2019-04-16 CC Agenda PacketPLEASE TURN OFF ALL CELL PHONES & PAGERS IN COUNCIL CHAMBERS.
CITY OF MOUND MISSION STATEMENT: The City of Mound, through teamwork and cooperation, provides
at a reasonable cost, quality services that respond to the needs of all citizens, fostering a safe, attractive and
AGENDA
MOUND CITY COUNCIL TUES, APRIL 16, 2019 — 6:30 PM
ANNUAL REPORTS WORKSHOP MOUND CITY COUNCIL CHAMBERS
2.
3.
4.
Page
Call Meeting to Order
Approve the Agenda
Supervisors' Annual Reports to the City Council
A. Orono Police Department — Police Chief Correy Famiok
1 - 15
B. Liquor Store — Manager John Colotti
16-27
C. Fire & Rescue/Emergency Response/Emergency Management
28-49
— Fire Chief Greg Pederson
D. Finance & Administration/Docks Administration — Finance
50 - 56
Director/Clerk/Treasurer Catherine Pausche
E. Community Development/Planning/Zoning/Building Inspections —
57-61
Community Development Director Sarah Smith
F. Public Works (Parks) Operations & City Projects -- Public Works
62-74
Superintendent Ray Hanson & City Manager/PWD Eric Hoversten
Long Term Financial Plan
5. Adjourn
75- 83
CITY OF MOUND - ORGANIZATIONAL CHART
VOTERS C
OYOPMOUND
PLANNING
COMMISSION
- PARNS&OPEN SPACE
COMMISSION
CITY COUNCIL _
_ CONMISSIONS - oocrcs coMMlsslory
ECONOMIC
DEVELOPMENT
COMMISSION
CITY MANAGER/ CITY Ileaetie)
PUBLICWORNS DIRECTOR ATTORNEY
Eric Hovenuee Troy Gilchrist
PUBLIC WORKS
DIROFFINANCE&ADMIN
Catherine
Pausche(Ryan)
COMMUNITY
DEVELOPMENT
LIQUOR
FIRE/Emergency
Sarah Smith, Dir
John
GOODI,
Management
Chief Greg Pederson
Utilities: Streets, Water,
FINANCE
ADMIN
Vicki Weber
Andy Drilling
Noah Iverson
Kevin Kelly
Days, Water Tower Leases
Ryan Fatturi
Collette Roberts
Elections, Official
Mgr
Technical Rescue
Accounting,
Records/Data
Inspections , Fire
Planning/Zoning
Investing, Risk
Practices, IR,
Administration
Management,
H/R,Legal
Building Code/
Reporting,
Publications,
Preparedness/
Inspections
Budget, Capital
Assessments,
Subdivisions
Planning,
DockAdmin,
Redevelopment
Audit/Internal
Website,
Community
Controls,
Communications,
Development,
Payroll,
Cemetery,
Permit, and
Accounts
Procurement/
Nuisance
Payable, Utility
Contract,
Enforcement
Billing
Licenses
PUBLIC WORKS
Ray Hanson, Superintendent
LIQUOR
FIRE/Emergency
(Ryan)
John
GOODI,
Management
Chief Greg Pederson
Utilities: Streets, Water,
Sewer, Storm Sewer, Curb
Mgr
Vicki Weber
Side Recycling, CleanUpRon
Gust
Firefighting/EMS
Days, Water Tower Leases
Asst
Hal MCI
Parks Greenway, Docks, Cary
Mgr
Technical Rescue
Buildings and Cemetery
Inspections , Fire
Maintenance
Off Sale
Code Enforcement,
Plan Review,
Capital Improvement Projects
Emergency
Planning and Coordination
Preparedness/
Notification System,
Siren Maintenance,
Safety Program
83-
City of Mound
Utility Bills Comparison
MONTHLY AVERAGE- based on water use of 15,000 gallons per Quarter or 5,000 per month
Updated as of 9/5/18
Monthly
2019
2018
Water
Water
Total
Sewer
Sewer
Total
Storm
Street
Grand
$
$
C ltv
Base Rate Over Base
Water
Base
Over Base
Sewer
Recvclina
Water
Li hts
Total
Incr.
Incr.
2019
Mound Proposed
18.91
27.07
45.98
36.29
11.25
47.54
4.00
1.00
0.50
99.01
1.4%
-8.3%
AL
Mound
18.91
27.07
45.98
35.23
10.92
46.15
4.00
1.00
0.50
97.63
2
Columbia Heights
9.41
21.15
30.56
8.18
13.30
21.48
5.50
3.82
N/A
61.36
3.5%
U
Orono (A1) Navarre
15.04
22.75
37.79
50.26
N/A
50.26
3.00
7.38
N/A
98.43
6.0%
1
8
Orono (A2) Hwy 12 Area
15.04
22.75
37.79
50.26
N/A
50.26
3.00
7.38
N/A
98.43
6.0%
A
Victoria
10.00
14.05
24.05
11.67
12.25
23.92
N/A
7.67
N/A
55.64
3.4%
C
Medina
12.42
18.85
31.27
21.42
26.75
48.17
N/A
2.53
N/A
81.97
3.0%
T
U
Minnetrista
9.11
17.65
26.76
34.33
0.00
34.33
3.17
8.67
N/A
72.93
2.4%
A
L
Hamel
17.27
22.05
39.32
21.42
26.75
48.17
N/A
2.53
N/A
90.02
0.7%
Farmington
4.00
6.50
10.50
12.00
6.00
18.00
N/A
4.58
2.30
35.38
1.7%
R
A
Minnetonka
0.00
14.80
14.80
21.98
11.70
33.68
4.15
6.87
N/A
59.50
3.5%
T
E
Spring Park
4.00
15.42
19.42
2.50
28.75
31.25
N/A
N/A
N/A
50.67
0.0%
S
Golden Valley
2.33
31.50
33.83
22.58
N/A
22.58
4.67
8.00
4.02
73.10
4.3%
Watertown
18.58
15.43
34.01
19.14
21.13
40.27
N/A
3.40
N/A
77.68
2.7%
Mid Point (CURRENT 2018
RATES):
29.70
36.04
3.89
5.65
75.28
Actual 2015 Rates:
16.07
22.96
39.03
28.53
8.85
37.39
4.00
9.57
1.50
91.49
6.89
8.1%
Actual 2016 Rates:
17.44
24.92
42.35
31.25
9.69
40.94
4.00
10.19
1.50
98.98
7.49
8.2%
Actual 2017 Rates:
18.91
27.07
45.98
34.21
10.60
44.81
4.00
10.19
1.50
106.47
7.49
7.6%
Actual 2018 Rates:
18.91
27.07
45.98
35.23
10.92
46.15
4.00
1.00
0.50
97.63
-8.84
-8.3%
Proposed 2019 Rates
18.91
27.07
45.98
36.29
11.25
47.54
4.00
1.00
0.50
99.01
1.38
1.4%
2011
2012
2013
2014
2015
2016
2017
2018
2019-20
2021
-22
Water:
0% incr tiers,
170% baa
0.0%
7.5%
2.0%
8.5%
8.5%
8.5%
0.0%
0.0%
0.0%
Sewer:
0%
7.5%
6.0%
10.0%
9.5%
9.5%
9.5%
3.0%
3.0%
3.0%
Storm:
67% incr ($4
to $6.67)
7.5%
15.0%
9.0%
6.5%
6.5%
0.0%
-90.0%
0.0%
0.0%
-82-
General Fund and Special Levy Projections
Long Term Financial Plan - 2029 - 2039
1) n2.5% Growth in General Fund Revenue Levy per year for operations - Goal to keep City Tax Rate at or below 45%, minimize utility rate
increases. Assumes 2% increase to Tax Capacity per year after 2018, but actual should be higher when TIF Districts Decertify
''r
CI7TMy OF MO j,� TIF 1-2 - 2026, TIF 1-3 - 2031 Trident Housing TIF - 2019 - 2029 (did a one time 8% increase to Tax Capacity in 2029)
2) 2% increase to total levy, excess from retired debt to capital project funds/reserves/interfund loans
In $000's
BEG 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 END
Tax Levies
General Fund Rev Levy - Ops +2.5% $ 4,330 $ 4,438 $ 4,549 $ 4,662 $ 4,779 $ 4,898 $ 5,021 $ 5,146 $ 5,275 $ 5,407 $ 5,542
Total Funding Sources - Levy $ 7,724 $ 7,878 $ 8,036 $ 8,197 $ 8,361 $ 8,528 $ 8,698 $ 8,872 $ 9,050 $ 9,231 $ 9,416
%Change 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0%
( C) Total Avail - Capital Proj Funds $ 2,580 $ 2,660 $ 2,704 $ 3,113 $ 3,158 $ 3,204 $ 3,882 $ 3,929 $ 3,976 $ 4,023 $ 4,070
Alloe/Transfers to Capital Project Funds
Repayment of Interfund Loans $
-
$ -
$ -
$ - $
- $
- $
- $
-
$ -
$ - $
- $
- $
-
Capital Replacement Fund - Vehicl
0
300
300
300
300
300
300
300
300
300
300
300
3300
Capital Replacement Fund - Bldg
0
£75
175
175
175
175
175
175
175
175
175
175
1925
Community Investment Fund
0
160
160
160
160
160
160
160
160
160
160
160
1760
Street Imp/IRRF/MSA
0
$ 1,945
$ 2,025
$ 2,069 $
2,478 $
2,523 $
2,569 $
3,247
$ 3,294
$ 3,341 $
3,388 $
3,435 $
30,314
Total Transfers/Copital Project Relates $
-
$ 2,580
$ 2,660
$ 2,704 $
3,113 $
3,158 $
3,204 $
3,882
$ 3,929
$ 3,976 $
4,023 $
4,070 $
37,299
EXPENDITURES Capital Project Funds
Interfund Loans $
- $
- $
- $
- $
- $
- $
- $
- $
- $
- $
-
$ - $
-
Capital Replacement Fund - Vehicl
0
2
182
432
182
182
347
2
200
200
200
200
2129
Capital Replacement Fund - Bldg
0
175
175
175
175
175
175
175
175
175
175
175
1925
Community Investment Fund
0
160
160
160
160
160
160
160
160
160
160
160
1760
Street Imp/IRRF/MSA
0
2552
4305
3540
153
145
372
194
212
2462
1785
1802 $
17,522
Total Expenditures Capital Project Rel $
- $
2,889 $
4,822 $
4,307 $
670 $
662 $
1,054 $
531 $
747 $
2,997 $
2,320
$ 2,337 $
23,336
NET Capital Project Funds
Interfund Loans $..... - $ -
Capital Replacement Fund - Vehicl 0 298
Capital Replacement Fund - Bldg 0 -
Community Investment Fund (Park 0. -
Street Imp/IRRF/MSA 0 (607
Net Capital Project Related $. , $ (309
$ - $ - $ - $
118 (132) 118
118 (47) 298 100 100 100 100 1,171
$ 979 $ 1,703 $ 1,733 $
Summary of Utility Funds -Net change to fund balance Surplus(Deficit) - All milty funds will have negative fund balances that need to be replenished
601 - Water Fund
139
254
430
406
410
468
540
678
785
877
913
5,901
602- Sewer Fund
336
437
637
707
826
974
1,143
1,285
1,459
1,621
1,733
11,159
675 -Storm Water Fund
(303)
(200)
(140)
(138)
(109)
(76)
(39)
(7)
23
48
48
(889)
Total
172
492
928
975
1,128
1,366
1,645
1,957
2,267
2,547
2,694
16,171
In $000's
Tax Levies
General Fund Revenue Levy - Ops
Total Funding Sources - Levy
% Change
( C) Total Avail - Capital Prot Funds
Alloc/Transfers to Capital Project Funds
Street Improvement Fund/MSA
Capital Replacement Fund - Vehicles
Capital Replacement Fund - Bldg
Community Investment Fund
Interfund Loans
Total Transfers/Capital Project Related
EXPENDITURES Capital Project Funds
Street Improvement Fund/MSA
Capital Replacement Fund - Vehicles
Capital Replacement Fund - Bldg
Community Investment Fund
Interfund Loans
Total Expenditures Capital Project Related
NET Capital Project Funds
Street Improvement Fund/MSA
Capital Replacement Fund - Vehicles
Capital Replacement Fund - Bldg
Community Investment Fund (Park Ded)
Interfund Loans/Addl Debt Service
Net Capital Project Related
General Fund and Special Levy Projections - Long Term Financial Plan - 2018 - 2028
1) 2 5% Growth in General Fund Revenue Levy per yen for operations - Goal to keep City Tax Rate at or below 45%, minimize utility rate
increases- Assumes 2% increase to Tax Capacity per year after 2018, but actual should be higher with the addition of Indian Knoll,
Serenity Hills and ultimately Harrison Bay Senior Living. TIF I-2 - 2026, TIF 1-3 - 2031 Trident Housing TIF - 2019 - 2029
2) 2% increase to total levy through 2028, excess from retired debt to capital project funds/reserves/interfund loans
3) Make interfund loans to utility funds through 2028 then repayment beings as next generation of streets begin
BEG 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 END
$ 3,238
$ 3,319
$ 3,402
$ 3,487
$ 3,574
$ 3,663
$ 3,755
$ 3,849
$ 3,945
$ 4,044
$ 4,145
$ 5,705
$ 5,816
$ 5,933
$ 6,051
$ 6,169
$ 6,293
$ 6,420
$ 6,551
$ 6,685
$ 6,818
$ 6,956
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
$ 715 $ 802 $ 810 $ 946 $ 1,070 $ 1,248 $ 1,513 $ 1,311 $ 1,354 $ 1,572 $ 1,666
$ - $
373 $
462 $
255 $
255
$ 255
$ 255
$ 255 $
255
$ 255 $
255
$ 255 $
3,130
0
281
205
205
205
205
205
205
205
205
205
205
2331
0
61
75
75
75
75
75
75
75
75
75
75
811
0
0
60
60
60
60
60
60
60
60
60
60
600
0 $
$
$
215 $
351
$ 475
$ 653
$ 918 $
716
$ 759 $
977
$ 1,071 $
6,135
$ - $
715 $
802 $
810 $
946
$ 1,070
$ 1,248
$ 1,513 $
1,311
$ 1,354 $
1,572
$ 1,666 $
13,007
$ -
$ 747 $
522 $
324 $
260 $
45
$ 122
$ 144
$ 145
$ 113 $
185
$ 175 $
2,781
0
281
292
292
305
243
220
182
162
127
73
130
2307
0
61
75
75
75
75
75
75
75
75
75
75
811
0
0
60
60
60
60
60
60
60
60
60
60
600
0
0
0
215
351
475
653
918
716
759
977
1071 $
6,135
$ -
$ 1,089 $
949 $
966 $
1,051 $
898
$ 1,130
$ 1,379
$ 1,158
$ 1,134 $
1,370
$ 1,511 $
12,634
$ $ (374) $ (60) $ (69) $ (5) $ 210 $ 133 $ III $ 111 $ 142 $ 70 $ 80 $ 349
- (87) (87) (100) (38) (15) 23 43 78 132 75 24
0. - - - - - - - - - - -
0 - - - - - - - - - - - -
0
(374) $ (147) $ (1 56) $ (105) $ 172 $ 118 $ 134 $ 154 $ 220 $ 202 $ 155 $ 373
Summary of Utility Funds -
Net change to fund balance Surplus(Deficit)
601 - Water Fund
(1,080) (648)
(467)
(449)
(590)
(584)
(1,142)
(287)
(947)
20
1
(6,172)
602 - Sewer Fund
(839) (1,348)
(1,248)
(1,246)
(1,110)
(1,083)
(1,077)
(1,032)
(1,087)
(854)
(680)
(11,603)
675 -Storm Water Fund
(466) (375)
(365)
(353)
(349)
(331)
(338)
(322)
(283)
(267)
(269)
(3718)
Total
(2,385) (2,371)
(2,080)
(2,048)
(2,048)
(1,998)
(2,5572
(1,640)
(2,316)
(1,100)
(948)
(21,492)
:m
Debt Service
• Evaluate payment schedules & special assessment receipts
• Explore future bonding options and payment terms
• Interfund loans for utility funds with deferred payments or forgivable
Narrative
The utility funds are going to run deficits into the distant future. A 3% rate increase through 2028 and a
5% increase through 2039 are assumed for the Sewer Fund. The projections include a $51M 15 -year
bond issue to be repaid by the tax levy. As previously discussed, the idea would be for the
governmental funds to loan the utility funds cash for the remaining projects with payments deferred for
15+ years.
Bolton and Menk did a great job creating an inventory of our infrastructure and a capital improvement
plan through 2050. This information and knowledge of our debt service allows us to assume steady
increases to the levy and level funding of the capital reserve funds, but it should be noted that this plan
is a work in progress. Inventories of buildings, technology, parks and open spaces have yet to be
completed. Place holders for funding building improvements of $75K per year and Community
Investment Reserve Fund of $60K have been used. Analysis of fund balance needs to be completed to
see if there is "seed" money for the initial funding of the capital reserve funds. Cash flow will be more
of an issue when we stop bonding.
Staff looks forward to receiving feedback and direction on the format of the Long Term Financial Plan
from the City Council. Please let us know if any other information is requested for Tuesday's workshop.
-79-
Capital Improvement Plan - Buildings
• City Hall/Police/Fire (2003)
• Centennial Building (1974)
• Public Works Building (1970's)
• Parking Deck (2006)
• Liquor Store (2003)
• Depot (Historical)
• Public Bathrooms Transit District (Historical)
• Parks Garage (1970's) IPH (1930s)
Initial assumption 75K per year in reserve fund, no beginning balance
Capital Improvement Plan - Community Investment Fund
• Inventory 30 parks & associated improvements
• Inventory sidewalks, trails and greenscape
Initial assumption 60K per year in reserve fund, plus beginning balance of $XXXK (Park Dedication)
Capital Improvement Plan - Street Improvements/Pavement Management
• Mill and Overlay (MO) - every 20 years vs
• Reclaim and Pave (RP) - every 30 years
• Seal Coat (SC) - every 5 - 7 years
• Crack Seal (CS1) - 1st time - after 5 - 7 years
• Crack Seal (CS2) - 2nd time = worse condition - 5 - 7 years after 1st
• Reconstruction (Recon) - original work in early 2000's was mill & overlay only, so this would be
complete replacement
• Need County and MSA inventory/maintenance plan
• NOTE: expenditures are in today's dollars - actual will be higher
Capital Improvement Plan - Water Utility Improvements
• Recoat (Recoat) Water Towers - every 20 years
• Towers - exterior clean every 3 years
• Towers - interior inspection & rehab every 10 years
• Wells - inspection & rehab every 10 years
• Watermain Upgrade/Replacement
Capital Improvement Plan - Sewer Utilitv Improvements
• Lift Station Reconstruction and Force Main (Recon & FM)
• Pump Replacement (PR) - every 15 years
• Generator Swap (Genswap) - every 20-25 years
• Film sewermain every 5 years on a rotating basis - will determine repair priorities
• Private line program??
Capital Improvement Plan - Storm Water Improvements
• 2018 last year of street project
• Shift to $40K per year in operating funds for engineering and projects
An** Same document 6om 2018
Long Term Financial Plan AssumpRons
2018-2028
Building on the Past, Preparing for the Future!
The Long Term Financial Plan (LTPP), or"Strategic Plan" for 2018 to 2028 will be an internal
action plan for the Qty of Mound. Itwill establish division for our fu n e, provide clear direchon
for reaching our goals and establish fir onhcc and measurable targets drat Inc Qty can budget
around and track.
Revenues
• Project2% levy increase and tax rate at or below 45% begin tofu n it capital reserve funds,
evaluate eliminating special assessments for next generation of streets
• Assume no change to LW no additional new mandates
• Liquor Fund transfers increase to S225 after loan paid off in 2019
Operating Expenditures
• 2.5% operating expenditure increase
• Assume current staffing model and maintaining contract for services j Utility Bi Ili ng, Police
Services, Prosecution, Building Inspections]
• Evaluate programming expenses Gillespie Center contract expires 12312021
• Fire Fund transfer stable IMtka Beach?j
Risk Management
• Evaluate Property in the Open jPlk and historical buildings and whether to move to self insured
• Set goals to qualify for sewer backup coverage
Capital Reserve Funds
• Create inventories of infrastructure,equipment, vehicles and technology and create
replacement plans based on community priorities and essential needs
• Evaluate transfers of fund balances to reserve funds l eve l contributions
• Identify what maybe missing from the inventories
• Determine timing of transitioning from essential infrastructure improvements to building up
more aesthetic aspects of our community ]main corridors, parks, trails&open spaces]
Capital Improvement Plan - Vehicles & Epuioment
• Heavy duty trucks 10 years
• Heavy duty specialty equipment mowers/sweepers 15 years
• Did not budget utility contributions
Initial assumption $200K per year ln reserve fund, plus beginning balance of $XXXK
contracting for utility billing services/building inspections/engineering/planning and
avoiding duplication of efforts with other government agencies, particularly Hennepin
County.
Table 1. Ratio Analysis from 2017 Management Letter
Ratio
Calculation
Source
2014
2015
2016
2017
Debt to Assets
Total liabilides8otal assets
Govemment-wide
75%
73%
72%
66%
32%
34%
34%
WA
Debt service Coverage
Net cash provided by operational
Enterprise fords
125%
106%
108%
61%
enterprise fund debt payments
114%
119%
105%
WA
Debt Per Capita
Bonded debt/population
Govemment-wide
$ 6.382
$ 6,681
$ 7,202
$ fi 333
$ 2,506
$ 2,517
$ 2,068
WA
Taxes Per Capita
Tax revenueslpopulation
Govemment-wide
$ 688
$ 714
$ 743
$ 736
$ 484
$ 510
$ 510
WA
Current Expenditures Per Capita
Govemmental fund current
Gcvemmental funds
$ 590
$ 599
$ 618
$ 640
expenditures/population $ 674 $ 688 $ 725 WA
Capital Expenditures Per Capita Governmental fund capital Governmental funds $ 134 $ 134 $ 433 $ 404
outlay l population $ 320 $ 354 $ 338 WA
Represents the City of Mound
Represents Peer Group Average
In addition to being highly leveraged, the recession that began in 2007/2008 also
compelled the focus to be on the essential services and ways to provide those services as
efficiently as possible. Mound is considered fully developed with 95% of the tax
parcels residential and 3.7 commercial/industrial. Per the 2013 Market Study conducted
by Maxwell Research, growth in households (occupied housing units) in Mound can
essentially only be generated through redevelopment of existing property, in -fill on
vacant lots and increased density. It also states the existing downtown encompasses
about 40 acres and contains about 50 businesses, with approximately 110,000 total
square feet of office and retail space.
Areas for discussion
The workshop is an opportunity to review the LTFP assumptions, including a discussion
on the levels of service provided and appetite for development which will inform Staff
when preparing the preliminary 2020 budget and updated LTFP that is presented to the
Council in August/September.
Please let Catherine know if you have any questions or would like additional
information regarding this matter at catherinepausche(a�,cityofmound.com or (952)472-
0633.
76-
IL
MEMORANDUM
Date: April 11, 2019
To: Mayor Salazar and Council Members
From: Catherine Pausche, Director of Finance and Administration
Subject: Long -Term Financial Plan Discussion
The City Council took a significant step in 2018 by approving a 10+ year Long -Term
Financial Plan (LTFP) designed to provide for the remaining and future infrastructure
investments while managing tax and utility rates in light of Mound's current above
average rates.
The underlying assumptions and plan approved in 2018 are included in the packet. This
is a living document and already much is known that will require adjustments to the
plan, both for 2018 actual results and corresponding impacts on future assumptions
(bonds were refinanced, capital needs for buildings, equipment, parks and opens spaces
continue to be refined, etc.), and for things like Mound Harbor LLCs decision not to
proceed with the townhome project.
The 2018 Annual Financial Report will be presented to the City Council at the May 28'
meeting. The audit firm provides a ratio analysis in their report to the Council that
shows how Mound compares to the peer group average (cities with populations 2,500 —
10,000) for debt levels, taxes per capita and operating and capital expenditures per
capita (see Table 1).
Because Mound has issued bonds for its over $89M in infrastructure investments since
2000, it is considered highly leveraged and therefore Mound does not perform well in
the debt/taxes per capita ratios, nor when utility rates are compared. The one ratio
Mound consistently outperforms on is operating expenditures per capita. This has been
achieved primarily through consolidation of positions in City Hall, which creates an on-
going tension with the level of service that can be provided. Maintaining the current
staffing model has been dependent upon key contracts such as the contract for police
services with the City of Orono, transitioning the affordable housing to Aeon,
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• Construct storm sewer improvements / repairs as needed
• Include upgrades and repairs on annual street reconstruction project
Sanitary Sewer
• Continue televising and performing annual repairs as needed
• In -pipe lining at locations with high inflow / infiltration problems
• Reduce I / I in municipal lines to avoid MCES surcharge
• Implement SCADA monitoring and control system
• Include upgrades and repairs on annual street reconstruction project
• Coordinate with MCES to eliminate metering discrepancies
• Upgrade/reconstruct lift stations
• Coordinate as needed with proposed development
Water
• Implement SCADA system on new facilities
• Annually update water system model with Bolton & Menk
• Coordinate as needed with proposed development
• Include reconstruction and repairs on annual street reconstruction project
• Comply with Wellhead Protection Plan in accordance with State and Federal Regulations
Administration
• Annually update capital improvement program
• Review Safety and Training needs of staff
• Annually review and update Vehicle Replacement Program
• Coordinate Public Works & Parks Maintenance Facility space needs
• Coordinate Public Works review of grading and utility plans for development
• Upgrade office filing system and record retention
• Annually update inventory of City's infrastructure and mapping
• Implement GIS street and utility mapping capabilities when completed by consultant
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I
rA
CITY c�F Mc�UIND
Public Works Department
Work Plan / Initiatives
Capital Improvement Projects
• Annual City Street Reconstruction
• Annual Retaining Wall Replacement
• Coordinating with MCES on Joint Projects
• 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
• Annual Review of MCWD Rule Changes
Parks
• Annual update inventory of park structure maintenance needs
• Evaluate equipment for replacement
• Research funding sources for park improvements
Streets
• Sweep City a minimum of two times per year
• Installation of new street signs throughout City and in Street Reconstruction Project Area.
• Decrease use of sand with new snowplowing and sanding equipment
• Repair sidewalks and trails as needed
• Include utility upgrades and repairs on annual street reconstruction project
• Continue Annual Crack Seal and Seal Coat Program
Storm Sewer
• Continue annual lake outfall cleaning and dredging
• Continue annual catch basin cleaning
• Maintain stormwater storage / ponding areas
• Work with MCWD on storm water quality improvements
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characterize and pinpoint problem areas. Improved metering has been specified with recent lift
station replacements as well as in several key confluence points in the City system.
MCES Improvement Proiects
MCES will complete work on the Dakota Trail Intercept project in 2018. Remaining
work includes trail surface reconstruction, trailside restoration, and restoration of
pavement areas behind Commerce Blvd business -fronts south of the trail crossing
disturbed by project staging.
MCES will complete the Island Park area intercept, L-39 and force main project in 2018.
Remaining work includes re-establishment of wetland and watershed features around the
Bradford station, restoration of project areas along the full length of the project,
restoration of Swenson Park after use as a staging area, and removal of the old stations at
L-40 and L-39.
• MCES will start work on the Westedge and C.R. 44 forcemain replacement project. This
will be a two-year project and affect traffic circulation in the immediate region for the
full duration. Work within Mound will be completed in 2018 with areas south of Priest's
Bay Bridge being completed in winter 2019 and 2019.
Other Hiehliehts
• Public Works staff is always researching the availability of grants for a variety of possible
proj ects.
• Staff annually updates the vehicle replacement program to better manage and forecast
future vehicle replacement needs and costs.
• Staff annually reviews the long range infrastructure repair and replacement needs of the
City's storm sewer, sanitary sewer, and watermain. The results are incorporated into the
City's capital improvement program.
• Staff in response to the rains and flooding in the spring of 2014 began working
collaboratively with the MCES on several projects to address significantly long overdue
sanitary sewer system upgrades. Completion of these system upgrades over the next two
years will result in the overall sanitary sewer system having improved coordination and a
greater capacity to move any excess sewage flow through the system more efficiently.
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low -maintenance and attractive benchmark solution for other street -end configurations across the
community where stormwater is presently discharged directly from street to lake without any
form of treatment.
Staff anticipates discussion with MCWD and respective developers to coordinate potential
downtown development activities at the Harbor District Townhome and Commerce Place
development sites. These improvements create opportunity for the City to collaborate with
property owners and regulators to ensure appropriate balance between recreational, economic,
social, and ecologic initiatives in project areas.
Sanitary Lift Stations
Construction of new sanitary sewer forcemain on Fernside Lane and Woodridge Road to
Chateau lane in lieu of a sanitary sewer lift station.
Water Distribution Svstem
Watermain replacement is scheduled for Commerce Blvd from Grandview Blvd to Three Points
Blvd.
Watermain on Sherwood Road is scheduled for replacement as part of the Sherwood Road
reconstruction.
Wells 3 and 8 are scheduled to receive PLC (Programable Logic Controller) upgrades to allow
for the additional transmission of lift station data as remaining lift stations are upgraded.
Wells 3 and 8 are scheduled for complete fluoride equipment changeout which will include
tanks, scales, and communication connectivity to the SCADA system. In 2020 the chlorine
system equipment will undergo the same upgrade.
Inflow/Infiltration Studv
The City Engineer completed a study in 2007 of the sanitary sewer lift stations and Inflow /
Infiltration into the sewer lines. This study has served as a guide to determine where the city
needs to perform pipe lining in future years to come in compliance with the Metropolitan
Council Environmental Services directive to reduce the amount of I /I or pay surcharge penalties.
Since 2015, the City has worked through an assigned work plan in lieu of surcharges by the Met
Council for exceedances experienced in 2014. 2018 is the last year of that work plan and the
anticipate work includes:
• In 2018 the Island Park districts not directly serviced by MCES interceptors and not
refurbished under the MCES intercept replacement project will be cleaned and inspected.
• A manhole rehabilitation project similar to that completed in 2017 in the Three Points
Peninsula sewer shed is contemplated for the Island park districts after completion of the
inspection process. Low-lying manholes with inverts at approximate lake or water table
level present a significant inflow and infiltration risk that can be mitigated through
rehabilitation of the structures.
• Qualifying costs included in the 2018 lift station replacement at C-6 (Shoreline Drive)
Staff has paused high level discussions around the issue of private sanitary sewer service I/I to
evaluate continued mitigation on the municipal side as well as enhance monitoring tools to better
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I
CITY c?F Mc�U�ID
Public Works Department
2019 Capital Improvement Projects & Initiatives
Street Reconstruction Proiects
• Cooperative Construction Project with MCES and Hennepin County to reconstruct
Westedge Blvd, CSAH 44, force main, and water mains in the Westedge, CSAH 44
corridor from the MCES Pumping Station to the Priest's Bay Bridge.
• Sherwood Road Reconstruction
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 eleventh
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. This program has primarily involved the necessary replacement of walls
within the annual Street reconstruction project. In 2018 there are no retaining walls included in
the street reconstruction work. Two large retaining walls that are in an advanced condition of
decay will need to be considered for replacement; located at Piper Road at Warner and Sulgrove
Lane at Tuxedo Blvd on the south tip of Island Park.
Seal Coat Program
The seal coat program is proposed again this year to include the reconstructed streets in the
North and Northwest Island Park Area (2013 Street Recon Project).
Storm Sewer
The City Engineer is reviewing locations that are in need of storm sewer improvements for 2018
and the future. This will begin with updating our MS4 permit and the Storm Water Pollution
Prevention Plan. These administrative efforts will include detailed analysis of the load -reducing
impact of treatment devices installed during the past 15 -years of improvements that were
embedded in street reconstruction work. This analysis will account for the combined effect of
those improvements and reveal when improvement or enhancement work needs to resume in
order to remain on track with increasing solid and nutrient removal standards levied by various
regulators.
Staff does anticipate improvement work completed by others along the Bradford/Wilshire
system. Discussion is currently under way with MCES staff about the possibility of combining
these city storm drainage improvements with the MCES L39 lift station improvement project
scheduled for this summer.
Additionally, a street -end demonstration project is being discussed with MCES for incorporation
into the restoration work at the end of Manchester where their L-40 lift station is being removed.
This will be MCES-funded in -lieu of restoration to previous conditions, and provide a low-cost,
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The Parks Division is responsible for the seasonal lawn care and snow removal at City Hall. It is
also responsible year-round for the heating and air conditioning inside City Hall and the
Centennial Building. Parks staff is also responsible, within their capabilities, for the repairs to
plumbing, heating and related equipment. Major repairs for the heating and air conditioning
systems and cleaning services are contracted out through the direction of the Parks Division.
Janitorial duties are contracted to an outside vendor.
Assisting in this effort are three full-time parks maintenance employees along with seasonal
maintenance employees. The team also made frequent use of the Hennepin County Sentenced to
Service labor party for completion of unskilled, labor -intense tasks. The Parks and Open Space
Commission (POSC) functions as an advisory board for bringing recommendations to the City
Council regarding relevant issues.
The general level -of -service for our parks includes regular mowing, leaf removal, litter pick up,
tree care, and periodic repairs of park furnishings and amenities. In addition, there are six
beaches that staff maintains throughout the summer including weed removal, buoy maintenance
and repair, sand leveling and replacement, and trash and debris collection. These maintenance
activities provide a visual confirmation that the City of Mound has a commitment to the
community's quality of life.
Parks maintenance staff had been housed at the Island Park Garage since 1989. In fall of 2018
Parks staff was moved to the Public Works shop on Lynwood Blvd. The Island Park Garage is
now used as a seasonal storage facility.
The Staff undertook several initiatives to restore shoreline buffer environments and natural or
native plant environments. Two spotlight initiatives include establishing a waterside meadow
environmental feature at Crescent park on the Three Points Peninsula, and allowing re-
establishment of a shoreline buffer at the bottom of the Highland End Park bluff. These
demonstration projects have been well-received by their adjoining neighborhoods and exemplify
how clean water shoreline BMPs can attractively add to the viewshed and natural habitats while
doing their clean water work.
A more robust approach to engagement from the parks Commission was employed in late fall
2106 with a full -Commission tour of all City Parks. This resulted in a more robust involvement
in the Staff budgeting process to include shedding light on forthcoming necessary capital
improvements. Budget and planning to replace the play structure at Sorbo Park was initiated in
2017 and the new structure will be installed as early in summer 2018 as weather will permit.
The Parks Commission participated in a grant -funded tree sale in the fall of 2017. 78 trees were
distributed to community residents for planting on private lands. 22 trees were planted by the
City, primarily at Highland End park to create softscape separation between the sledding hill and
snowmobile trail along the east boundary of the park.
Hazardous Tree Removal
As of December 31, 2018, the yearly total of hazardous tree removals from City property was 18
trees removed, 10 stumps chipped, 7 trees trimmed that posed a hazard, and 3 sites had brush
removed. From private property, 6 trees were marked for owner removal due to hazardous
conditions. Of the 6 trees 4 was contracted for removal by the City as forced removal.
Diseased and hazardous trees are removed on a complaint basis. When a complaint is received,
an inspection of the tree is done to determine the need for removal and the ownership. City
owned trees are removed by a contractor as soon as possible, while private trees are removed in
accordance with City Ordinances. Private trees not removed in the grace period allowed are
force removed. The cost of a force removed tree is billed to the property owner. If this bill is
not paid, it is then assessed to their property taxes for the following year.
Citv Hall Maintenance/Janitorial
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cleaned as time allows through various methods, and 84 sump catch basins, which are cleaned
twice a year as time allows. 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.
• There were only repair and in-kind replacement works included in the 2018 Street
Reconstruction Project.
• The regenerative (vacuum) sweeper was rebuilt in 2017 to include re -configuration of the
dust control system to allow for dry -sweeping which improves pick-up and collection of
fine automotive dust, nutrient, and soil particles from the street.
• Street sweeping is an important part of keeping the storm system and area lakes clean
from street debris. The city has begun taking a more aggressive approach to street
sweeping by sweeping more often than twice a year as was the practice of years past.
"Enhanced" sweeping through the summer months with the newly -equipped regenerative
sweeper removes substantial nutrient and fines from the storm system and prevents
introduction to the lake.
• The city has all -but eliminated the use of sand during the winter and is no longer part of
winter road treatment except in very rare weather conditions. In the past more than 70%
of the sand put down would end up in the storm system.
• Significant effort to employ road salt BMPs have been undertaken as well. Annually all
"big truck" material applicator systems are re -calibrated and continued operator training
is employed to significantly reduce the quantity of material used each storm event.
Improved material handling and storage in the Shop yard also reduces the quantity of
chloride that makes its way into the watershed.
As infrastructure renewal shifts focus away from street reconstruction to include their underlying
utilities, the Staff has re-evaluated capital investment requirements in future years to help reduce
pressure on rate -funded enterprise accounts. Storm sewer investment has been temporarily
refocused on low-Ocost BMPs and maintenance of existing facilities primarily using our
Operations and Maintenance Staff. Only minor, cost share qualifying, or development -related
improvements are being considered for the near-term future. As a component of renewing our
Stormwater Pollution Prevention Plans and Municipal Separate Storm Sewer System (MS$)
Permits, a more detailed analysis of the load -reducing impact of treatment devices installed
during the past 15 -years of improvements that were embedded in street reconstruction work is
needed. This analysis of impact will reveal when improvement or enhancement work needs to
resume in order to remain on track with increasing solid and nutrient removal standards levied on
storm sewer system operators.
Parks Division
The Parks Division is responsible for managing the 31 public parks in the city, various lakeshore
commons and shore areas, the maintenance and management of the Municipal Cemetery, aspects
of the Municipal Docks Program, Municipal Buildings, Transit Center Parking Deck, Surfside
Park Depot Building, and the Veterans Memorial Plaza. The downtown Streetscape and
Greenway provides one of the main entrances into the downtown business area of Mound. The
Parks Division is responsible for maintaining this area, which is completed as a high priority
item. hi addition, the division is responsible for the inspection of weeds on un -kept grounds and
hazardous tree removal from city property. The division is also responsible for the preventive
maintenance of its small -engine and specialized equipment.
5
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timely work addressed wear and tear on the mechanical equipment as well as sand deposit issues
that were being encountered with that supply.
As infrastructure renewal shifts focus away from street reconstruction to include their underlying
utilities, the Staff has re-evaluated capital investment requirements in future years to help reduce
pressure on rate -funded enterprise accounts. Additional risk has been accepted by delaying
certain identified system improvements from a 5 -year investment plan out to 10+ years in effort
to control debt service growth against water funds.
Sewer
The Sewer Division is responsible for maintaining 30 sewer lift stations, which are checked
twice a week, and sewer line inspection and cleaning. They also perform pump repair, electrical
repairs, pump removal, and seal replacement. Major repairs are contracted out. The City's
insurance company (LMCIT) has suggested a timetable to complete the cleaning of 60+ miles of
sewer main in the City every 4-5 years equating to about 80,000 feet per year.
The current sewer system was installed in 1964 and is largely composed of vitrified clay tiles;
and therefore in need of constant attention, maintenance and repairs. In 2002, the city began
televising the sanitary sewer system with a camera that enables us to detect problem areas.
These efforts continued in 2018. Staff contracted with a vendor to complete cleaning and
inspection of all of the Island Park sewershed. A manhole rehabilitation project was developed
to address the significant findings of this inspection as well as address known points of clear
water entry to reduce inflow and infiltration.
In 2018, the City continued to make progress on the Inflow and Infiltration work plan assigned
by the Met Council as a result of the 2014 flow exceedance events. This work included
qualifying portions of the D-2 (2016) and C-5 (2017) (C-6) lift station replacements, cleaning
and inspection of the Island Park sewershed, and the Manhole rehab work that will follow.
As infrastructure renewal shifts focus away from street reconstruction to include their underlying
utilities, the Staff has re-evaluated capital investment requirements in future years to help reduce
pressure on rate -funded enterprise accounts. Additional risk has been accepted by extending the
previous 5 -year plan for completing lift station reconstruction out to 10+ years in effort to
control debt service growth against sewer funds. Sewer mains will continue to be inspected on a
5 -year rolling schedule to determine reactive spot repair and rehabilitation needs as they emerge.
One area of note; with the increased popularity of wet wipes and Swiffer dusting cloths and
like products the city's sewer system is seeing an ever increasing number of these types of
products ending up in our lift station pumps. This type of pump clogging has the potential for
sewer back-ups. However again the diligence of our sewer division in cleaning and maintenance
of the city's 30 lift stations has to date prevented a serious back-up from occurring. This however
is no guarantee of a back-up never occurring. This is an opportunity for the city to better educate
its resident's about the potential hazards that could occur from the things that get flushed down
the toilet.
Storm Sewer
There are 545 storm catch basins, and approximately 93 outlets. The storm sewer system is being
upgraded through the annual Street Reconstruction Project. The city started a program for the
cleaning of the storm outlets in 2008. Scheduled maintenance for cleaning the lines begins in the
spring of each year. The City storm sewer system is very large with 584 catch basins, which are
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environmental stewardship, and cleaned up the appearance of the yard spaces. These
investments are greatly appreciated by the Staff!
Utilities Division
The City of Mound Utilities Division consists of 3 areas water distribution, sanitary sewer
collection, and storm sewer conveyance. The Utilities Division operates much like a business.
Revenues are generated from the sale of water 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 the Utilities Division; one for the Water Division, one for
the Sanitary Sewer Division, and one for Storm Sewer Division. Line item expenses for each
division do not vary much from year to year. The biggest percentage of the budget each year is
for salaries, capital outlay, workers compensation, liability insurance, and the Met Council sewer
charges.
Water
The City of Mound currently has 2 active wells and 1 inactive well with a combined storage of
750,000 gallons in 2 towers. Mound has approximately 45 miles of watermain. The city has
inactive interconnections with the City of Spring Park at the Seton Bridge, and there are 2 with
the City of Minnetrista. The Water Division is responsible for, among other things, meter
readings, tower inspections, and hydrant flushing. In 2017 the City of Mound pumped
213,779,207,546,000 million gallons of water. Every 3-5 years, the City's water towers are
inspected for the condition of the coating and anodes inside the towers. The City contracts
annually with KLM Engineering to inspect, remove sludge build-up, and make minor repairs to
the city's two existing water towers.
Activation of the two additional supply lines to Island Park and resulting improvements in flow
volume to this service area have improved water freshness to the Island and across the network.
As part of water quality best management practices (BMP) the city relocated the aeration water
mixers from the de -commissioned Island Park stand pipe to the Evergreen tower; equipping it
similarly to the Chateau tower. Other BMPs include implementing uni-directional techniques for
seasonal flushing to more effectively remove oxidized sediments from mains and reduce rust
problems for our customers. Staff continues to work with Village by the Bay Condominiums
Association, Mound Market Place, and Lost lake Villas to flush the hydrants associated their
private systems interconnected with City mains.
• In 2018 the city experienced 6 watermain breaks; down slightly from 2017 but no
specific new patterns identified. The 10 -inch main under Commerce Blvd. from
Grandview north continues to be a problem area.
• In 2017 the City of Mound again exceeded water quality standards according to the States
Consumer Confidence Report.
• As a result of the wellhead protection plan implementation audit conducted by the
Minnesota Department of Health the City of Mound once again satisfactorily passed the
audit.
Rewriting of the Wellhead Protection Plan was initiated in 2017 in accordance with MN Dept of
Health requirements. As a component of well and source -water protection, as well as to ensure
longevity of our existing well and groundwater supplies; Well 3 (Chateau Lane) borehole and
pumps were pulled and completely inspected, redeveloped, and overhauled in early 2018. This
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Management inspection conducted by the LMCIT every year. There were no non-conformance
issues identified by external agencies in 2018.
Street/Fleet Division
The primary function of the Street Department is to maintain and repair the city streets and storm
sewer collection structures. This includes snow and ice control, salting, sweeping, clearing street
right-of-ways of brush and tree limbs, bituminous patching, street preparation for seal coating,
repair and maintenance of storm sewer catch basins, street sign repair and installation, curb and
sidewalk repair, street lighting, equipment maintenance, installation and repair of banners and
Christmas decorations, 12 parking lots, 28 cul-de-sacs, and 11 miles of sidewalks.
During the winter months, it is the responsibility of the public works superintendent to determine
when to plow and chemically treat the streets. The Public Works Superintendent depends on the
National Weather Service, local weather reports for information concerning weather systems moving
in our direction and the Police Department to keep staff updated on road conditions. The Public Works
Superintendent will also periodically check the streets to determine if and when plowing and sanding
may be needed or should begin. Waiting until it stops snowing before plowing is preferred, but in icy
conditions trucks will be sent out as soon as possible. Personnel from the Streets Division, Utility
Division and Parks Division are all called out to help with plowing.
The city has 4 single axle trucks equipped with front plows, side wings, and sanders. In addition the
city also has 5 four-wheel drive pickup trucks with plows, 4 1 -ton dumps with plows and sanders, 1
skid -steer and 2 snow machines for the 11 miles of sidewalks. The City of Mound contracted snow
removal in the Central Business District with Beniek property Services for 2018.
Right-of-way repair and maintenance begins in early spring. This includes repair of watermain break
patches, storm sewer cleaning, and street sweeping. Street sweeping is a major time consuming task.
The City has 2 street sweepers, 2 sidewalk brooms, 2 trucks for hauling, and 1 water tanker trailer.
Following the normal winter season, street and sidewalk sweeping can take up to 3 to 4 weeks to
complete. Once the sweeping is completed, preparation for seal coating projects and other street
repairs begins.
In 2017 the Street Division completed the task of realigning the current no parking map with a
common sense approach to no parking sign location. As an example there are several areas in Mound
where no parking signs and mailboxes are opposite from each other. This can cause issue with mail
delivery if vehicles park in front of the mailboxes. City staff identified those areas and relocated no
parking signs to the same side of the road as the mail boxes. The one caveat to this approach was the
all the mail boxes had to be on the same side of the road for this to work
Over the past several years the addition of new fleet vehicles and equipment the public works has
found that along with the efficiencies of the new equipment we saw the ability to downsize the amount
of vehicles and equipment needed to certain jobs. In addition the servicing, maintenance, and major
repairs of the new equipment was significantly reduced. Currently Public Works contracts servicing,
maintenance, repairs and annual DOT's with Midwest Services which perform the work on-site up to
40 hours per month as needed.
Significant enhancements to the department work spaces were made in 2017 including re -
pavement of the shop apron, re -configuration of the bulk material bins at the Shop,
reconfiguration of the storage yard spaces and construction of a tension -fabric structure for salt
storage. These enhancement improved work efficiency, reduced material losses, improved
Im
I
CITY c?F Mc�U�ID
Public Works Department
2018 Annual Report
2018 At A Glance
• Wilshire, Maywood, Hiddenvale, and Lynwood Street reconstruction was substantially
completed in 2017 with asphalt wear course placed on these roadways in the summer of
2018.
• Harrison Bay Senior Bay Living project was completed in 2018 allowing for the
completion of sanitary sewer connections to the nearly relocated C-5 sanitary sewer lift
station.
• MCES completed construction and final commissioning of lift station L-38 on
Westedge Blvd in 2018.
• MCES completed replacement of all interceptor facilities on Island Park. Completion
and commissioning of the relocated MCES lift station L-39 at Whilshire and Bradford
occurred late summer 2018.
• MCES initiated work to replace the intercept under the Dakota Trail in fall of 2016 and
completed all pipe placement work by fall of 2017 with all restoration work being
completed summer 2018.
• City of Mound sanitary sewer lift station C-6 reconstruction was completed and put
online in 2018.
• Substantial completion of the Westedge Blvd road reconstruction project which included
new sanitary sewer forcemain, watermain, storm sewer, and curb and gutter. Restoration
and asphalt wearing course is to be completed summer of 2019.
Personnel
There are 12 full time employees in the Public Works and Parks Divisions. The Superintendent's
responsibilities include evaluation of employees, scheduling of work, delegation of projects and
tasks, budget preparation, reports, determination of emergency call -outs, construction meetings,
project inspections, purchasing of materials and equipment, answering questions, resolving
complaints, etc.
The Public Works Director is in charge of the Public Works Department as a whole. There is
one full-time Administrative Assistant for both Public Works and Parks Divisions.
The MPCA requires that the City have at least one full-time employee with Class C certification
in Water Supply Operations and one full-time employee with Class SD certification in
Wastewater treatment. Certificates are renewed every three years. All employees receive
continuous training and education at various schools, seminars and conferences. All operators
maintain a minimum Class -B MN Driver/Operator license for their motor -vehicle work on behalf
of the City. The city contracts with Safe -Assure to keep us in compliance with OSHA standards
and regulations. This training is done bi-monthly. Along with this training, the city has a Risk
1
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TABLE OF CONTENTS
L Public Works Department 2018 Annual Report .......................... 1 - 7
IL Public Works Department 2018 Capital Improvements .................. 8-10
III. Public Works Department Work Plan/Initiatives ......................... 11-12
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City of Mound
Valuation Report - Summary
Issued Date From: 1/1/2018 To: 12/31/2018
Permit Type: BUILDING Property Type: All Construction Type: All
Permit Kind Permit Valuation
Count
Permit Type: BUILDING
COMMERCIAL ALTERATION
COMMERCIAL DEMOLITION
COMMERCIAL REMODEL
COMMERCIAL ROOFING
COMMERCIAL SIDING
COMMERCIAL SIGN, PERMANENT
MULTI FAMILY (5+ UNITS) ALTERATION
MULTI FAMILY (5+ UNITS) DECK
MULTI FAMILY (5+ UNITS) DOORS
MULTI FAMILY (5+ UNITS) REMODEL
MULTI FAMILY (5+ UNITS) WINDOW INSTALL
MULTI FAMILY (5+ UNITS) WINDOWS & DOORS
PUBLIC ALTERATION
PUBLIC ROOFING
SINGLE FAMILY, ATTACHED ALTERATION
SINGLE FAMILY, ATTACHED DECK
SINGLE FAMILY, ATTACHED REMODEL
SINGLE FAMILY, DETACHED ACCESSORY STRUCTURE
SINGLE FAMILY, DETACHED ADDITION
SINGLE FAMILY, DETACHED ALTERATION
SINGLE FAMILY, DETACHED BASEMENT FINISH
SINGLE FAMILY, DETACHED CHIMNEY REPAIR
SINGLE FAMILY, DETACHED DECK
SINGLE FAMILY, DETACHED DEMOLITION
SINGLE FAMILY, DETACHED DRAINTILE
SINGLE FAMILY, DETACHED EGRESS WINDOW INSTALL
SINGLE FAMILY, DETACHED FIRE REPAIR
SINGLE FAMILY, DETACHED FIREPLACE
SINGLE FAMILY, DETACHED FOUNDATION REPAIR
SINGLE FAMILY, DETACHED NEW CONSTRUCTION
SINGLE FAMILY, DETACHED PORCH/SUN ROOM
SINGLE FAMILY, DETACHED RADON EVAC SYSTEM
SINGLE FAMILY, DETACHED REMODEL
SINGLE FAMILY, DETACHED RETAINING WALL
SINGLE FAMILY, DETACHED ROOFING
SINGLE FAMILY, DETACHED SIDING
SINGLE FAMILY, DETACHED SOLAR PANEL INSTALLATION
SINGLE FAMILY, DETACHED SWIMMING POOL
SINGLE FAMILY, DETACHED WINDOW INSTALL
SINGLE FAMILY, DETACHED WINDOWS & DOORS
SINGLE FAMILY, DETACHED WINDOWS & SIDING
Permit Type: BUILDING -Total
3/14/2019
-60-
2
$18,137.00
1
$1,000.00
2
$174,200.00
4
$96,141.00
1
$10,000.00
2
$23,000.00
1
$157,696.00
1
$6,000.00
2
$9,200.00
3
$124,980.00
2
$6,001.00
1
$8,000.00
1
$150,000.00
1
$46,700.00
2
$57,000.00
3
$25,164.00
1
$17,000.00
6
$146,826.00
10
$831,857.00
24
$208,961.00
11
$175,519.00
1
$8,800.00
27
$371,712.00
10
$133,016.00
4
$20,125.00
4
$13,700.00
1
$73,387.00
1
$4,684.00
2
$13,450.00
14
$5,733,594.00
2
$35,183.00
3
$4,100.00
38
$917,670.25
2
$100,000.00
1
$1.00
2
$10,001.00
1
$30,000.00
2
$65,000.00
1
$1,198.00
1
$1,00
1
$0.00
199 $9,829,004.25
-Review of exterior storage and nuisance regulations (on-going); also amendments to City Code
Chapter 113 related to building code and property maintenance regulations in cooperation with the
Building Official
- Review/study of the need for property rental regulations (Note: Item from March 19th concurrent
joint special meeting of Planning Commission and City Council)
- Replatting of public property in the Harbor District
- Implementation of electronic building permit application process in cooperation with MnSpect and
Staff
-Scanning of property files and planning case information and conversion into LaserFische in
cooperation with Staff
2018-2019 FORECAST. Staff continues to receive development interest in and around Mound which
includes, infill areas, possible redevelopment sites and properties, and the downtown area. For
example, the Planning Commission and City Council recently reviewed a concept/sketch plan for
proposed redevelopment of the Commerce Place shopping center.
Goals for this year are completing the 2040 Comprehensive Plan and related implementation
activities, getting the new electronic building permit process up and running, and scanning of the
property jackets and planning case files; also projects included on the 2019 Planning Commission
projects list that were recently discussed at the March 19' concurrent special meeting workshop of
the City Council and Planning Commission and will also be discussed at upcoming Planning
Commission and City Council meetings to determine the order of priority.
I would like to express thanks to the City Council and Planning Commission for their dedication and
commitment to our department and to the City of Mound. Additionally, I would also like to thank the
other City departments and consulting staff that have provided assistance and staff support
throughout the year. As always, I welcome suggestions or comments that the City Council may have.
- Evaluation and processing of special event/public gathering and musical concert permit requests for
community events (i.e., Music in the Park, Moonlight Trail Night, Fish Fry, Spiritof the Lakes, Dog Days,
Taste of Tonka, Running of the Bays, Community Tree Lighting, etc.); also permit review and issuance
for special events sponsored by groups/organizations or private individuals
-Review and determination of comprehensive plan consistency to acquire a taxforfeit parcel from
Hennepin County
-Preparation of study regarding short term home rental and review/discussion regarding need for
regulations. Preparation of new ordinance prohibiting short term rental use and completed formal
process to include Planning Commission review and consideration by the City Council at a public
hearing; also evaluation and Staff determination of lawful, nonconforming allowance for existing short
term rentals in operation prior to August 5, 2018
- CUP for "Wheels to Waves" business for reuse of property at 5293 Shoreline Drive to allow retail
sales and auto and marine -oriented activities; also rescinding of previous CUPS on the property
-Review/approval of 2040 comprehensive plan updates for the Cities of Spring Park, Orono, and
Hennepin County
-Mound Harbor purchase and development agreement activities with Homestead Partners following
completion of the RFP selection process; also coordination, processing and review of the preliminary
plat, land use and related applications and requests for the Mound Harbor and Mound Harbor
Additions to include public hearings that were scheduled for the January 15, 2019 Planning
Commission meeting but cancelled
Other Notable Highlights from 2018:
-Grand opening of Harrison Bay Senior Living, 1861 Commerce Boulevard
- Planning Commission and Staff volunteer judging at Grandview Middle School for class project
involving community funding initiative
2019 PROJECT LIST AND WORKPLAN
-Completion of 2040 Comprehensive Plan and related implementation activities (i.e., amendments to
City Code Chapters including, but not limited to, zoning, subdivision, etc.)
- Preparation of City policy and process for evaluation of City -owned properties for consideration of
possible release/sale
n
Community Development Department
2018 Annual Report
The Community Development Department is pleased to present the 2018 Annual Report to the City
Council for review.
BUILDING PERMITS/ PLANNING CASES.
2018 Permit Information. In 2018, 199 building permits, with a valuation of $9,829,004, were issued.
2018 activities included the issuance of 14 permits for new/replacement single-family detached
homes. A copy of the Valuation Report for Building Permit Construction (all types) from 1/1/2018 to
12/31/2018 is included as an attachment.
2018 Planning Cases. There were (25) planning cases opened in 2018. A copy of the 2018 Planning
Commission Cases List is included as an attachment.
CODE ENFORCEMENT. The Field Officer is City's first point of contact for City Code related matters
such as exterior/outside storage issues or construction concerns. Andy Drilling, who joined the City of
Mound in May 2018, is the current Field Officer for Mound. The Community Development
Department also works with other City departments with regard to code violations and nuisance
related issues. For example, the Public Works and Parks Departments assists with grading/erosion
control and tall grass/weed matters and the Building Official assists with property maintenance and
building code issues.
DEPARTMENT PROJECTS. Provided below is a list of some of the projects and activities which were
undertaken/completed in 2018. It is important to note that several of these projects were done in
cooperation and with assistance from other departments/consultants:
-City Council and Planning Commission concurrent special meeting workshop and annual review
- Planning Commission review of Work Rules
-2040 Mound Comprehensive Plan update process and related activities including Planning
Commission public hearings and City Council actions authorizing distribution for six-month review and
submittal to Metropolitan Council
-Text amendment to 2030 Comprehensive Plan to create mixed -used district regulations; also
amendment to 2030 Comprehensive Plan to reguide property at 4451 Wilshire Boulevard to mixed
use
2018 seasonal permit and approvals for Mound Farmers' Market and More
-56-
Free Simple Grid Graph Paper from http://incompetech.com/graphpaper/lite/
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-56-
Free Simple Grid Graph Paper from http://incompetech.com/graphpaper/lite/
ADMIN POLICY— DOCK STRUCTURE AND DIMENSIONS
Original Adoption: XX/XX/19
Reviewed/Updated: TBD
Reference No. ADMIN-OOX
Section 1. Purpose and Scope
This policy is intended supplement City Waterways Code Sec. 78-103. Regulations (c)
Dock Structure and Dimensions to provide guidelines for dock sites with a Dock Use
Area (DUA) of 32' or less on what dock configuration and accessories are permitted.
Section 2. Permitted Dock Structure and Dimensions for sites <= 32 foot DUA
shoreline
2.1 Dock Covers
• Allow current nGR-a4w.."� w#@" Dock Covers to be grandfathered in as a legal non-
conforming use which will end when the dock location licensee changes
• No new non , ll Dock Covers allowed as of the 2019 boating season
2.2 Open Design Docks
Note: Open design docks typically use a minimum of 19.5 to 23 linear feet of DUA. This
use allows for 2.5 to 5 -foot side setbacks on 30 -foot dock sites.
• Allow open shaped docks for n^„^ ”^Fg which use no more than 20'of DUA
and do not impact setbacks. Allow current non Ab it" i"^ open design docks wider
than 20' to be grandfathered in as a legal non -conforming use which will end
when the dock location licensee changes
• Allow only one BSU at non -abutter dock locations with open design to maintain
DUA setbacks
Note: DCC recomended delete "non -abutters" to make it applicable to both
abutters and non -abutters, but Staff recommends further consideration by Council
2.3 Lifts and Canopies
• Lifts and lift canopies are allowed on all commons dock locations (abutting &
non -abutting)
• Multiple lifts are allowed if within the DUA and as long as only one lift is stored in
the DUA on the shoreline during winter.
• Lift canopies must meet _MCD standards for size (maximum vertical height of 30
inches)
The Dock Administration may grant exceptions to the policy in instances where it is
found that the exception is necessitated due to unusual circumstances, and if granted
would not have a detrimental impact on the public safety or welfare.
55-
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181
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205
175
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211
Dock Configuration ('S' = Straight,'0' =Open Design, Covers/Boat House, Lifts by type of site)
AREA: THREE POINTS
AREA: CENTER CITY/HIGHLANDS
P 32' OUA > 32' OUA
5
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TOTAL DOCK EAE 163 111
128 35 35 69 l9 3l 28 l0
B OP TO TAL 392 212 632
-54-
OYe
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TOTAL DOCK EAE 163 111
128 35 35 69 l9 3l 28 l0
B OP TO TAL 392 212 632
-54-
n
April 11, 2019
To: City Mayor and City Council
From: Catherine Pausche, Director of Finance and Administrative Services
Re: Docks and Commons Commission Discussion Items
The interest of Dock Program participants in adding lifts and additional dock
accessories/material continues to grow. The addition of more dock material on the
Commons will impact access to and enjoyment of the commons and other public
shoreline during all seasons. Dock Administration found that many of the dock structures
and watercraft are butting up against the edges of the Dock Use Area (DUA) with little
setback from the neighboring DUA, particularly the sites with <= 32' of linear shoreline
DUA.
The Docks and Commons Commission (DCC) has been discussing alternatives to
managing congestion for years. The DCC Commissioners all agree that because the
majority of sites are currently within reasonable standards as depicted in the tables below,
formalizing language regarding permitted structures consistent with the currently -
observed norms in policy will make administration of the program more efficient and
reduce congestion and conflict between neighboring dock sites.
Attached is a draft policy for dock structures and dimensions that was discussed at the
March 21, 219 DCC meeting which codifies the observed norms. Staff would like to use
the special meeting workshop format to get some feedback from the City Council prior to
bringing it in front of the Council at a regular meeting for action.
DOCK PROGRAM KEY STATISTICS
B6Us (Sites z # boah)
"IoM Abutter Non Abutter
O
Actual -2018 - No. Sites
Deacri�4en
1'ofal
Abutter
Von Abutter
Si[es with:
68
64
69
No BuatMmsed
ss
ss
O
One Boat Onty
186
86
lOD
]'wu Buats Onty
66
34
32
]rine Boats ONy
23
20
3
Fusu Boats ONy
4
4
O
Five Boats ONy
1
1
O
Multiple Slip
106
]
99
iOiAI Sites
401
16]
234
B6Us (Sites z # boah)
"IoM Abutter Non Abutter
O
O
0
186
86
100
132
68
64
69
60
9
16
16
0
5
5
_ O
106
]
99
514
242
2]2.
(LMCU license Max 590 B6U5)
Nates:85%ofnan-abunn dock sites maadng one watuvafl
60%uf abutting dock sites mousing one orless wale¢tali
— Procurement — Take advantage of cooperative purchasing ventures, review
contracts with vendors, consultants and service providers to ensure we are
optimizing our resources.
CitV Clerk
Accomplishments
- Completed 2018 Election, including early voting, a -poll books
- Managed the record retention schedule and conducted a shred day
Efforts underway, but not yet completed
- Continue with scanning documents to laserfiche and records retention
management
Goals/needs of the department
— Formalize procedures, automate license application process where possible,
develop task lists to ensure proper accountability.
— Determine next generation of website, including on-line forms and access to
property information
— Compile City Policy Manual that will incorporate all individual department policies
into one manual
— Determine what to do in the next phase of the cemetery to provide for long-term
sustainability
Dock Administration
Accomplishments
- Implemented code changes including requiring non -abutters to moor a boat
- Completed rip rap construction projects in Devon Commons
Efforts underway, but not yet completed
— Code changes under review (please see separate memo/info that follows)
Dock use area requirements - evaluate in order to relieve congestion. Define
and standardize leels of service in terms of use and intensity allowed on city
sites. Analyze need for setbacks, use of accessories and canopies, differentiate
between motorized and non -motorized, dock material standards/upkeep
— Inventory stairways in rights of way, update multiple slip
maintenance/replacement schedule, right of way maintenance, inventory dock
sites/commons and evaluate whether license holder adequately maintaining
— Dock map changes - explore where additional multiple slips may make sense
— Execute new Slip Use Agreement between the City and Villas on Lost Lake
Homeowners Association
Goals/needs of the department
— Explore alternatives to the application process — multi-year renewals
— Explore use of lifts at some multiple slip sites
-52-
n
Finance Department
Accomplishments
—Annual Levy and Budget: Submitted budget with +2.5%general fund levy and a
2.00% overall levy increase.
—Bonds: Since 2011, we have refunded bonds on an annual basis to achieve over
$8.04M in interest savings without lengthening the term. The City has not issued
new bonds since 2016 and will continue to evaluate cash flow needs as part of
the Long Term Financial Plan (LTFP).
— LTFP —The Council approved a format for the next 10+ years that will
incorporate planning for the next generation of streets and infrastructure, facilities
maintenance and renewal, equipment, staffing and community amenities. The
financial plan calls for using the reserves to offset deficits in the utility enterprise
funds in order to provide utility rate relief in the short term.
—Technology: Upgraded the network and switches in 2015. Changed from
Kaspersky to Sophos and added Open DNS to improve security. Moved to VoIP
phone system in 2016/17 which produced significant savings in telecom costs.
—Human Resources/Benefits: moved from large group to small employer health
insurance market in 2017 and settled the 2017/2018 Collective Bargaining
Agreement in March, 2018. Negotiations unden�vay for 2019/2020 contract.
Efforts underway, but not yet completed:
—Long Term Financial Plan — is a living document and will need to be continuously
updated for changes in assumptions and as we develop more detailed
inventories and needs assessments and adjust to changes in the environment.
—Liquor Store —working collaboratively to optimize information available in the
Point of Sale system to make better decisions on buying and inventory matters
Goals/needs of the department:
—Policy Development —Continue to collaborate with Council and Management
Team to come up with creative solutions to financial challenges. Ensure leaders
are making informed decisions.
— Audit --Implement the audit requirement to document specific internal
accounting controls and internal controls in general. Create/update employee
manual to ensure adequate communication of key policies and procedures.
—TIF -- 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 any developer
agreements
—Training/Staff Development —Update job descriptions and performance
evaluations, continue cross -training and procedure documentation. Develop
training plan and identify employee recognition opportunities.
—Technology: Develop along -term technology plan and establish priorities.
Conduct individual PC audits/maintenance. Get employee website up and
running. Expand use of Laserfiche throughout the organization, identify critical
systems and IT infrastructure needs to further automate processes and provide
for disaster recovery.
-51 -
MEMORANDUM
Dale_ April 11, 2019
To: Honorable Mayor and City Council
From: Catherine Pausche, Director of Finance and Administrative Services
Subject: Finance/ClerWDocks Annual Report to the Council
My first responsibility is the supervision of staff. The current personnel that comprise the
Finance and Administrative Services Department include:
NAME
TITLE
START DATE
Collette Roberts
Accounting Clerk/Payroll/Accounts Payable
03-12-99
Ryan Leggin
City Hall Admin Assistant
03-27-19
Noah Iverson
Accountant
03-19-14
Kevin Kelly
Administrative Services Coordinator
03-30-15
Mike Miller
Pad -Time Docks Inspector
Since
Catherine Pausche
Finance Director/Clerk/rreasurer
09-01-06
Some of the larger contracts I am in charge of include:
Frontier- Phone & Internet - Expires - Expires 11/3 0 2 0 21
Gillespie Center - 5 year +5 year extension expiring 2021
Abdo, Eick & Myers CPA Firm - Annual Audit - 2020
Hennepin County—Assessment Services- Expires07KHn020
Allied Waste — Curbside single -sort residential recycling — Expires 12/312021
SET — leaf and brush drop-off for residents — Expires 1 2/312 0 21
OPUS 21 — Utility Billing Services — Expires 0 3/312 0 2 2
Five Technology — IT/Network Support Services — Expires 12/31/2020
Kenneth Potts — Prosecuting Attorney— Expires 12/312020
City of Orono — Police Services — Expires 1 2/312 0 2 2
LMCIT— General Liability, Property, Auto and Workers Comp Coverage—Annual
NFP/Healthpadners — Employee Health Insurance — Annual
Attached is a list of accomplishments, efforts under way and goals/needs of each
function I am responsible for.
50-
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2015-2018 Mound Fire Calls to Presbyterian Homes
Summarized by EMS Call Types
CALL TYPE
2015
Jan -Dec
2016
Jan -Dec
2017
Jan -Dec
2018
Jan -Dec
Abdominal Pain
1
1
Alarm -Medical
1
1
2
Allergic Reaction
1
Breathing
2
3
Broken Bone
1
Chest Pain
1
3
3
1
Child Birth
1
Choking
2
1
Diabetic
1
2
1
Fall
1
2
6
2
Heart
13
23
19
22
Head Injury
1
Lift Assist
2
2
9
7
Pain
1
1
Seizure
1
Stroke
1
3
2
Unconscious
4
21
4
4
TOTAL EMS CALLS
25
_AL__L
46
47
Updated 2/21/2019
J:\admin\REPORTS - Fire Incident & Performance\2014-2018 Incident Report, -PQ Homes Summary
687
VOLUNTEER
MINNESOTA FIRE SERVICE FACTS 93°'°
2013 Spending Per Household
n St4
47 21 19 COCOMBINATION
in nation in per in population ALL CAREER;
spending per
household fire cost 780
(ran ed from 42nd and 47th since 1996)
- -AM.— DEPARTMENTS
19,232
VOLUNTEER*
91010
1,800
CAREER.*
21,032
FIREFIGHTERS
"ESTIMATED
REGIONAL COMPARISON DATA
(per 10,000 population)
120
110
100
90
80
70
_ 60
w 50
40
30
70
10
1 0
Non -Career Firefighters
Career Firefighters
ND SD IA WI MN
STATE
5
4
z
0 3
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0
ND SD IA VVI MN
ND SD IA WI MN
j,0b%--M0GR
ARMIC AGE PROFILE
1 F"'
Age:
4%
Age: 60+
4%
Age: Under;
27'
Age: 25-34
45%
Age: 35-49
COST TO TRAIN AND EQUIP A FIREFIGHTER: $27,095
Training $7,800
SCBA $6,300
Radio $3,700
Thermal Imager _ $1,200
Coat !�_ $1,200
Pants $875
Helmet $300
Boots j$300
Gloves $95
Hood $40
4/4/2019
Mound Fire Department
Initiatives related to Firefighter Health and Wellness include:
I. Continue Training and Education (F.F. Awareness Feb. 19, 2018)
2. Improved Processes and Procedures (I.e. Washing/Maintaining PPE,
Managing Contamination, Expanding Firefighter Rehab Program)
3. Firefighter PPE (adding New Technology and Replacing T.O. Gear)
4. Increased Firefighter Health Assessment Screening and NFPA based
Firefighter Physical Exams (Health Strategies) Oni?oinss
s. Equipment Purchases — T.O. Gear, NEW Washer Extractor, Other
6. Adding ALL Sets T.O. Gear to "Gear Wash Contract"
7. Optional — other Personal Health Initiatives (Healthy eating, other)
8. Adding new Safety Measures and Protocols: I.e. Seat Covers in
Apparatus, Gross Decon of Firefighters
Position Title: Assistant Chief — Safety, Health & Wellness
Summary of job duties of the Assistant Chief — Safety, Health & Wellness
o Oversee and coordinate PPE, gear, and uniforms purchasing and distribution.
o Assist with establishing, Implementing, and training of new safety policies and
evolving standard operating procedures with regard to firefighter health wellness,
rehab, environmental monitoring, PPE cleaning, etc.
o Coordinate health -wellness processes, equipment Install, and procedures (with
operations chief) In an effort to convert to new and Improved safety programs: I.e.
PPE In apparatus, gross decon of firefighters, etc.
o Become the resident expert on LSU Traller, Rehab, and Radiological Emergency
Preparedness (train)
o Update and upgrade department accountability boards and system, then coordinate
training
o Strategic Planning to support future department needs to meet financial,
operational, and safety goals
3
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MOUND FIRE RECEIVES A SUBSTANTIAL HEALTH
AND SAFETY GRANT
Firefighters are often exposed to contaminants that
have connections to a variety of cancers, putting
them at a much higher risk of getting cancer.
In October 2018 our Mound Fire staff applied for a
grant in an effort to support our 2018-2019 Health
and Wellness Initiative. The grant request was to
purchase a high tech extractor washing machine and
gear dryer. The equipment is designed specifically
for cleaning firefighter turn out gear with a total
project cost of $18,372. The new design technology
for the extractor washing machine removes the
contaminants from the firefighter gear.
We recently received notice of the grant award from
the Minnesota State Fire Marshal Office in the
amount of $13,779 to purchase the new cleaning
equipment. The fire department must provide a 25%
matching share or $4,593.
MOUND FIREAWARDED HEALTH AND SAFETY
GRANT FROM FEMA ASSISTANCE TO FIREFIGHTERS
GRANT PROGRAM:
The Fire Department was recently awarded a federal
grant of $61,880 from the FEMA Assistance to
Firefighters Grant (AFG) program. This grant will
fund the purchase and installation of a 6000 PSI High
Pressure Breathing Air System, including air
compressor and cascade bottle fill station. This is a
critical need and will be much more efficient for
filling self-contained breathing apparatus (SCBA)
bottles
The new equipment is a substantial upgrade
replacing an obsolete 25 year old system and will
bring our departments entire compressed breathing
air system and bottle fill station up to the current
Safety Standards.
The grant program requires and 5% match, therefore
the City of Mound must contribute $2,946 which is
an insignificant amount of the $61,880 total.
MOUND FIRE RECEIVES CASH DONATIONS TO
PURCHASE EQUIPMENT
The Mound Fire Department recently received
nearly $19,000.00 in donations from the following:
➢ Northwest Tonka Lions donated $10,000.00 to
the Mound Fire Department for the purchase of
five AED's (Automated Electronic Defibrillators).
Three of the AED's will be placed in public
locations in our community as part of the Heart
Safe Community initiative. Two other AED units
will be placed in our fire trucks.
➢ Mound Fire Relief Association and the Mound
Fire Auxiliary recently donated over $8,000
which was generated from revenue earned at
the annual fish fry. A large portion of the
$8,000 was allocated to purchase (2) new
Thermal Imaging Cameras (A.K.A. TIC). The new
cameras will be used by firefighters to help
identify images through heavy smoke and
darkness, and even see inside walls. This is
great technology used to save a life, save time,
and to save money by reducing fire damage.
➢ Running of the Bays makes a $2,406.00
donation to Mound Fire and Lakes Area Heart
Safe Initiative:
The Mound Fire Department and the Lakes Area
Heart Safe Initiative recently received a
donation of $2,406.00 from proceeds raised at
the Running of the Bays Half Marathon & 5K
Race. The local race was well attended and was
held on September 8`h. The cash donation was
used to purchase 2 Automatic External
Defibrillators (AED) which have been positioned
in public locations in our community as part of
the Heart Safe Community initiative. An AED is
an important tool to use in the event of a
person having a sudden cardiac arrest. Effective
CPR with chest compressions and an available
AED can save a life!
j:\admin\administration, staffing, organization\annual report\2018 annual report\press releases consolidated.docx
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MOUND FIRE DEPARTMENT
Years of Service List
Updated 1/8/2019
J:\admin\Administration, Staffing, Organization\Active Inf(3&ation\Seniority List - Current
NAME
START DATE
EQUIP. #
Yrs Svc *
Chief 1
1 GREG
PEDERSON
2/3/1975
18
Over 20 years
43.91
Asst. Chief 2
2 GREG
PALM
4/1/2013
15
(Return to Svc)
34.67
Captain 11
3 TIM
PALM
10/3/2015
17
(Return to Svc)
29.25
4 EDDIE
VANECEK
3/6/2017
34
(Return to Svc)
26.98
5 BOB
CRAWFORD
11/6/2017
6
(Return to Svc)
23.93
Asst. Chief 4
6 JASON
MAAS
5/2/1994
32
24.67
Captain 14
7 MATT
JAKUBIK
11/17/1997
37
21.12
8 DARREN
POIKONEN
12/19/1998
30
20.04
Asst. Chief 5
9 BRIAN
BERENT
4/24/2000
1
15 - 20 years
18.69
10 STEVEN
HENKELS
9/10/2001
2
I
17.31
Asst. Chief 3
11 MIKE
MCCARVILLE
1/6/2003
35
,y
15.99
12 MIKE
FOLEY
5/10/2004
16
10 -15 years
14.64
Lieut. 15
13 PAUL
JOLICOEUR
5/10/2004
39
14.64
Lieut. 14
14 JASON
RICE
7/26/2004
42
14.43
Captian 12
15 ANDY
DRILLING
5/20/2006
25
12.62
Dep. Fire Marshal
16 BEN
FOSTER
5/20/2006
29
12.62
Captain 15
17 BEN
GOTTSCHALK
5/20/2006
26
12.62
Captain 16
18 BRYAN
GORMAN
11/5/2007
21
11.16
19 MATT
MORRIS
11/5/2007
44
11.16
20 AARON
CRANDALL
10/5/2009
8
5 -10 years
9.24
21 SHAWN
HAYES
10/5/2009
38
9.24
22 JEFFREY
BRYCE
3/21/2011
46
7.78
Lieut. 12
23 NICK
FARLEY
3/4/2013
52
5.83
24 DANNY
GRADY
3/4/2013
47
5.83
Lieut. 11
25 CHRIS
HEITZ
3/4/2013
48
5.83
26 DANIEL
PATTERSON
3/4/2013
51
'
5.83
27 JEFF
OTTENBREIT
7/21/2014
53
Under 5 years
4.45
28 TANNER
PALM
7/21/2014
54
4.45
29 DAN
BERENT
10/3/2015
55
3.25
30 MICHAEL
CATTON
10/3/2015
57
3.25
31 CARTER
PALM
10/3/2015
58
3.25
32 MATT
L I N D E R
4/4/2016
60
2.74
33 RYAN
DE VEREAUX
9/12/2016
61
2.30
34 DOUG
GAWTRY
9/12/2016
62
2.30
35 ALEX
ERICKSON
3/25/2017
63
1.77
36 BRENT
KNUTSON
3/25/2017
64
1.77
37 BRAD
CHINANDER
11/6/2017
65
1.15
38 JOEY
BLACKSTONE
12/4/2017
67
1.08
39 TREVOR
WOYTCKE
11/5/2018
68
'
0.16
kYears of service is as of:
1/1/2019
Updated 1/8/2019
J:\admin\Administration, Staffing, Organization\Active Inf(3&ation\Seniority List - Current
Mound Fire Department
2018 Activity Report
EMERGENCY CALLS
FIRE/RESCUE PERSONNEL HOURS IN 2018
11,006
INCLUDING MUTUAL AID
MAINTENANCE HOURS IN 2018
DUTY
TRAINING (IN HOUSE) HOURS IN 2018
TOTAL
ALL
OFFICER
MEETING HOURS IN 2018
CALLS
CALLS
CALLS
FIRE/RESCUE CALLS 2018 IN OUR PRIMARY SERVICE AREA
576
542
34
MUTUAL AID CALLS 2018 OUT OF OUR SERVICE AREA
26
26
TOTAL OF ALL FIRE/RESCUE CALLS IN 2018
602
568
34
INCLUDING MUTUAL AID
FIREFIGHTER EMERGENCY HOURS
ALL DUTY
TOTAL CALL OFFICER
HOURS HOURS HOURS
FIRE/RESCUE PERSONNEL HOURS 2018 IN OUR PRIMARY 10,213 10,177 36
SERVICE AREA
MUTUAL AID FIRE/RESCUE PERSONNEL HOURS 2018 793 793
FIRE/RESCUE PERSONNEL HOURS 2018 11,006 10,970 36
INCLUDING MUTUAL AID
FIREFIGHTER HOURS BREAKDOWN
FIRE/RESCUE PERSONNEL HOURS IN 2018
11,006
INCLUDING MUTUAL AID
MAINTENANCE HOURS IN 2018
1,625
TRAINING (IN HOUSE) HOURS IN 2018
2,063
TRAINING (OUTSIDE) HOURS IN 2018
1,181
MEETING HOURS IN 2018
841
PUBLIC RELATIONS / FIRE PREVENTION
523
TOTAL VOLUNTEER HOURS FOR 2018
-37-
17,240
MN FIRE RESCUE / RUN FOR 1998 - 2017
FIRE / EMS CALL SUMMARY
Year
Reporting
MFD Calls
MN Fire Dept's With
MN Fire Depts With
%Departments
1999
672
729
More
Less
6%
Iljt�o
o/u
OW
jt)
bill
5"/0
1999
672
729
43
628
6%
2000
697
630
45
651
6%
2001
705
614
50
654
7%
2002
728
540
56
671
8%
2003
715
534
49
665
7%
2004
730
443
46
683
6%
2005
751
409
72
678
10%
2006
757
530
57
699
8%
2007
746
559
58
687
8%
2008
741
533
61
679
8%
2009
756
550
57
698
8%
2010
764
577
59
705
8%
2011
767
615
58
708
8%
2012
777
554
66
710
8%
2013
773
558
66
706
9%
2014
772
525
69
702
9%
2015
768
550
68
699
9%
2016
773
588
66
706
9%
2017
775
596
69
705
9%
Note: 1.
The Mound Fire Department emergency response level ranks in the top
9% of all reporting
Fire Departments
Note 2. This includes all types of fire departments
Information Source: Fire in Minnesota - Fire Reporting System 2017, State Fire Marshal Division
JAadmin\REPORTS - Fire Incident & Performance\History Response Data\Data - Fire Service\Statistics\MN Fire Rescue - Runs 1998 to Current
-36-
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-34-
Duty Officer Program: in 2018, our duty officers responded to a total of 225 calls which
approximately 37% of our calls. This program greatly improves our response times and
efficiency. The Duty Officer Response hours for 2018, amounted to 36 staff hours vs. an
estimated 684 staff hours if they would have been "All Call Page Outs" per the OLD
system. Staff time and efficiency savings of an estimated 648 staff hour is the result.
In 2018, the Mound Volunteer Fire Department Relief Association Pension Special Fund
increased to a $$ level that allowed for a 5% pension increase for our volunteer staff.
This benefit increase was well deserved and went into effect on January 1, 2019
We successfully increased our focus on Firefighter Health, Wellness and Safety in 2018.
I am proud that this program has made major strides forward in 2018.
2019 Priorities and Focus: Top 5 Priorities
• Update our Long Term Capital Improvement Plan $$, consider and discuss options for
advancing CIP purchases to improve our fire department operations and safety.
• Create a new updated 2019 MFD Strategic Business Plan so it correlates with and
supports the (to be updated) 2019-2029 Long -Term Budget Forecast and Financial Plan.
• Continued focus on developing our entire staff, all of our Officers and Firefighters:
through Recruiting, Hiring, Training, and Retaining Volunteers.
• Continue our focus on and attention to Firefighter Health, Wellness and Safety Programs
• Shared Services, Fire District, Expanding Services, and Continuous Improvement.
Looking to the future, we anticipate improving our department operations by considering all
options for partnering with Minnetrista, and other fire departments. A fire district concept would
create an expanded fire service protection plan. A larger fire district partnership will lead to more
efficient use of our fire staff, apparatus, and equipment.
A fire district partnership will likely be a financial benefit to the residents of Mound,
Minnetrista, Spring Park, St. Bonifacius, Orono, and other West Lake Minnetonka area
communities.
In closing, a special thank you to our city officials, fire commission members, and citizens for
their continued cooperation and support of the Mound Fire Department.
Respectfully submitted,
Gregory S. Pederson
Mound Fire Chief
11 April 2019
-33-
meeting all of the CIP needs, replacement of Major Apparatus, Facility Repairs and
Maintenance, Staffing, and Replacement of Tools and Equipment
• Funding the replacement of Old Apparatus that are critically important:
➢ Heavy Rescue #22 is 28 Years Old with a Replacement Cost of $400,00 minimum
➢ Engine #24 is 22 Years Old w Replacement Cost of $475,000 minimum
Section IV. Strategic Plan, Initiatives, and Accomplishments
Back in 2004, I began a Strategic Plan Initiative with a focus on four key areas:
1). Personnel and Staffing
2). Budget and Financial Management
3). Apparatus and Equipment
4). Fire Station Facilities
There are new plan priorities that have increased focus on personnel and staffing that will
include: succession planning and staff development, expanding our training plan goals, and a
substantial increase of attention on Firefighter Health, Wellness, and Firefighter Safety.
Example: In the years 2011 thru 2018, we appropriated $157,718 to upgrading our personal
protective equipment for firefighters. This includes safety gear like: turn -out -gear, helmets,
boots, gloves, professional gear washing, and other important safety equipment.
I am in the process of updating the fire department strategic plan for 2019 and beyond. The
newly updated 2019 Strategic Plan is a priority project that will be submitted and reviewed with
the Fire Commission and City Council for approval.
Section V. Summary of Accomplishments
The year 2018 was successful and a continuation of a transitional time for the Mound Fire
department. I feel our department accomplishments in 2018 were very significant. Although
about 33% of our staff has less than 5 years of service, we have continued to achieve our goal of
serving our residents and customers well by providing an essential public service at a low cost.
• While the Fire, Rescue, Service calls and Training requirements continue to grow. Our
staff continues to meet the challenges of the substantial time commitment, hard work,
consistency, and professionalism,
• Our staff of firefighters and administrative personnel continues to be our most important
asset and is being sustained as a key strong element. Hiring, training, and development of
our staff have been very successful in 2018 with new hires and several promotions.
• Prudent Budget Management in 2018 has created a positive year end fund balance.
Grants and donations have been a priority to help sustain operations. More Grant $$ are
in line for 2019, with FEMA-AFG and MBFTE Grants being awarded to MFD.
-32-
(I.e., Blue Card Incident Command, and Leadership Academy) to continue to develop new
leaders and well-trained fire officers.
Fire District Concept: in 2016 the West Lake Minnetonka area Fire Chiefs initiated a study of
fire protection services in in our west metro area. The study was completed and the area fire
chiefs met several times in 2016-2017 about the possibility of forming a fire district. The chief's
discussions focused on feasibility of a fire district. Although no fire district has been initiated, a
the concept may be the key to long-term success and cost effective fire protection services for the
West Hennepin Lake Minnetonka area.
C. Capital Improvement Plan, w/focus on Health and Safety and Apparatus Replacement
Long Term Financial Plan (including all CIP and apparatus plan): one of our most significant
accomplishments in 2016 was the implementation of the new Capital Improvement Plan (CIP).
With the departure of Minnetonka Beach in 2019 and lost revenue and expenses, the entire Long
Term financial plan needs to be updated. The current Long Term Forecast and Financial Plan
extend through 2024, but will be updated through 2029. The budget forecast projects all financial
impacts: including revenue, expenses, capital improvement plan projects, and pension plan
funding. This financial plan is a critical tool needed to supporting future operations and success.
Apparatus Replacement Program: major progress has been made towards updating our fire
apparatus and support vehicles. We have performed a needs analysis, created a plan, justified our
needs, and began implementation of the plan in 2016 (aerial ladder and rescue truck). More
needs are on the horizon which will be communicated as the Capital Plan is updated.
Section III. Challenges for the Future
The nationwide trends and struggles that many paid -on-call fire departments face today are
related to the lack of recruits or volunteers and the retention of the same. The current Volunteer
Firefighter Business Model brings an incredible value to the customers and residents. It is clear
what a cost effective service the existing business model is, and it should be cultivated and
maintained as long as possible.
While the challenges are many, the primary concerns and my focus are on:
• Recruiting, Training, and Retaining Volunteer Firefighters and managing the costs
associated with hiring and training new staff.
• Developing new Officers and Leaders, to replace retiring fire officers
• Creatively and effectively managing volunteer staff time, and reducing personnel hours
by monitoring call types and utilizing staffing models such as our Duty Officer Program.
• Sharing services (mutual aid or other) among other fire departments and communities to
insure cost effective, efficient, and high quality service.
• Revision or update of departments Long Term Financial Plan, by changing and updating
all Revenue and Expenses (w/out Minnetonka Beach).
• Revision and update of Capital Improvement Plan, based upon the fire department 2018
account fund balance and new Long Term Budget Forecast including: Prioritizing and
4
-31 -
meeting (April 2019) the group will be discussion the existing the Long Term Financial Plan,
Fire Reserve Fund Balance, and future CIP purchases.
C. Facility —Fire Station
The Mound Public Safety Facility remains ideal for our daily administration, staff activities,
apparatus housing, equipment storage, training, and emergency response operations.
The facility is now 16 years old. The facility bonded debt payments of $282,940 will end in year
2023, which will help our fire department budget significantly. There are expensive facility
repair and maintenance items that need to be addressed now, or in the near future.
The repair items that need attention are listed on the CIP for Public Safety Facility. Major
expenses for 2019 will be the removal and replacement of badly worn concrete aprons at a cost
of $15-$20K, plus potential roof replacement or repair in fire apparatus bay.
Section II. 2018 Priority Projects
A. Finances and Budget
The fire department 2018 budget was positive, partly due to the added revenue of grants and
donations. A summary of 2018 finances is included in this report. Refer to the "2018 Budget vs.
Expenditures Summary".
Highlights of 2018 finances are:
• The fire reserve account fund balance at the beginning of year 2018 was $464,870. The
fire reserve fund balance increased by $36,574 in 2018 to a year-end balance of $511,539
• The fire reserve account actual balance of $511,539 (audited) is positive variance by
$132,541 vs. Long Term Financial Plan forecasted fund balance of $378,998.
• Important note: the positive fire fund balance will be drawn down over the next 5 years
to support the overall financial plan.
• Donations and Grants have become a critical supplement to our yearly budget. In 2018,
donations and grants added approximately $35,834 to our revenue.
• Since 2003, MFD has received $366,359 in grants, which adds significantly to the reserve
fund balance. Substantial grants in 2018 from FEMA-AFG and the Minnesota Board of
Fire Training and Education have contributed to help our fund balance.
B. Organization, Administration, and Staffing
In 2018, we continued to hire solid individuals as firefighter recruits. Our goal is to hire solid
people that meet our department mission, customer service goals, and long term service tenure.
Fire Officer and Firefighter Succession Planning: recruiting, training and retaining a staff of 40
firefighters are a major challenge and ongoing priority. Our firefighting crew remains the most
important department asset. We have continued to add training programs and learning options
-30-
• In 2018, we generated an average of 19/20 firefighters per emergency call, which is a
high number of responders compared to other volunteer or paid -on-call fire departments.
• In 2018 our staff training hours was substantial at 2,063 hours of in-house training, and
additional 1,181 hours of outside schools and training. The fire department staff is well
trained and based upon a wide variety of call types, must be more diversified than ever.
• MFD firefighters worked a significant number of hours doing repair and maintenance on
apparatus, equipment, and fire station upkeep in 2018 for a total of 1,625 hours.
• Public Relations and Fire Prevention events are important as well and a high priority. Our
staff led or attended 44 events in 2018, and clocked a total of 523 staff hours.
• The fire department staff, including fire officers and firefighters is a diverse and energetic
group. Our staff has transitioned to a grouping of both experienced personnel, plus new
younger individuals, with approximately 461 years of accumulated job experience.
IMPORTANT NOTE: as of 12/31/2018, 33% of our firefighters have been on the department
less than 5 years; therefore increased focus on staff training is a top priority and is critical to
our long term success.
Our firefighters, through hard work and dedication, continue to provide many volunteer hours,
with a conservative estimate of all work by firefighters in 2018 at 17,240 hours.
B. Apparatus and Equipment
In 2016, improved financial status allowed us to refocus our attention on implementation of our
Apparatus Replacement and Efficiently Plan. Our expenditures on our Capital Improvement
Plan, including apparatus and equipment had been very low for the past 10 years due to budget
and financial constraints. We were able to add new apparatus to our fleet in 2016 and 2017, and
major progress was made with regard to apparatus purchases and long term planning.
• As our fleet ages, the annual cost of repairs of repairs has been steadily increasing and
2018 was a high cost high maintenance year. Our apparatus and equipment budget of
$20,000 was insufficient and our repair costs were $35,540.24.
• In 2015, MFD received city council approval of $731,000 to purchase a new aerial ladder
truck to replace the old ladder truck. The new E -One HP78 ladder truck has been very
effective and responded to 111 callouts over a period of 12 months in 2018, vs. an
average of only 12-13 times per year over a 30 year period for the old ladder truck.
• There were no apparatus or vehicle purchases made in 2018, however two critical pieces
of apparatus are on the horizon: Heavy Rescue #22 (1990) and Engine #24 (1996).
Our Ongoing Strategy: to continue to analyze and consider new concepts to meet our ever
changing fire apparatus and equipment needs. Our apparatus replacement program must consider
all of the practical and available options for prudent and cost effective apparatus purchases. One
strategy we have implemented is downsizing our fleet and/or purchasing more diverse apparatus.
The Fire Commission is very active and involved in discussions pertaining to apparatus needs,
replacement plan, financial feasibility, and future purchases. At our upcoming Fire Commission
-29-
Mound Fire Department
2018 Annual Report
This overview provides a summary of the Mound Fire Department activities, accomplishments,
and goals met for the year 2018.
General Note: the 2018 Annual Report is compiled for the Mayor and Councilors for the City of
Mound, and shared with Elected Officials of the other cities that we serve. Contact Fire Chief
Greg Pederson if you have questions or comments about the information provided in this report.
Section I. Introduction and Overview
The year 2018 was a transitional year for the Mound Fire Department. In 2018, our staff was
involved in the process of implementing our strategic plan designed to meet department goals.
Our strategic plan focused on hiring, training, and maintaining our excellent firefighter staff.
Our well trained and active paid -on-call firefighter staff remains our most important asset. The
ever-present dedication and commitment of the Mound firefighters uphold the service quality
provided by the department. The commitment of time, effort and job performance by firefighters
continues to be substantial as shown in the detailed department activity reports included.
In 2018 our staffing level decreased from 40 to 39 firefighters. Over the past 6 years our staff has
made a significant transition to new firefighters and a less experienced staff. -This is a major
accomplishment in light of the recruiting and retention problem which is a trend nationwide.
Our Fire and Rescue call activity increased from 2017 levels. The emergency call outs in 2018
were 602 vs. 596 in 2017. The call activity level in 2018 was slightly above our five year average
of 570. Weather extremes, callout types and other factors determine emergency call volumes.
Firefighter emergency response hours for the year were up slightly from 2017 levels. Our total
firefighter emergency response hours in 2018 were 11,006 vs. 10,461 hours in 2017.
A. Organization, Staff information, and Performance Measurement
The fire department consists of a staff of 38 volunteer firefighters, one full-time administrative
assistant and a full-time fire chief for a total staff of 40.
• In 2018, one firefighter retired, and one resigned due moving out of the area.
• One new firefighter was hired in November of 2018. Per the department policy, the new
hire is on an intense training rookie program and serving a 1 year probationary period.
• Fire and Rescue calls for service were steady, busy and at a consistent level in 2018. A
total of 11,006 personnel hours spent working at fires and other emergency calls.
• MFD responded to 26 Mutual Aid requests in 2018 vs. 17 in 2017, with a total of 793
staff hours for mutual aid assistance to other fire departments and cities.
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allow us to improve our use of the floor space, the ability to funnel traffic to
the highest profitability items, reset our overall merchandising, create more
flexible -use space for merchandizing and events, as well as give the store's
appearance a general update.
• Community and in-store events continue to build our brand name, draw
traffic into the store, and translate in to increased sales. As outlined, we held
five in-store events and participated in three community events in 2018.
• 2019 will also witness the introduction of several new, proprietary wine and
spirits highly marketed by our largest multi -store corporate competitor.
These select items will give us the opportunity to maintain profits while
provide lower pricing than our "big -box" competition.
Page 6 of 6
-21 -
• Inventory levels are being reduced from highly -variable levels averaging
approximately $400,000 monthly at the beginning of the year to a stabilized
goal of $325,000 +/- by year end.
• Hours of operation were compared to sales numbers and the least profitable
hours were eliminated as of February 2019.
Day 2018 Store Hours 2019 Store Hours
Mon.- Thurs. 9 a.m. to 8 p.m. 10 a.m. to 8 p.m.
Friday 9 a.m. to 10 p.m. 10 a.m. to 10 p.m.
Saturday 8 a.m. to 10 p.m. 10 a.m. to 10 p.m.
Sunday 11 a.m. to 6 p.m. 11 a.m. to 6 p.m.
• Reduce our pre -opening part-time staffing which combined with Store -hour
changes allows for 10% to 15% reduction in PT labor cost.
• The discount program included two senior citizen discount days (Tuesday
and Friday) and a case discount on wine and liquor of 15%. The senior
citizen discount was narrowed down to just Friday's effective April 2, 2019.
• We have reviewed our advertising budget and have eliminated significantly
reduced our print media advertising and will instead focus on other
advertising platforms.
Revenues
To maximize profits, we watch market trends and have advanced our social media
marketing efforts in 2019.
• Our staff remains current on industry trends through trade magazines, active
participation in the MN Municipal Beverage Association (MN/IBA), and
industry trade shows.
• Through in-store product demonstrations we have an opportunity to
introduce new product lines such as the hard ciders and seltzers which are
picking up market share.
• Social media platforms including Twitter, Facebook, and Instagram are all
used to announce upcoming sales, the wine of the month, future special
events, and as a special bonus to our followers the arrival of limited release
items. Our website includes our Twitter feed and additional store
information.
• Spring 2019 we began a store re -set. This will be a multi- year project with
significant capital investment in 2020 with the replacement of the flooring,
potential cooler modifications, and interior painting. This store reset will
Page 5 of 6
-20-
barrel, we were able to give it to local brewery Enki, who aged their popular Cacao
Porter in the barrel for five months. The porter was then bottled and delivered as
an exclusive in time for the holidays. The barrel the whiskey was aged in is now
part of the Harbor Wine & Spirits merchandising. This and similar smaller -scale,
in-store tasting and promotional events set us aside from our competition and
demonstrates our commitment to both beer and spirits "craft" aficionados; and
their local producers.
Senior Citizen Discount Program
We offered a 10% senior citizen discount on Tuesday's and Friday's in 2018.
WeCAN Wine Fest
October 6. 2018
In 2018 Harbor Wine & Spirits was asked to assist with the WeCan Wine Fest. The
event featured wines from around the world (including new local winery Painter
Creek), and attendees had the option to purchase wines showcased at the event
through Harbor Wine & Spirits with next day pick-up. Our support to this key
fundraising event allowed us to highlight several local winery products offered in
the Store.
Westonka Community and Commerce —
Membership
Harbor Wine & Spirits is in a unique position, representing both the City of Mound
and itself as a member of the Westonka Community and Commerce Organization
(WCC). Through our membership, we are able to network with other local
businesses and community leaders to promote our store and the City of Mound as a
premier place to conduct business.
KEYS TO SUSTAINED & IMPROVED SUCCESS
Expenditures
The expenditure side of our balance sheet is the focus in 2019 with major changes
already taking place to reduce costs. It's recognized that there may be some loss in
gross revenue but the net is calculated to be in the positive. We have been working
closely with the City Finance Department to analyze sales reports and inventory
levels. The following changes are being made in 2019:
Page 4 of 6
-19-
crafted a blonde ale which was sold exclusively at Harbor Wine & Spirits and on-
site at the festival.
The beer garden at the festival is managed in coordination with the Festival
Planning Committee.
Harbor Wine & Spirits hosted two wine tasting events during the festival. These
wine seminars featured a range of varietals. Advance tickets were required.
Attendees had an opportunity to place orders for the wine they sampled through
Harbor Wine & Spirits for in-store pick-up. As part of our planning we ensured
that the presented selection would be in -stock following the event.
With 330 attendees the 2018 Meet Your Maker, MN craft beverage tasting event
was a huge success. The event featured 26 local vendors representing craft
breweries, wineries, and distilleries. Each vendor had a table to pour and discuss
their products. This event provided our attendees an excellent chance to actually
meet the artisans and crafters from their favorite local producers. This is a very
special event and is perhaps our most visible marketing activity. It maximizes our
exposure and clearly sets Harbor Wine & Spirits apart from any of our local and
SW -metro regional competition.
Oktoberfest Promotion
October 4, 2018
In the month of October, Harbor Wine & Spirits celebrated their 4' annual
Oktoberfest promotion. The celebration was accentuated with traditional
Oktoberfest music throughout the store, played by professional accordion player
Dale Grove, as well as in-store German beer samplings. The Westonka Rotary
sold brats w/sauerkraut on the mall sidewalk. Customers in attendance received a
one -day -only 15% discount on the full selection of beers. Octoberfest runs from
September 21 to October 6, 2019 and we are planning our 2019 Octoberfest
promotion for September 28'.
Custom Bourbon Barrel 0327
In March, Harbor Wine & Spirits took possession of it's second whiskey barrel
bottling from local distillery, J Carver of Waconia. This edition is an exclusive
straight rye whiskey personally selected by Harbor Wine & Spirits management.
Each bottle is stamped with the Harbor Wine & Spirits logo. Upon receiving the
Page 3 of 6
This sale has enabled us to increase sales during one of the slowest sales periods of
the year.
The sale was promoted through the Laker/Pioneer, Lakeshore Weekly News, social
media, and flyers which were included with a purchase receipt during the weeks
leading up to the sale.
During the sale, we have in-store wine sampling hosted by our wholesale
representatives. These tastings are conducted on Thursdays, Fridays and Saturdays
during peak customer traffic periods.
Setting Harbor Wine & Spirits Customer Appreciation Wine Sale apart from the
local and metro competition is a universal 15% bottle discount and 20% case
discount (including mix & match cases) wine pricing. This beats the competition
that typically offers a limited selection of sale items and keeps our loyal customers
coming back each year.
In 2018 our 11 -day sale generated wine category sales of $20,000.00
Repeal of Prohibition Sale
Thursday, December 6, 2018
This popular sale marked a milestone this year as it was the 85' anniversary of the
repeal of prohibition in 2018. This retro -sales event featured 10 cent bottles of
Budweiser, and vendor giveaways such as bottle openers, t -shirts, caps, ice chests
and various trade -related memorabilia. If you haven't attended this sale in the past,
mark your calendar for this year's event, planned for Thursday, December 5, 2019.
This promotion is our second largest revenue generator, resulting in $15,000 in
revenue across all categories in one -day.
The Spirit of the Lakes Festival
Surfside Ale/Beer Garden/ Wine Tastings/Meet Your Maker
For the 2018 Spirit of the Lakes Festival we were proud to reintroduce Surfside
Ale. The original ale was brewed by Lucid Brewing which relocated out of
Minnetonka to Minneapolis. We contracted with Excelsior Brewing for 2018. They
Page 2 of 6
-17-
HARBOR WINE & SPIRITS
ANNUAL REPORT FOR THE YEAR 2018
Prepared By: John Colotti, Manager
OVERVIEW
Harbor
Harbor Wine & Spirits of Mound Minnesota is a municipally owned wine and
spirits retail store located on the shores of Lake Minnetonka. Harbor Wine &
Spirits was created to control the sale of alcoholic beverages within the City, and to
generate revenue for the City of Mound. At year-end 2018, we transferred
$125,000. To the City of Mound.
There is intense competition in the wine and spirits trade. Municipal operations
traditionally have a market advantage being the "only store in town", large
territories such as Eden Prairie, Brooklyn Center and Lakeville do not have local
market competition. However, we do not have that separation from our competitors
and must constantly monitor the surrounding market and our prices must remain
competitive.
The three nearest local stores include: MGM which is 1.5 miles (4 minutes) from
us in Spring Park, Navarre Liquors located 3.1 miles (8 minutes) away in Navarre,
and the Liquor Depot in Maple Plain at 6.3 miles (13 minutes). In addition, two
major regional competitors and two large national competitors are located in
Chanhassen and Minnetonka.
Our continued success is based on several central factors including: a well curated
selection, competitive pricing, knowledgeable staff, welcoming store design,
regular in-store tastings featuring new products and seasonal selections,
promotions designed to drive sales, strong community partnerships, and
multimedia marketing.
PROMOTIONAL EVENTS & COMMUNITY INVOLVEMENT
Spring Customer Appreciation Wine Sale
Annual sale held in February March
Held for the past 15 years, the Customer Appreciation Wine Sale has helped drive
sales at a time of year that is post -holiday and pre -summer peak sales periods.
Page 1 of 6
-16-
Mission
"The members of the Orono
Police Department are com-
mitted to providing the highest
quality policing through fair-
ness, service and pride. To
foster this ideal, we promise to
work in partnership with the
communities we serve."
ORONO POLICE DEPARTMENT
2730 KELLEY PARKWAY
ORONO, MN 55356
Orono Police Department
The Orono Police Department is proud to serve the communities of Spring
Park, Minnetonka Beach, Mound and Orono. The police department covers
approximately 28 square miles of land and 20,000 citizens. The Orono Police
Department prides itself on making the communities feel safe through en-
forcement and by building strong lasting relationships with citizens and busi-
nesses.
For other information find us
on FACEBOOK or TWITTER@POLICEORONO
NON -EMERGENCY: 952-258-5321
ADMINISTRATION: 952-249-4700
FAX: 952-476-3028
E-mail: PDWEBPOLICE@CI.ORONO.MN.US
WEBSITE: WWW.ORONOPOLICE.ORG
Ppb
-15-
MERITORIOUS ARREST AWARD
The Meritorious Arrest Award is awarded to a peace officer for a notable arrest that was
accomplished through effort, skill and professionalism.
Officer William Carstens received the Meritorious Arrest Award for the traffic stop of a
stolen vehicle and subsequent investigation and arrest of three occupants inside, including
for warrants and drug charges.
Officer Zach Hway for the investigation at a welfare check which resulted in the arrest of
three people including for warrants and drug charges.
Officer Tim Datwyler for the investigation and arrest of a man who had been repeatedly
window -peeping, including finding him when he ran, securing pertinent evidence to the
case and thorough interview.
Officers Tim Datwyler and Josh Raze for the location of a vehicle wanted in connection with
a felony theft, subsequent surveillance and a traffic stop resulting in the arrest of the sus-
pect and recover of the stolen property.
Officers McCoy, Schoenherr, Spencer, White and Sergeants Wittke and Sonnek received
this award for the response and subsequent arrest of an individual wanted in connection
with an attempted murder, robbery, CSC, terroristic threats and false imprisonment, re-
sulting in the safe rescue of hostages.
AWARD RECOGNITION
DISTINGUISHED SERVICE AWARD
The Distinguished Service Award is awarded
to a peace officer for recognition for contin-
ued dedication and loyalty to the law en-
forcement profession and consistent high
quality performance as a professional police
officer. The award should reflect a con-
sistent year-long, superior effort.
Officer Steve Sturm received the
Distinguished Service Award for his leader-
ship, dedication and performance as a police
officer, specifically recognizing the ongoing
mentorship of a student at Grandview Mid-
dle School, including helping to buy him a
gaming system, keeping him on the right
track and developing a 10 year plan for him.
Officer Matt Siltala received this award for
his top performance as a Drug Taskforce
Investigator with the ability to handle com-
plex narcotics cases, putting forth tireless
effort and motivation to perform at a high
level. Several complicated investigations
have led to over $220,000 in currency and
property seized, 54 pounds of methamphet-
amine in 2018, over 30 pounds of marijuana,
2 pounds of heroin, and 1.8 pounds of co-
caine. He was a productive case agent, a
leader and a mentor to other members of
the task force.
Officer Tim Sonnek received the Distin-
guished Service Award for his dedication,
loyalty and performance as a
police officer and school re-
source officer. Specifically
recognizing leadership as a
DARE instructor, mentoring a
6th grad student, including
purchasing Twins tickets for
him and positively influencing
his determination to succeed
through adversity.
-14-
In 2018, Orono PD had
259 department
arrests and 349
investigative cases.
Photo from the 2018 Annual Awards Banquet
MEMORANDUM OF ACHIEVEMENT
The Memorandum of Achievement is awarded to a department member or volunteer for
above average industry and initiative in a difficult criminal investigation, for successful exer-
cise of command responsibility in unusual situations, or in situations beyond the normal
level of assignment.
Following are the officers that received this award and their individual stories behind it
Susie Schultz, Aleah Lange, Kyle Russeth and Kenny Beck —For the professional response
and handling of the death of a 4 month old baby, including comforting and caring for the
family members and emotional support to them.
Susie Schultz, Aleah Lange, Kyle Russeth, Josh Raze and Kyle Kirschner—For the profes-
sional response and handling of a suicide of a fellow police officer, including coordinating
with his department, family and the medical examiner's office.
Scott Boris, Susie Schultz, Jay McCoy and Steve Sturm—For the response to an apartment
fire resulting in the death of a 60 year old male, including evacuation, getting busses and
the Red Cross coordinated to assist the displaced residents.
-13-
YEARS OF SERVICE
Officer Josh Needham ...................... 5years
AT A GLANCE
Officer Jay McCoy ..............................5 years
The Orono Police Department has:
Officer Jason Barnes .........................5 years
Officer Matt Siltala .........................10 years
♦ 30 Sworn Officers
Officer Kyle Russeth ........................15 years
Deputy Chief Fischer 20
♦ 1 Office Manager
....................... years
♦ 2 Administrative Assistants
NEW OFFICERS
The Orono Police Department welcomed Officer Zack Hway in August 2017. Zack attended Alex-
andria Technical College for his law enforcement degree and graduated from the academy and
Skills Program in 2009.
♦ 2 School Resource Officers/
Zack began his law enforcement career as a CSO for the Mound Police Department before being
Investigators
hired as a police officer for Three Rivers Park District. He came to the Orono Police Department
with 8 years of licensed experience. He has been an excellent employee for the City of Orono and
♦ 5 Officers on the Lake
performs his duties as a police officer very well.
Minnetonka SWAT Team
Aleah Lange began her career with the Orono Police Department as a police reserve. In the
♦ 1 Community Service Officer
summer of 2017, Aleah graduated from the Skills Program through Alexandria Technical College.
She was then hired as a part-time police officer for the department. Aleah has proven her abili-
♦ 3 Full-time Investigators
ties as an officer and has been commended by her training officers for her great work.
The Orono Police Department is proud to have both Zack and Aleah join the department.
♦ 3 Part-time Officers
RETIREMENTS AND PROMOTIONS
♦ 14 Police Reserve Officers
Sergeant Scott Boris retired from the Orono Police Department on May 14, 2018 after 26 years
of dedicated service. Scott's former positions included patrol officer, investigator, school re-
source officer, administrative sergeant, patrol sergeant and sergeant of investigations.
Officer Amy Swanson retired from the department on December 30, 2018. Amy performed her
duties as a patrol officer and investigator for both the City of Mound and the City of Orono since
May 1, 1991. Amy's 27 years of service and dedication are honorably recognized.
Officer Tim Sonnek was sworn in as a newly appointed police sergeant on June 11, 2018.
Officer Sonnek has been with the Orono Police Department since 2006. His previous positions
have included patrol officer, school resource officer, investigator, a member of the Lake Min-
netonka SWAT team and investigator with the West Metro Drug Task Force.
MEMORANDUM OF ACHIEVEMENT
The Memorandum of Achievement is awarded to a department member or volunteer for
above average industry and initiative in a difficult criminal investigation, for successful exer-
cise of command responsibility in unusual situations, or in situations beyond the normal
level of assignment.
Following are the officers that received this award and their individual stories behind it
Susie Schultz, Aleah Lange, Kyle Russeth and Kenny Beck —For the professional response
and handling of the death of a 4 month old baby, including comforting and caring for the
family members and emotional support to them.
Susie Schultz, Aleah Lange, Kyle Russeth, Josh Raze and Kyle Kirschner—For the profes-
sional response and handling of a suicide of a fellow police officer, including coordinating
with his department, family and the medical examiner's office.
Scott Boris, Susie Schultz, Jay McCoy and Steve Sturm—For the response to an apartment
fire resulting in the death of a 60 year old male, including evacuation, getting busses and
the Red Cross coordinated to assist the displaced residents.
-13-
WEST METRO DRUG TASK FORCE
The West Metro Drug Task Force consists of specially trained police officers and sheriff's
deputies from departments in the Western Metro area, including Orono PD, Medina PD,
Minnetrista PD, West Hennepin Public Safety and the Hennepin County Sheriff's Depart-
ment.
The West Metro Drug Task Force investigates and charges out local narcotics crimes. Often
times those investigations lead the detectives towards the larger sources of the drugs out-
side of our community. Our detectives follow those leads to further their investigation in
removing even more narcotics and guns from the streets and forfeiting the narcotics deal-
ers' illegally profited money.
DOMESTIC ABUSE RESPONSE TEAM (DART)
The Orono Police Department has designated officers to be on the Domestic Abuse Re-
sponse Team (DART). The DART reviews all domestic assaults that result in arrest. The
DART team is responsible for assessing the seriousness of the assault and coordinating with
Sojourners for a follow-up plan. They also assist with, coordinate, perform, and document
follow-up checks on GOA or gone on arrival cases and all domestic assault cases as needed.
Sojourner provided advocate services for a total of 281 hours to 53 adults in 2018.
If officers encounter a domestic situation that does not result in an arrest but the officer(s)
believe that more resources are needed, then the case would also be forwarded to DART
for review.
In 2018, approximately 15 cases were referred to the DART team for their review and assis-
tance.
-12-
2018 STATISTICAL OVER-
VIEW
Arrests
104
Search Warrants
131
Guns Seized
6S
State Charges
100
Federal Charges
10
Cocaine/Crack
1.2 pounds
Meth/crystal/liquid
70 pounds
Heroin
69 grams
Marijuana
96 pounds
Prescription Nares
3,982 pills
The estimated street value of
drugs seized in 2018 was
2,6 million dollars
The Sojourner Project is a
domestic violence shelter
that has been serving the
west metro area of the
Twin Cities since 1979.
2018
Training Hours: 64
Call-outs/Warrants: 4
2 warrants, 2 high-risk arrests
LAKE MINNETONKA SWAT
The Lake Minnetonka SWAT Team is made
up of 5 bordering agencies which operates
under a mutual aid agreement. They are
South Lake Minnetonka, West Hennepin
Public Safety, Wayzata PD, Minnetrista PD
and Orono PD.
The team trains nearly every month and is
also involved in being part of the MN Tacti-
cal Officers Association. Being part of this
association allows them to train with 13
other metro SWAT teams for 3 days up at
Camp Ripley each Fall. The team is always
looking for locations to train within the five
jurisdictions. They appreciate the ability to
train in potential tear -downs that are still
structurally safe. This allows them to prac-
tice tactics in multiple layouts.
Officers who are part of this team have
increased their skill level beyond a general
patrol officers training. This advanced train-
ing has developed some of these officers
into handling tactically difficult situations
immediately instead of calling out a special
unit.
The team is funded by each participating
agency based on how many officers that
agency has on the team. These funds buy
equipment, vehicle repairs, training expens-
es and other general operating costs.
The team is led in the following fashion:
commander, unit leader, team leader, assis-
tant team leader and operators.
SPECIAL OPERATIONS
TO ... 9 1 u RAN
In 2017, the Lake Minnetonka SWAT Team acquired an MRAP. MRAP stands for Mine Re-
sistant Ambush Protected vehicle.
The process began when a 1033 grant program was identified that allows law enforcement
agencies to obtain excess federal property at little cost. West Hennepin Public Safety De-
partment wrote and applied for the grant on behalf of the Lake Minnetonka SWAT Team in
2016. West Hennepin PSD is now the actual owner of the MRAP, but shares its cost and use
amongst the other participating cities that are constituents of the SWAT unit.
The purpose behind the MRAP is entirely about emergency management — preparedness,
response, and recovery. So by design, the MRAP will:
• Provide Protection and support of our citizens
• Be a rescue vehicle for our Lakes Area Emergency Management group
• Provide protection of officers, fire fighters, and first responders in an active shooter
incident
• Provide rapid rescue and recovery
• Provide armored protection for our Lake Minnetonka SWAT Team
.............. ♦ ♦...............
SPECIFICATIONS
The MaxxPro MRAP is a giant force at
96" wide, 138" tall, 192" long and 41,000 lbs
- 11 -
INVESTIGATIONS SUMMARY
Burglary/Theft
An investigation was conducted in a case of multiple burglaries at the same residence. Another
local law enforcement agency arrested an individual for DWI and found a gun that matched the
one taken from the burglary. An Orono detective positively identified the gun and also matched
the suspect to multiple other burglaries in Hennepin and Wright Counties. Search warrants were
executed and they recovered all of the victim's stolen property, including nine firearms. This lead
to charges for two adult males of 2nd Degree Burglary.
Assault/Robbery
Orono officers were contacted by three juvenile males that were reporting an assault and
attempted robbery of their bicycles from the Dakota Rail Trail. The boys, ages 10 and 12 said
a group of six juveniles approached them, demanded they give up their bikes and then as-
saulted the 10 -year-old by hitting him on the side of his body. The boys made it back home,
reported the incident to their mother and the police were called. Based on descriptions given
by the boys, the suspects were identified and later charged with Attempted Robbery and 5th
Degree Assault.
Weapons/Damage to Property
Officers were dispatched to a weapons complaint. The alleged suspect was reported to be
high on heroin and shooting a gun inside a house and into a vehicle. When officers arrived on
PATROL AND INVESTIGATIONS
INVESTIGATIONS SUMMARY CONT.
Weapons/Damage to Property Cont.
scene, the suspect was already gone, but
officers noted the damage, bullet holes and
spent casings. Rifles, ammunition, narcotics
and drug paraphernalia were subsequently
recovered with a search warrant. The sus-
pect was apprehended a short time later and
charged with numerous offenses including
Reckless Discharge of a Firearm, 1st Degree
Criminal Damage to Property and 5th Degree
Possession of a Controlled Substance.
School Shooting Threat
Orono Police were made aware of a poten-
tial threat that had been posted on social
media. One of the threats was a direct threat
of gun violence at the Orono Schools. The
schools were placed on lockdown. Police
worked together with multiple surrounding
agencies as well as Hennepin County and the
FBI. A juvenile individual was arrested and
charged with Terroristic Threats.
Criminal Sexual Conduct Cases
Officers responded to a call of a window
peeper. The peeper was located after hiding
in the backyard of neighboring houses. The
peeper admitted to the crime and search
warrants were executed that resulted in
finding child pornography on a cell phone.
The suspect was arrested and charged with
numerous offenses including Interference
with Privacy, Stalking and Possession of Child
Pornography.
A 21 -year-old victim reported that she had
been sexually abused by her father, starting
at the age of 16 and he had been molesting
her for the last five years. An investigation
was conducted and the suspect was charged
with 3rd degree criminal sexual conduct with
a significant relationship to the juvenile vic-
tim.
SWAT Call -Out
Officers were called to an address from an
occupant inside of the house stating a guy
was there that said he had just stabbed his
girlfriend. Officers were aware that Carver
County Deputies were trying to locate a
suspect relating to the stabbing and attempt-
ed homicide that had occurred in their coun-
ty. Officers surrounded the house and were
able to assist other occupants of the house
safely outside. The Lake Minnetonka SWAT
team eventually made entry into the house
and arrested the suspect without further
incident. Among the charges he faces in
Carver County, the suspect was also charged
with False Imprisonment, Terroristic Threats,
Simple Robbery and 4th Degree CSC.
-10-
RESPONSE TIME ANALYSIS
For Agency
Priority I Calls
Dispatch at Scene: 4.61
Total Dispatched: 1,709
Total Calls
Dispatch at Scene: 6.48
Total Dispatched: 17,330
(As of 10/6/18, prior to new CAD)
Part I Offenses reflect infor-
mation on eight "serious" crime
classifications.
They consist of violent crimes
and property crimes.
The data is submitted to mem-
bers of state government in addi-
tion to the Federal Bureau of
Investigation's Uniform Crime
Reporting Program.
ACTIVITY SUMMARY
• 349 Investigative cases
• 259 Department arrests
• 27 Death investigations
• 39 Referred vulnerable adult cases
• 104 Handgun permit to purchase appli-
cations
• 0 Handgun permit applications denied
• 126 Theft cases
• 68 Fraud/Forgery cases
• 12 Motor vehicle theft cases
• 34 Burglary cases
• 0 Arson cases
• 62 Assaults, including domestic assaults
PART I CRIMES
70
60
50
40
30
20
10
0
• 19 Criminal sexual reported offenses
(includes CSC and exposure)
• 0 CVO (0 resulting in death)
• 0 Homicide
• 2 Robbery
• 103 Controlled Substance
Other Traffic Related
• 104 DUls
• 377 Speeding violations
• 27 Seatbelt violations
• 9 Use of Wireless Communications De-
vice
• 1397 Total citations issued
® Mound
® Orono
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The primary goal of the UCR
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in Minnesota is to
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vide statistical information on
PART I CRIME SUMMARY
the volume and affect of crime.
Part I Crime
Homicide 1
0
-100%
A comparative statistical
Rape 5
8
60%
analysis of 2017 and 2018
Robbery 1
2
100%
Aggravated Assault 5
4
-20%
Burglary 18
31
72%
Theft 136
125
-8%
Auto Theft II
12
9%
Arson 0
0
0%
Total 177
182
3
M
INA
va
EXPLORERS (CONT.)
Our Orono Police Explorers competed in the state competition in Roch-
ester on April 28, 2018. They competed with 48 other explorer posts
from around the state and brought home four great awards with a 1st
place finish in Traffic Crash Investigation, 1st place in Hostage Negotia-
tions, 2nd place in Bomb Scene and 3rd place in DWI academic training.
They also participated as a post in a 5k walk/run for the first time.
The explorers spend one night a week with our police advisors per-
fecting their skills and also attend practice events to prepare them for
the state competition. This was a great accomplishment for these
four explorers and their commitment to excellence is awesome!
We would also like to thank our three advisors: Officer Jane Szczepanik,
Officer Jason Barnes and Officer Tim Datwyler. They put in a lot
of time outside of their scheduled hours to teach the explorers
group. Some of our police reserves also attend explorer
meetings as actors for their scenario based trainings.
For anyone interested in receiving more information regarding
our explorer program, please email:
jszczepanik@ci.orono.mn.us.
career opportunities • life skills
service learning • character education
leadership experience
M
EXPLORERS
Exploring is a national hands on work site
based career education program for people
ages 14-21. Exploring gives young adults a
chance to see if a particular career is right
for them. They have the opportunity to
partner with a team sharing similar inter-
ests, participate in real, meaningful hands
on experiences, be in leadership roles and
apply for college scholarships.
The police explorers is an excellent com-
munity youth program between Orono
Police and young adults. The explorers
learn firsthand the duties and responsibili-
ties of police officers.
Through weekly meetings, the explorers
learn, with scenario based training, multi -
pie law enforcement based situations. The
explores then compete in the Minnesota
Law Enforcement Conference held each
year in Rochester, Minnesota competing
against other explorers from around the
state of Minnesota. The explorers also
participate in a variety of community
events and volunteer work.
(Cont.)
"We cannot always build the future for
I our youth, but we can build our youth for
the future."
Franklin D. Roosevelt
VOLUNTEER PROGRAMS
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I
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POLICE RESERVES
In 2018, the Orono Police Reserves Unit had 16 volunteers. The reserves range in
ages and experience. Some reserves are citizens looking forward to becoming
future police officers, while other citizens are volunteering for fun.
The reserves meet once a month and review many different topics. Some topics
include ATV patrol, use of force, patrol operations and other law enforcement top-
ics. The reserves also assist with acting as roll players for the Explorer program and
training for the SWAT team. The Orono Reserves work many events throughout
the year including Spirit of the Lakes, Tour De Tonka, Wells Fargo Half Marathon,
multiple school events, the Hamel Rodeo and many more events.
If you are interested in joining our reserve program, please contact Officer Steve
Sturm at ssturm@ci.orono.mn.us.
-7-
SCHOOL RESOURCE OFFICERS (SRO)
Building relationships with students and staff of all schools is very important when dealing
with issues involving school aged children. We want to make sure that children don't feel
intimidated by police officers, so that when something is going on in their lives they feel
they can talk to the police about it.
The SRO fosters a different approach from the "normal" law enforcement perspective and
is sent to specialized training to help further build those skills necessary to become effec-
tive. The SRO also handles all juvenile investigation cases and is expected to keep up with
the current trends among the youth.
The Orono Police Department has assigned Officer Steve Sturm and Officer Jason Barnes to
the position of School Resource Officer (SRO). Officer Barnes is working with the Orono
School District and Officer Sturm is working with the Mound School District to identify ways
in which local law enforcement can provide the most effective service to our school aged
citizens and their families.
Both are experienced officers who have shown a passion to help the youth of Orono,
Mound and surrounding communities. Their knowledge and experience have been a great
asset for the SRO position.
PARTNERING WITH OUR SCHOOLS
FORENSICS DAY (CONT.)
At a third station, students get to see, feel
and try on police equipment. The equip-
ment includes normal duty gear _
to SWAT tactical vests and
equipment. The students also
enjoy the squad car tour of the
station. Students take ad-
vantage and pull out their
phones for pictures as they are !
sitting in the front seat or look-
ing out through the bars of the
rear windows. In the final sta-
tion, students have a presenta-
tion and discussion with mem-
bers from the West Metro Drug
Task Force.
There have been over 500
students that have participat-
ed in the forensic class since it
began.
M
i
DARE
The Mound Westonka DARE program in-
volves all 1'` 3`d and 6`h grade students,
The School Resource Officer (SRO) attends
a two-week course and learns the program
and how to provide the instruction.
The DARE program is a 6 -week course and
begins in January. The SRO teaches five
classes about safety to the 15` graders.
Then, five classes regarding safety and bad
drugs vs good drugs are taught to the 3`d
graders. The SRO also teaches 10 lessons to
the 6`h graders at Grandview Middle School
regarding a multitude of topics. Every other
year, the SRO will teach 5`h and 6`h grade
students 10 lessons at Our Lady of the Lake
School.
At the completion of the program, students
are awarded certificates for their work and
participation at a DARE graduation ceremo-
ny.
FORENSICS DAY
The money for the DARE program is donat-
ed by local residents and business owners.
The 6`h grade students need to write an
essay at the end of the program regarding
what they have learned from DARE. Three
of the best papers are chosen and those
three students have a chance of winning a
$1,500.00 DARE scholarship for college
when they are a senior in high school.
The Orono High School has offered a forensic class since the fall semester of 2012. In this
class the students conduct multiple labs relating to forensic science that routinely occurs in
law enforcement. They also conduct research and present on various crimes and relate the
project to what they have learned in class. The students have quest speakers related to the
field and classroom learning come in during the semester. This class initially began with
only one section with less than 20 students. The past two school years the class has grown
to three sections and nearly 90 kids each semester.
The Orono Police Department has hosted the Orono High School forensic class day for the
past two years. This day includes a morning session with an employee of the Hennepin
County Medical Examiner's Office. The
students come to the police depart-
ment where they have four separate
interactive stations. The stations include
scenario based incidents where the
students play the role as police officers
and interact with role players. The sce-
narios are based on real life incidents
that officers encounter on a daily basis.
The students engage with the role play-
ers during the scenarios.
Another station again places the stu-
dents as the officers. They conduct
traffic stops with scenarios that officers
encounter daily. The students encoun-
ter compliant drivers to situations
where the driver needs to be arrested.
Cont. on next page
-5-
COFFEE AND CONE WITH A COP
Together with Caribou Coffee, Lost Lake Creamery and Minnetonka Drive In, officers from
the department held Coffee With A Cop and Cone With A Cop events a few times through-
out the year. This was an opportunity for people to sit down and have one-on-one conver-
sations and chat with the men and women who work to keep them safe.
Community policing is a long-standing philosophy of policing that focuses on promoting
partnerships and addressing issues and concerns specific to the jurisdiction in which service
is provided. The Orono Police are committed to this strategy and look for new ways to
incorporate positive interactions. Coffee with a Cop is a mission to bring community mem-
bers and police officers together, to discuss issues, get to know each other, and to build
trust and relationships. Join us for a cup and a cone!
A VISIT WITH SANTA CLAUS
Last year, in the heart of the holiday season, officers were able to enjoy an afternoon with
the residents of Presbyterian Homes on Lake Minnetonka, Trails of Orono and Harrison
Bay. Big smiles, lots of cheer and many stories were shared between the residents, officers,
explorers and the students that gathered together. Of course, the celebration wouldn't
have been complete without a visit from Santa Claus!
COMMUNITY SERVICE DOG
Meet Xerxes! In 2018, the Orono Police Department partnered with Can Do
Canines to bring Minnesota's first community service dog to Orono. Trained by
Can Do Canines, Xerxes will have the important role of comforting and con-
necting with individuals impacted by trauma or experiencing a mental health
crisis in the community.
Xerxes has three main handlers within the department, but ultimately calls
home with Officer Kyle Kirschner. Xerxes works with Officer Kirschner on his
regular patrol shifts and often visits with the community in our schools, assist-
ed living facilities and at many other events. We hope to have Xerxes around
for a long time to help our community and those within our own agency.
CITIZEN'S USE OF FORCE ACADEMY
The use of force is defined by the Interna-
tional Association of Chief's of Police as
"the amount of effort required by police to
compel compliance by an unwilling sub-
ject." There are different ways police use
force and it can range from mere presence
to lethal methods.
If you've ever wondered how and why
officers make the decisions they do regard-
ing force, to shoot or not to shoot, here's a
chance to see a glimpse of what it's like to
be a police officer in that position.
The Orono Police Department held a civil-
ian use of force class and invited guests
from our community. The focus of this
four hour class was on the decision making
process officers use when they have to use
any type of force, especially deadly force.
Much of the time was spent going through
scenarios in which the participants played
the role of officers.
The scenarios included "routine" traffic
stops and mental health crisis calls, as well
as a variety of other incidents. A little in-
formation about the scenario was given to
the participants, much like the reality of a
police call, and then they were experienc-
ing, first hand, those critical split-second,
decision-making moments.
A small briefing was held after each scenar-
io, giving the role-players an opportunity to
look back at their decisions, how they re-
acted, what they did well and how they
would change the mistakes they may have
made. All participants left with a much
different perspective on the challenges of
making life and death decisions quickly and
effectively.
COMMUNITY EVENTS
DRUG TAKE BACK DAY
Prescription drug abuse continues to rise across the nation at an alarming rate. Robert W.
Patterson, Acting Administrator of the Drug Enforcement Administration (DEA) has stated
that "More people start down the path of addiction through the misuse of opioid prescrip-
tion drugs than any other substance. The abuse of these prescription drugs has fueled the
nation's opioid epidemic, which has led to the highest rate of overdose deaths this country
has ever seen."
Drug Take Back Day is a nationally sponsored event by the DEA that partners with law en-
forcement agencies to address this crisis and reduce the accessibility of these drugs. This
event offers an opportunity for community members to properly and safely dispose of
unused, unneeded or expired prescription drugs.
The Orono Police Department was just one agency across Minnesota that participated as a
Take -Back Site and collected 15 boxes of drugs and unused medications. In our local com-
munity, approximately 200 pounds of potentially dangerous drugs were removed from
homes before they had the possibility of being abused.
Got Drugs.?
unfused
- .-.-
-3-
Orono Police Department
Chief's
Message
2018 Annual Report
Police officers take risks and strive to make a positive difference in the quality of
life for those in our community. They provide this service each and every day,
and they endure extreme risks and tolerate many inconveniences on behalf of
strangers.
The members of the Orono Police Department build partnerships and work with
our communities. We are effective because of the relationships we build with
our citizens. Every officer brings unique skills and knowledge that make us
better together than we are alone.
We are committed to saving lives, preventing crimes, enforcing laws and solving
problems. We encourage people who live, work or travel through our commu-
nities to assist us in achieving our goals.
Thanks,
Correy Farniok
Chief of Police
-2-
Inside the report
Community Events ................2
Partnering with Our Schools 4
Volunteer Programs ..............6
Patrol and Investigations .......8
Special Operations ...............10
Personnel ............................12
Recognition ..........................13
Contact Information...............14