its age and
serviceability. This schedule will allow the Parks & Docks Division to operate efficiently and
provide safety for the general public and the parks crew.
•
r�
5
-77-
ways of brush and tree limbs, bituminous patching, street preparation for seal coating, repair and
maintenance of storm sewer catch basins, street sign repair and installation, curb and sidewalk t
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.
During the winter months, it is my responsibility to determine when to plow and sand 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 trucks equipped
with front plows, side wings, and sanders. We have 5 four -wheel drive pickup trucks with plows, 3 1-
ton dumps with plows and sanders, 1 skid -steer and 2 snow machines for the 11 miles of sidewalks.
This year we also cleaned the Central Business District and are now maintaining the parking ramp.
Right -of -way repair and maintenance began in the early spring of 2009. 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, 2 sidewalk
brooms, 2 trucks 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. 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.
Public Utilities
Water
Public Utilities for the City of Mound consists of 3 departments; water distribution and sanitary
sewer collection and storm sewer. 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 three budgets prepared for Public Utilities; one for the Water Department, one for the
Sanitary Sewer Department, and one for Storm Sewer. In 2009, the Water Department budget
was $1,373,922. The Sanitary Sewer Department budget was $1,585,771. The Storm Sewer
budget was $294,641. Line item expenses for the departments do not vary much from year to
year. The biggest percentage of the budget each year is for capital outlay, workers compensation,
liability insurance and the Met Council sewer charges.
The City has 3 wells, one of which is for emergency back -up only, one booster station, and a
combined storage of 700,000 gallons in 2 towers and 265,000 in 1 standpipe. There are •
7
-78-
W -)
• -,r-
F
CITY OF MOUND
Public Works Department
2010 Capital Improvement Projects & Initiatives
Street Reconstruction Proiect
Due to the economic climate the City Council decided to postpone the 2010 street improvement
project.
Retaining Wall Replacement Proiect
The annual retaining wall replacement program provides for the reconstruction of retaining walls
in various locations throughout the city determined to be in poor condition. This is the seventh
year of the retaining wall replacement program. The retaining wall replacement project includes
the removal of the existing walls and construction of decorative modular concrete block walls
and site restoration.
Seal Coat Program
The seal cost program will be initiated this year and will include the reconstructed streets in the
Three Points area.
Storm Sewer
The City Engineer is reviewing locations that are in need of storm sewer improvements for 2010.
Sanitary Lift Stations
Three sanitary sewer lift stations were reconstructed in 2009 as part of the street reconstruction
project. One is located at Scherven Park. The second is at Devon and Island View Drive. And the
third is on Waterside at Spruce. New underground wet pits and control panels, pumps, and
SCADA were included in the project. Staff will be recommending three and possibly four lift
stations for reconstruction in 2010.
Inflow / Infiltration Study
The City Engineer completed a study of the sanitary sewer lift stations and Inflow / Infiltration
into the sewer lines. The results of this study will determine where the city needs to perform pipe
lining in future years to come into compliance with the Metropolitan Council Environmental
Services directive to reduce the amount of I /I or pay surcharge penalties. It is anticipated the city
will be able to avoid the surcharge by following the study recommendations.
•
-79-
T
CITY OF MOUND •
Public Works Department
Work Plan / Initiatives
Capital Improvement Proiects
• Annual City Street Reconstruction / Rehabilitation
• Annual Retaining Wall Replacement
• Upgrade SCADA system
• Inflow / Infiltration Study — come into compliance with the MCES
• Sanitary Lift Station Reconstruction
Surface Water Management
• Annual Review of Surface Water Management Plan to insure compliance with administrative
and maintenance requirements
• Annual Review of NPDES II permit and insure compliance
• Annual Review of Storm Water Pollution Prevention Plan (SWPPP) and insure compliance
• Review State and Federal laws and permit changes to insure City Policy and Ordinances are
current
• Review development plans to insure compliance with permit requirements is
• Annual Review of MCWD Rule Changes
Parks
• Develop inventory of park structure and maintenance needs
• Develop master plan and priority for park reconstruction
• Evaluate equipment replacement needs
• Research possible funding sources for park improvements
Docks
• Review and update dock program as needed
• Review and update dock maps
• Continue annual rip -rap project
• Integrate Lost Lake docks into City program
•
11
-80-
• Upgrade office filing system and record retention
• • Develop mini GIS capacity
• Develop updated inventory of City's infra - structure and mapping.
• Implement GIS street and utility mapping capabilities when completed by consultant.
•
•
13
-81-
•
•