2023-05-04 CC Agenda Packet Annual RepPLEASE 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 THURS, MAY 4, 2023 — 6:30 PM
ANNUAL REPORTS WORKSHOP lff MOUND CITY COUNCIL CHAMBERS
Page
1. Call Meeting to Order
2. Approve the Agenda
3. Supervisors' Annual Reports to the City Council
A. Orono Police Department — Police Chief Correy Famiok 1-17
B. Fire Chief Greg Pederson:
i. Fire & Rescue/Emergency Response
ii. Emergency Management
18-79
C. Community Development/Planning/Zoning/Building Inspections — 80-83
Community Development Director Sarah Smith
D. Public Works Superintendent Ryan Prich & City Manager/PWD 84-128
Eric Hoversten
E. Finance & Administrative Services 129-154
Administrative Services Director Catherine Pausche
i. Finance and Administration Annual report
ii. Harbor Wine & Spirits Annual Report
iii. Strategic Plan and Staffing Analysis
F. Wrap-up by City Manager Eric Hoversten
4. Adjourn
ORONO POLICE DEPARTMENT
2022 ANNUAL REPORT
Mission Statement
"The members of the Orono Police Department
are committed to providing the highest quality
policing through fairness, service and pride. To
foster this ideal, we promise to work in
parternship with the communities we serve.
ORONO POLICE
Email: pdwebpolice@ci.orono.mn.us
Website: www.oronopolice.org
Facebook.com/oronopolicedepartment
Or Twitter@policeorono
Non -Emergency: 952.258.5321
Administration: 952.249.4700
2730 Kelley Parkway, Orono, MN 55356
Message
We are pleased to present the Orono Police Department's 2022 Annual Report. Our
department is proud to serve the communities of Mound, Minnetonka Beach, Orono
and Spring Park. We cover approximately 28 square miles of land and serve over
20,000 citizens. We value our community relationships and strive to provide the
highest level of professionalism and compassion to every contact we have.
This report will encompass our community outreach programs, police services as well
as crime trends and other activity throughout our jurisdiction.
On behalf of all of our staff members, thank you for
your continued support and we look forward to serving
you in the New Year.
Table of Contents
Community Outreach
Crime and Activity Reporting
National Night Out
Activity Summary
Firearm Safety
Group A Crimes
Visit with Santa
Statistical Analysis Comparison
Polar Plunge
Supplemental Reporting
Call Volume Summary
Police Programs
Explorers
Investigations Summary
Reserves
D.A.R.E
West Metro Drug Task Force
Unmanned Aerial Vehicles (UAV) Program
Embedded Social Worker
Personnel
2
2
Community Outreach
National Night Out
National Night Out 2022 was a fantastic time to bring our community and public safety
together. We had 31 neighborhood gatherings each led by a host who helped organize
each party. The police and fire departments joined each one. This was a great way to
meet people in our community. We had eight police officers as well as police reserve
officers and a community service officer who joined together to be at each
neighborhood. We want to thank everyone who joined in on this incredible community
event. We look forward to this event every year as it really is a special way to meet all
of you.
3
Firearm Safety
For the fourth year now, the Orono Police have hosted a DNR Firearm Safety course for
youths in our community. Instructors from Orono PD partnered with the MN DNR and
Chunks Automotive Service to provide a new generation with a complete safety course.
Students ages 11 and older attended a
classroom -based firearms certification
course where they learned how to
handle firearms safely, responsibilities of
a hunter and wildlife conservation. They
participated in a Field Day where they
exercised their knowledge in scenario -
based training. Each student finished the course with a final exam and received a
firearms safety certificate. The class was filled with great students again this year.
Special Olympics Polar Plunge
Once again, the Orono Police Department, city councilmembers, and other friends and
family formed a team to support the fundraiser for the Special Olympics. The team
raised $5820.00 in 2022, an increase from 2021 when they raised $3736.00 (approx.).
The team jumped in the freezing waters of Lake Minnetonka in January of 2022.
Thanks to this brave team, thousands of athletes across the State will receive these
funds raised.
Police Programs
Explorers
On April 22, 2022, the 47th Annual MN Explorers
Conference Award Banquet was held. This was the first
time back after the program had been cancelled for two
years due to Covid. It was a great banquet and a great
honor as the Orono Police Department Explorers received
multiple different awards. This year at the conference, three explorers were sent to the
conference and competition. Explorers Sam, Alex and Caden did a fantastic job. They
brought home five awards, including a 1st place, 2nd place, two 3rd place and a 5th
career opportunities • life skills
service learning • character
education• leadership
experience
place trophy. They were more than 40 agencies
represented and more than 350 explorers. Sam also
received two scholarships and our long-time Explorer
Advisor Jane Szczepanik received the 2022 Advisor of the
Year Award. We done to all of them as it was very well
deserved. Officers Mike Fournier and Trey Wiebusch
also played vital roles and advisors. Congratulations on a great year!
Police Reserves
The Orono Police Reserves were busy once again. They worked many regular events
such as Tour De Tonka, football games, Orono High School graduation, Polar Plunge,
Holiday Train, Orono Tree Lighting, Gear West Half Marathon, Long Lake Fire 5k,
Excelsior 4th of July Fireworks, Orono High School parade, training the Orono Police
Explorers, and many more events around the Lake Minnetonka area and Hennepin
County. Reserve Sgt. Ed Rundle retired and moved to the Nebraska. Ed usually
volunteered 500 to 1,000 hours every year, he will be greatly missed. Reserve Carver
Christianson has also retired due to being hired by the Mankato Police Department as a
police officer. We currently have 10 members that range from college students to
business owners.
5
5
IN111 A 0
In 2022, Officer Sturm taught over 178 61h graders at Grandview Middle School. He also
taught over 15 51h and 61h graders at Our Lady of the Lake and all of the 3rd grade
students at Shirley Hills Primary. The 61h grade students covered 10 lessons while the 3rd
and 5 1 h grade students have 5 lessons. This was Officer Sturm's last year or teaching
DARE in the Mound Westonka School District. Thank you Officer Sturm!
Embedded Social Worker
Hennepin County established a new program in 2019 to have an embedded social
worker amongst officers in police departments throughout the County. In 2022, Orono,
along with 6 other local departments joined this program. The goal is to connect
individuals that may be experiencing homelessness, mental health situations, and/or
substance abuse issues with a social worker that can provide ongoing support,
resources and appropriate services. Officers can provide referrals to the social worker
when they are concerned about a citizen's situation and ongoing care.
Since the inception of the program with the Orono Police Department in May of 2022,
72 cases were referred to the social worker last year. Positive impacts have been made
from both the law enforcement system side and those that are experiencing these
health concerns.
Embedded Social Worker Expansion within Hennepin County
2019 2020-2021 2022 2023
5 workers 15 workers 31 workers 45 workers
I
Unmanned Aerial Vehicles (UAV) Program
This program was developed in 2020. The UAV's provide us with better capabilities
when searching an area for a lost or missing person along with a larger safety margin
when dealing with critical incidents. The UAV was deployed without a search warrant
30 times in 2022. The reasons for a UAV deployment without a search warrant
allowed by statute are provided below:
Reason Code
Reason
1
During or in the aftermath of an emergency situation that involves the risk of
death or bodily harm to a person
2
Over a public event where there is a heightened risk to the safety of
participants by bystanders
3
To counter the risk of a terrorist attack by a specific individual or organization
if the agency determines that credible intelligence indicates a risk
4
To prevent the loss of life and property in natural or man-made disasters and
to facilitate operational planning, rescue, and recovery operations in the
aftermath of these disasters
5
To conduct a threat assessment in anticipation of a specific event
6
To collect information from a public area if there is reasonable suspicion of
criminal activity
7
To collect information for crash reconstruction purposes after a serious or
deadly collision occurring on a public road
8
Over a public area for officer training or public relations purposes
9
For purposes unrelated to law enforcement at the request of government
entity provided that the government entity makes the request in writing to
the law enforcement agency and specifies the reason for the request and
proposed period of use
The date of deployment and the reason code are required to be submitted to the BCA
UCA Data Collecting Unit each year. The following are the number of times and the
reason code for each deployment reported by our agency in 2022:
Reason Code
Number of Deployments
1
3
8
27
"All other reason codes = 0
7
7
High School Forensics Day
The Orono High School offers a forensics class to their
students. In this class, the students
conduct multiple labs relating to forensic science that
routinely occurs in law enforcement. The Orono Police
Department has hosted a Forensics Day class for the past
several years. The day includes sessions from the Hennepin
County Medical Examiner's Office, and multiple
interactive stations and scenario based incidents
where the students play the role as police
officers and interact with role players. They
conduct traffic stops, with scenarios that officers
encounter daily, including compliant drivers and
drivers that need to be arrested.
At another station, students can see, feel and
try on different police equipment, including SWAT gear. Forensics Day is always a hit
with the students.
io
Lake Minnetonka SWAT
The Lake Minnetonka SWAT team had a busy year with training.
The team had one call out with the potential of a couple others.
The call out started with a father/son dispute where the father
was possibly stabbed with a knife where he was found in the
yard bleeding from the neck. The mother fled the house and informed the neighbors
that her son was in the house with a knife. The SWAT team was called in. The team
attempted to make contact with the son using a negotiator but were unsuccessful. The
team made entry and found the male sleeping in the bedroom in the upstairs of the
house. The father ultimately died from his injuries.
The team had the following training:
• MRAP driving both on -road and off -road
• Building searches using threshold assessments
• Officer Tim Wessels of the Orono Police Department conducted medical training
relating to SWAT
• New rails were installed on the sides of the MRAP, so they worked on riding and
deploying from them
• Practiced officer/victim rescues
• Scenario -based training at Camp Teko in Orono involving an encampment
• Scenario -based training in Minnetrista involving a drive -by shooting, hostage rescue
and mental health issues
• Firearms training at the Delano Gun Club. Officers needed to qualify, as well as do
different drills to get better at shooting from different body positions
• Camp Ripley
• Searching interiors and scenario -based training in Maple Plain
The team also conducted two fitness tests throughout the year where each operator
needed to do 40 consecutive pushups, 45 sit-ups in a minute, 1:30 minute plank, 50-
yard dummy drag and a mile run in under 9 minutes and 15 seconds.
One of the highlights of 2022 was hosting the Minnesota Tactical Officer Association
Conference at Camp Ripley for approximately 10 metro SWAT teams. This included
coming up with a fitness challenge, as well as creating and executing scenario -based
training. A lot of work went into this training that started in November of 2021.
I
Crime and Activity Reporting
Activity Summary
280 Investigative Cases
76 Theft Cases
55 Assaults
220 Department Arrests
29 Fraud/Forgery
15 Criminal Sexual Conduct
29 Death Investigations
11 Motor Vehicle Thefts
0 CVO (0 resulting in death)
11 Referred Vulnerable Adult
Cases
26 Burglary Cases
0 Arson
150 Handgun Permit to
Purchase
1 Robbery Case
1 Homicide
Part I / Group A Crimes
35
30
25
20
15
10 - —
5
Homicide Rape Robbery Agg Assault Burglary Theft MV Theft Arson
■Mound ■Orono ■Spring Park ■Mtka Beach
10
10
Statistical Analysis Comparison of 2021 and 2022
Part I — Group A Crimes
2021
2022
% Change
Homicide
0
1
100%
Rape
10
4
-60%
Robbery
1
1
0%
Aggravated Assault
7
15
53%
Burglary
13
26
50%
Theft
111
68
-39%
Motor Vehicle Theft
17
11
-35%
Arson
1
0
-100%
Tota 1
160
126
-21
Supplemental Reporting
Reported as a pursuit by a peace officer of a fleeing suspect in a motor vehicle.
Pursuits
2020
2021
2022
1
6
5
Day of Week Call Volume Summary
Day of the
Week
Sunday
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Total
Priority
1
2
3
4
5
Total
858
96
1131
131
0
2216
951
92
1277
182
0
2502
839
87
1127
247
0
2300
803
81
1362
272
0
2518
878
75
1090
234
0
2277
937
100
1811
222
0
3070
1051
70
1671
139
0
2931
6317
601
9469
1427
0
17814
W� The Orono Police Department was dispatched a total of 17,814 calls in
2022. The average highest call volume day of the week is Friday.
11
11
Investigation Summary
Homicide
Victim, a 6-year-old juvenile male, was killed by the suspect who was the victim's
mother. The suspect was arrested and charged with 2"d degree murder. The case
went to a Grand Jury trial where the jury determined that enough evidence was
presented to indict for 1' degree premeditated murder. The case was then scheduled
for 2023. "Update, at the time of this publication, a jury found the suspect guilty of
1' degree premeditated murder and 2"d degree murder. She was sentenced to life in
prison without the possibility of parole.
Burglary (Occupied Dwelling)
Officers received a call of an unknown make party that had forced entry into a house
and fired a handgun inside the kitchen of the residence. Officers located the suspect,
who fit the description from the homeowners, and he was taken into custody without
incident. A loaded handgun was found in the jacket pocket of the suspect. He was
charged with 1" Degree Burglary, Threats of Violence, Reckless Discharge of a Firearm
and Carrying a Pistol w/out a Permit. He pled to the counts of 1" Degree Burglary and
2"d Degree Assault with a Dangerous Weapon and sentenced to 41 months in prison.
Stolen / Recovered Motor Vehicles
Officers responded to call of a motor vehicle theft. An auto mechanic kept a truck for
two months and drove it around without fixing it. He claimed he was driving it for two
months to figure out what was wrong with it, even though the owner had told him
what was wrong and supplied the replacement parts. He was charged with motor
vehicle theft.
Officers also recovered several stolen vehicles throughout the year. In two separate
instances, the drivers were arrested and charged with felony narcotics and possession
of stolen property.
12
12
Theft
A victim reported that his vehicle was broken into while at the Orono Ice Arena. His
backpack was stolen, along with the contents that included credit cards, identification,
$200, and a black Hellcat 9 mm handgun with the holster and a full magazine. The
suspect(s) subsequently attempted to use the credit cards at various locations. The
firearm was eventually recovered by the Saint Paul Police Department. SPPD reported
that the handgun was found in the street nearby an abandoned vehicle that was found
to be stolen. A suspect was identified in this incident and Orono investigators assisted
three other metro area agencies with the same suspect in theft from motor vehicles,
liquor store and liquor store walk -outs. Charges are pending and it remains an open
investigation.
Criminal Sexual Conduct
Orono Police took a report of criminal sexual conduct in which a male attempted to
sexually assault his girlfriend and he threw a lamp at her and chased neighbors down
the hall with it. He was charged with 3rd Degree Criminal Sexual Conduct and domestic
assault. The case was referred to the Hennepin County Attorney's Office.
Ajuvenile female reported that she had been sexually assaulted by her father on
numerous occasions. Investigators had the juvenile meet with an interviewer from
Cornerhouse. Through the investigation, it was determined that sexual assault had
taken place and the case was forwarded to the Hennepin County Attorney's Office.
Another juvenile female reported of being sexually assaulted by her former boyfriend
throughout their dating relationship. The case was submitted to the Hennepin County
Attorney's Office for review of 41h Degree CSC charges.
Assault
A domestic argument led to a confrontation between two male parties. The male
resident of the home retrieved his handgun from the basement. A short time later, a
physical altercation occurred and the gun went off, striking the other male in the head.
EMS as well as the Orono Police responded, provided medical aid and the male victim
was taken to the hospital. The male survived but underwent surgery and will have life -
altering injuries. The case was sent to the Hennepin County Attorney's Office for
charging.
13
13
A neighbor dispute occurred and resulted in a neighbor stabbing the other neighbor. A
charge of 2nd Degree Assault was sent to the Hennepin County Attorney's Office but
was dismissed and charged by the city attorney for Disorderly Conduct.
Drug Overdose
Orono officers responded to six drug overdoses in 2022, all of which were non -fatal.
The overdoses involved the drugs fentanyl, methamphetamine and prescription drugs.
In Hennepin County, a new tool was created in the fight against overdoses. Agencies
have access to a mapping tool where they can submit overdoses cases and tracking can
be done more accurately.
2022 Submissions
Fatal No
Fatal
Fatal
Fatal
No -Fatal
Non-
Non-
Non-
Naloxone
Single
Multi
Unknown
No
Fatal
Fatal
Fatal
Dose
Dose
Naloxone
Single
Multiple
Unkown
Dose
200
4
47
64
241
128
746
1865
OOYAP $iispEted Ovefdose 5ubmissions In the last Yeff
=1 Emries Per Mauth
aw 290 297 290 ZU 274
30° 229 3-0i 311 247 20
as0
NO
150 117
log
50
l
Months
14
14
West Metro Drug Task Force
Collaborative Partnership
The West Metro Drug Task Force (WMDTF) is a multi -agency coordination of drug
enforcement in our communities. They work to reduce the supply of illegal narcotics
and curb the criminal activity that is associated with drug abuse. The WMDTF is
comprised of officers, deputies and sergeants from the Orono Police Department,
Medina Police Department, Minnetrista Public Safety, West Hennepin Public Safety
and the Hennepin County Sheriff's Office.
2022 Statistics
The WMDTF had another successful year in seizing large quantities of illegal narcotics
and confiscating guns and removing them from the streets in our communities. New to
this report, is the amount of US Currency that was seized from the illegal sale of
narcotics.
Search Warrants .................................... 82 Meth ................................................ 93.5 Ibs
Arrests.................................................... 50
Charges..................................................... 38
Indictments ................................................ 4
Guns......................................................... 67
Cocaine ............................................ 71.5 Ibs
Fentanyl...............................................
336 g
Marijuana ......................................
216.5 Ibs
US Currency ..................................
$350,000
15
15
Personnel Changes
New Officers
Brayden Sherman came to us with prior experience from the Foley PD
as a part-time officer and the Benton County Sheriff's Office as a Court
Deputy. He has a criminal justice degree from Hennepin Technical
College. He joined the Orono Police department in April of 2022.
Cory Slipka joined our department in June of 2022. His prior
experience included the Foley PD as a part-time officer and the
Brooklyn Park Fire Department from 2001 to 2016, where he earned
the rank of Training Captain. Slipka has a criminal justice degree from
Hennepin Technical College.
Retirements / Departures
Zach Hway retired from the Orono Police Department in May of 2022
after nearly four years of serving as a police officer to our agency. He
was a field training officer and also a UAV operator. Zach was a very
knowledgeable asset to our department and will really be missed.
Jami Wittke retired from the Orono Police Department
in March of 2022 after serving just over 9 years of service in the positions
of police officer, investigator, as well as being a training coordinator, a
Field Training Officer and on our DART team. Prior to joining OPD, Officer
Wittke worked for the Mound Police Department from 1999 — 2013,
where she also worked as a police officer, investigator, school resource
officer and with the West Metro Drug Task Force. Officer Wittke retired with 23 years
16
16
of police service. Wittke was a hard worker, very knowledgeable, a friend to all and
she will be greatly missed. We wish her all the best in her retirement.
Tim Wessels had come to the Orono Police Department as a part-time
police officer with prior experience as a full-time firefighter and
paramedic for the Oakdale Fire Department. He also previously
worked for the Washington County Sheriff's Office. Wessels accepted
a full-time police officer position with the Oakdale Police Department.
Tim was a great addition to our patrol division and department and will also be greatly
missed. His last day was in November of 2022.
Mike Wocken retired from the Orono Police in August of 2022. Wocken
was hired as a full-time community service Officer with Orono in February of
2016. Prior to his service to Orono, he was with the Mound Police
Department. Mike brought a wealth of knowledge and was a jack -of all -
trades. He coordinated our squad car fleet, handled the animal control for
each city we serve, took care of all our equipment maintenance, assisted
officers on calls including accidents, just to name a few things. He was
always willing to help out wherever he was needed. He will also be dearly missed.
17
17
1
Mound Fire Department
2022 Annual Report
Vision Statement: It's our vision to be known as an innovative and progressive fire
department. We are dedicated to the delivery of effective fire suppression, rescue
services and quality fire safety education to the public.
We strive to offer the best available education and training to our members. We
are committed to providing an environment which fosters teamwork among
members. We desire to have an atmosphere of open communication which
promotes the health and welfare of individual members.
This Annual Report is prepared for the Mayor and Councilors for the City of
Mound, and also the Mayors and Councilors of the four other cities we serve. This
report is also presented to and reviewed with our Mound Fire Commission
members.
Mound Fire Department Centennial
1923-2023
100 years of proudly serving the Westonka Communities
Section I: Introduction and Overview
The year 2022 was another successful year for the fire department. 2022 was a bit of a
transitional time within our department as we were getting back to a more normal
operational mode. The new protocols we implemented in 2020-2021 as a result of the
rampant COVID 19 pandemic were lessened, which made operations more normal.
In 2022 our staff number decreased from 41 to 39 firefighters. The 39 firefighters on staff
include the fire chief. Our department continues to recruit and train new firefighters to
replace our retiring personnel. We have a very capable group of firefighters that work hard
and are committed to public safety. We focus on the training of, and maintaining our
dedicated staff, which remains our highest priority.
Our Fire -Rescue callouts in 2022 were high at 723 vs. 659 in 2020, which is a substantial
9.71% increase. Callout activity was much higher than our five-year average of 604. The
higher number of Fire -Rescue callouts in 2022 is likely due to a number of factors, one being
an increase in EMS medical calls as a result of the pandemic.
Our firefighter emergency response hours decreased slightly by 169 hours from the 2021
levels, with hours in 2022 at 11,457 vs. 11,626 in 2021. The decrease in response hours is
partially due to the increase in medical calls which now make up 67% of all of our callouts.
Little know fact: the Mound Fire Department call volumes always rank in the top 8-9% of all
reporting Minnesota Fire Departments.
Footnote: due to the COVID 19 pandemic in years 2020-2023, we logged 360 lost work days
for firefighters on quarantine or self isolation.
19
Mound Fire Department
2022 Activity Report
2022 EMERGENCY CALLS
DUTY
TOTAL ALL OFFICER
CALLS CALLS CALLS
FIRE/RESCUE CALLS IN OUR PRIMARY SERVICE AREA 695 654 41
MUTUAL AID CALLS OUT OF OUR SERVICE AREA 28 28
TOTAL OF ALL FIRE/RESCUE CALLS 723 682 41
INCLUDING MUTUAL AID
2022 FIREFIGHTER EMERGENCY HOURS
ALL
DUTY
TOTAL CALL
OFFICER
HOURS HOURS
HOURS
FIRE/RESCUE PERSONNEL HOURS IN OUR PRIMARY 10,759 10,702
57
SERVICE AREA
MUTUAL AID FIRE/RESCUE PERSONNEL HOURS 698 698
FIRE/RESCUE PERSONNEL HOURS 11,457 11,400 57
INCLUDING MUTUAL AID
2022 FIREFIGHTER HOURS BREAKDOWN
FIRE/RESCUE PERSONNEL HOURS
11,457
INCLUDING MUTUAL AID
MAINTENANCE HOURS
1.281
TRAINING (IN HOUSE) HOURS
2,119
TRAINING (OUTSIDE) HOURS
732
MEETING HOURS
690
PUBLIC RELATIONS / FIRE PREVENTION
737
TOTAL VOLUNTEER HOURS
17,016
20
Mound Fire Department Breakdown of Rescue and Fire Calls 2017-2022
600
500 484
442
400
328
339 356 355
■ Rescue Calls
300 268 263 242 239 ■ Fire Calls
212 217
200
100
a
2'7 _ 2020 2021 Z
Mound Fire Department Total Fire and Rescue Calls 2003-2022
800
723
700 659
615 588 596 602 568 597
600 534 530 559 533 551 577 554 558 525 550
500 443
408
400
300
200
100
0
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
J:\admin\Annual Reports - RFP's - Studies\Annual Report\2022 Annual Rep2\Tound Fire Department\Charts and Lists\Historical Breakdown of Calls Chart
450
400
350
300
250
200
150
100
50
0
Mound Fire Department
2022 Total Calls by City
Mound Minnetrista Shorewood
7,000
6,278
6,000
5,000
4,000
3,000
2,000
1,000
0
Mound
28
Spring Park Mutual Aid Standby
® Calls
Mound Fire Department
2022 Firefighter Hours by City
1,699
151
Minnetrista Shorewood Spring Park Mutual Aid
■ Hours
Standby
22
q4W
OURTIS 'W
Section II: Organization and Administration
We continue to hire solid hard-working individuals, although recruiting and retention is much
more of a challenge today than it was in the past. Our mission is to hire people that support
our department philosophy, understand the value of providing superior customer service,
and anticipate a long term service tenure with our department.
The recruiting, training and retaining a staff of 39 firefighters is an ongoing priority and major
challenge, especially considering the increase in call volumes and the variety of services we
now provide. Throughout 2022, we continued our practice of restructuring our team -based
training schedule and eliminated most large group training sessions.
The department consists of a staff of 38 volunteer firefighters, one full-time administrative
assistant and full-time fire chief for a total staff of 40. A staffing summary for 2022 is....
• In 2022, 3 firefighters resigned due to conflicts with family priorities and their normal
job commitment. We successfully recruited and hired 2 new probationary firefighters.
• We averaged 16-17 firefighters responding per emergency call, which is exceptional
• In-house training hours for staff was 2,119, plus another 732 of outside schools training
• In-house repairs -maintenance hours in were 1,281. Repair and maintenance is done on
apparatus, equipment, and fire station is completed every week on Saturday mornings.
• Our staff led or attended 54 Public Relations or Fire Prevention events in 2022 and
clocked 737 staff hours (pure volunteer hours). 54 events is slightly less than normal.
• Our crews responded to 28 mutual aid requests in 2022 vs. 19 in 2021, with a total of
698 staff hours providing mutual aid assistance to other fire departments and cities.
• We have a diverse and energetic team with 543 years of accumulated experience. Our
combination of experience and youth can outperform any fire department in the area.
• As of 12-31-2022, 18% of our firefighters have less than 5 years of experience, which is
often a benefit to the department because of their athleticism, enthusiasm and energy.
Our firefighters, through dedication and hard work provide incredible service and a large
number volunteer hours to our communities, with a very conservative estimate of all work
by firefighters in 2022 at 17,016 hours.
23
MOUND FIRE DEPARTMENT
2023 - Firefighter General Information and Job Requirements
✓ The Department responds to approximately 650 - 700 Fire and Rescue Calls Annually
✓ Firefighters must respond to a minimum of 33% of Calls for each quarterly (3) month period. This
amounts to 220-240 calls per year minimum.
✓ Firefighters must attend in-house Training Drills per month (2 or 3 minimum per month on Monday
night); however, you are allowed to miss (1) one training drill per quarter.
✓ Firefighters must attend (1) one General Business meeting per month held on the 1 st Monday of
month, firefighters can miss (1) one per quarter
✓ Firefighters must attend (1) one Station and Truck Maintenance session every (5) weeks, typically
on Saturday morning. Must work a minimum of (6) hours of maintenance per quarter.
✓ Firefighters must work at annual Fish Fry and Dance. This requires one entire weekend, plus 3 - 4
nights are necessary in May to sell Tickets.
✓ Firefighters must pass our Firefighter Based Physical Agility Test (initial and annually)
✓ All firefighters must Complete Firefighter I and lI Training, Basic HazMat, and 1st Responder (now
called EMR) within the 1" 12-15 Months of employment.
✓ Firefighters must perform to department job performance standards and successfully complete the
(1) one Year Probationary Period
✓ Firefighters must live within Fire Service Coverage Area or with a city we serve
✓ Firefighters have the opportunity to, and in some cases are required to attend Miscellaneous Schools,
Conferences, etc. as necessary to meet Certification and Training requirements.
Employee Benefits
✓ Pride and Ownership of belonging to a 1st Class Organization, new job skills learned, and a personal
benefit of helping others within your community.
✓ Firefighters get paid and earn wages for fire response, training, and maintenance. Our firefighters are
considered Paid -on -Call and get paid twice per year (May and December).
✓ Comradery, Friendship and the opportunity to work with a TEAM of about 40 other firefighters!
✓ We have an excellent Retirement - Pension Plan for our firefighters which pays pension benefits
after 10 years of service and up to 30 years of service.
✓ Example of benefits would be: a 20-year retiree at the age of 50 years receives a Lump Sum Payout
of $123,700 and a 30-year retiree would get a payout of $185,550.
24
Mound Fire Department
2022 Organizational Chart - Administration
Fire Chief /
Fire Marshal
Admin. Assistant Emergency
Management
Asst Chief
Safety -Wellness
- Staff — Probationary
Firefighter
Development
- Equipment, Gear &
Uniforms — Purchasing
- New Technology,
Radios & Mapping
Facility & Grounds,
Asst. Chief
Operations
ng
Purchasing
-Apparatus &
Equipment Testing &
Repairs
- Weekly Maintenance
Program: Apparatus,
Equipment
Asst. Chief
EMS Training
Overall EMS Training
Plans & Programs
Officer, Firefighters &
Probies
Specific: Training
Programs
- Health, Wellness, Staff
Testing (compliance
programs)
-Records/Documentation
Fire Code & Inspection, Compliance
Plan reviews & Documentation
Fire Investigation: Cause & Origin
Public Relations & Public Education
Asst. Chief
Fire Training
Overall Fire Training
Plans & Programs
Officer, Firefighters &
Probies
Specific: Training
Programs
-Fire Operations
Records/Documentation
25
50
45
40
35
30
25
20
i
15
10
5
0
Number of Firefighters 2007 to 2022
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
J:\admin\Administration, Staffing, Organization\Active Information\Staffing Summary 2007-2022
26
Mound Volunteer Fire Department
2415 Wilshire Blvd. Mound, Minnesota 55364
2023
Fire Officers and Companies
Fire Chief: Greg Pederson Asst. Chief 2 Administration: Greg Palm Fire Code -Inspections: MnSpect
Asst. Chief 3 Ops-Maint: Mike McCarville Asst. Chief 4 EMS Train: Matt Jakubik Asst. Chief 5 Fire Train: Andy Drilling
Medical Director: Kevin Sipprell Emerg. Management Deputy: Bryan Gorman Training Captain: Team Effort
Engine Co. 1 (24, 40)
Capt. 11 Tim Palm
n
Lt. 14 Mike Foley
0
Ed Vanecek
Bob Crawford
Shawn Hayes
Dan Patterson
Jeff Ottenbreit
Engine Co. 2 (29, 33)
Capt. 14 Jason Rice
Lt. 11 Dan Berent
Ben Foster
Matt Morris
Aaron Crandall
Mike Catton
Rescue Co. 1 (35, 39, 43
Capt. 16 Nick Farley
Lt. 16 Matt Linder
Steve Henkels
Danny Grady
Trevor Woytcke
Darren Poikonen
Effective date: January 9, 2023
Truck - Ladder Co. (26, 44
Capt. 15 Paul Jolicoeur
Lt. 15 Joey Blackstone
Derek Beiningen
Saul Calderon
Michael Jabs
J.D. Stuhr
Tyler Boos
Heavy - Special Rescue Co. (22. 37.42
Capt. 12 Chris Heitz
Lt. 12 Tanner Palm
Jeff Bryce
Carter Palm
Alex Erickson
Brent Knutson
Travis Pounder
'ladminiadministration, staffing,. organi.zationlofficer information and companies12023 officers and companies12023 officers and com anies 0 i-09-2023.docx y
27
MOUND FIRE DEPARTMENT
Years of Service List
START
Rank
No.
NAME
DATE
EQUIP. #
Yrs Svc
Chief 1
1 GREG
PEDERSON
2/3/1975
18
Over 20 years
47.91
Asst. Chief 2
2 GREG
PALM
4/1/2013
15
(Return to Svc)
38.69
Captain 11
3 TIM
PALM
10/3/2015
17
(Return to Svc)
33.24
4 EDDIE
VANECEK
3/6/2017
34
(Return to Svc)
30.98
5 BOB
CRAWFORD
11/6/2017
6
(Return to Svc)
27.93
Asst. Chief 4
6 MATT
JAKUBIK
11/17/1997
37
25.12
7 DARREN
POIKONEN
2/19/2021
30
(Return to Svc)
23.27
8 STEVEN
HENKELS
9/10/2001
2
y
21.31
Asst. Chief 3
9 MIKE
MCCARVILLE
1/6/2003
35
15 - 20 years
19.98
Lieut. 14
10 MIKE
FOLEY
5/10/2004
16
18.64
Captain 15
11 PAUL
JOLICOEUR
5/10/2004
39
18.64
Captain 14
12 JASON
RICE
7/26/2004
42
18.43
Asst Chief 5
13 ANDY
DRILLING
5/20/2006
25
16.62
14 BEN
FOSTER
5/20/2006
29
16.62
Bat. Chief
15 BRYAN
GORMAN
11/5/2007
21
15.15
16 MATT
MORRIS
11/5/2007
44
15.15
17 AARON
CRANDALL
10/5/2009
8
10 - 15 years
13.24
18 SHAWN
HAYES
10/5/2009
38
13.24
19 JEFFREY
BRYCE
3/21/2011
46
11.78
Captain 16
20 NICK
FARLEY
3/4/2013
52
5 - 10 years
9.83
21 DANNY
GRADY
3/4/2013
47
9.83
Captian 12
22 CHRIS
HEITZ
3/4/2013
48
9.83
23 DANIEL
PATTERSON
3/4/2013
51
9.83
24 JEFF
OTTENBREIT
7/21/2014
53
8.45
Lieut. 12
25 TANNER
PALM
10/5/2020
54
8.22
Lieut. 11
26 DAN
BERENT
10/3/2015
55
7.24
27 MICHAEL
CATTON
10/3/2015
57
7.24
28 CARTER
PALM
10/3/2015,
58
7.24
Liut. 16
29 MATT
LINDER
4/4/2016
60
6.74
30 ALEX
ERICKSON
3/25/2017
63
5.77
31 BRENT
KNUTSON
3/25/2017
64
5.77
Lieut. 15
32 JOEY
BLACKSTONE
12/4/2017
67
5.07
33 TREVOR
WOYTCKE
11/5/2018
68
Under 5 years
4.15
34 TRAVIS
POUNDER
8/31/2019
69
3.33
35 DEREK
BEININGEN
2/3/2020
70
2.91
36 SAUL
CALDERON
10/5/2020
72
2.24
37 MICHAEL
JABS
10/5/2020
73
2.24
38 JD
STUHR
3/7/2022
74
0.82
39 TYLER
BOOS
8/1/2022
75
0.42
*Years of service is as of:
12/31/2022
Updated 12/31/2022
JAadmin\Administration, Staffing, Organization\Active Inf&&ation\Seniority List - Current
,t , s
Section III: Finances and Budget
The 2022 year-end fire fund balance decreased significantly, as planned and expected. The
decision to make some major purchases and spend down the fire fund reserve balance was
intentional and supported by the Fire Commission. The result is a lower overall fund balance
because we took the opportunity to address some glaring capital needs in years 2020, 2021,
and 2022. A financial summary is as follows:
• Several major capital purchases were made in 2022. All purchases were budgeted and
planned. These purchases were necessary to address apparatus and equipment needs.
• Since 2020, our financial strategy has been is to draw down the fire fund balance. This
strategy aligns and supports the departments Long Term Financial Plan, which includes
the bonded debt payments due on the ladder truck and new HDR pumper.
• The fire account fund balance at the beginning of year 2022 was $395,373. The fire
reserve fund balance decreased by $131,005 to a 2022 year-end balance of $267,497.
• During the years 2020, 2021, and 2022 the decision to address both operational and
capital expenditure needs ... the fire fund balance has been reduced by $292,805.
• The facility bonded debt payment of $282,940 ended in 2022, and will be a major relief
to our budget. Since bond payments started, fire budget bond payments = $5,485,568.
• A critical monetary supplement to our yearly budget has been donations and grants. In
2022, our donations and grants added approximately $40,000 to our revenue.
• Since 2003, MFD has received $589,573.79 in grants which has added significant $ to
our revenue for equipment purchases, and to help sustain minimal budget increases.
• Our careful management of the fire department budget and limiting expenditures over
the past 10 years has been very prudent and cost effective, with a budget increase
average of only 1.75% over the 10 year period from 2014-2023.
• The cost of Mound fire protection is very low and cost effective at $199 per household
across our service cities. The average cost for fire protection in Minnesota is $268 per
household (refer to summary page for more detail).
29
Category
Operations
Capital Outlay
Building Rental
Principal, Interest & Fees
Equip Certificates
Subtotal
Pension - Cities
Total
Other Revenue
Budgeted Deficit
Pension - State 2%
Pension Contribution
MOUND FIRE DEPARTMENT
2022 BUDGET VS. EXPENDITURES - SUMMARY
OPERATING BUDGET
2022 Budget 2022 Actual
Variance
% Expended
$
764,922.00
$
753,902.00
$
(11,020.00)
98.56%
$
93,647.00
$
113,383.00
$
19,736.00
121.07%
$
282,940.00
$
282,940.00
$
-
100%
$
135,800.00
$
135,825.00
$
25.00
100.02%
$
1,277,309.00
$
1,286,050.00
$
8,741.00
100.68%
$
138,000.00
$
138,000.00
$
-
100%
$
1,415,309.00
$
1,424,050.00
$
8,741.00
100.62%
$
-
$
42,283.00
$
(42,283.00)
100.00%
$
164,547.00
$
-
$
164,547.00
NA
$
-
$
138,848.00
$
(138,848.00)
100.00%
$
-
$
138,848.00
$
138,848.00
100.00%
Change in Fund Balance
$
(131,005.00)
FIRE TRUCK REPLACEMENT (RESERVE)
1/01122 Balance 2022 Contribution 2022 Expenditure 2022 Interest 12/31122 Balance
$ 395.373.00 $ - $ (131,0 $ 31 $ 267,496.OQ
Operating Reserve Fund $ 130,000.00
2023 Available Cash $ 137,496.00
2023 Fund Draw $ -
JAadmin\Financial, Budgets, Contract, Expenses\Financial 2022 - Budget and Fire Contract\General Documentation\2022 Budget vs Expendituresu23 Pr�� Ved Year End Balance $ 137,496.00
NOTE: the*fund balance amount above does not include $675,5504 in a prepayment for the HDR Pumper Fire Truck #48.
Fire Fund Balance as of 12.31.2022
Beginning
Fund
Interest
Year
Fund Balance
Draw or Revenue
Earned �j
2018
$
464,870.00
$
36,574.00
$ 10,095.00
2019
$
511,540.00
$
28,829.00
$ 13,688.00
2020
$
554,057.00
$
(50,941.00)
$ 1,952.00
2021
$
505,067.00
$
(110,859.00)
$ 1,165.00
2022
$
395,373.00
(131,005.00)
$ 3,128.00
2023
$
267,496.00
$
-
$ 2,000.00
12.31.2022
Year End
Fund Balance
$
511,540.00
$
554,057.00
$
505,067.00
$
395,373.00
$
267,496.00
$ 268,496.00
Contract
10% Reserve
$ 130,000.00
$ 130,000.00
$ 130,000.00
$ 130,000.00
$ 130,000.00
$ 132,000.00
Available
Cash
$
381,540.00
$
424,057.00
$
375,067.00
$
265,373.00
$
137,496.00
$ 136,496.00
31
2014-2022 MOUND FIRE DEPARTMENT REVENUE SUMMARY
All Inclusive Revenue (Permits, Grants, Equipment Sales, Donations and Miscellaneous)
REVENUE
2022
2021
2020
2019
Misc Revenue
Burn Permit
$140.00
$135.00
$80.00
$20.00
Report, Sign, Misc Trng-1 nsp Fees
$130.00
$304.28
MBFTE -Training Grants
$5,880.00
$26,600.82
$3,192.00
$14,867.31
Grants (LMCD, Centerpoint, AFG)
$6,947.11
$2,400.00
$151,758.10
$77,295.08
Reimbursements/Refunds
$4,200.00
$7,881.75
$22,052.53
$2,583.48
Equipment/Truck Sales
$0.00
$13,500.00
$4,785.00
$0.00
Donations
$21,083.42
$26,601.32
$8,278.22
$34,744.61
Billed Services
$1,625.00
$1,050.00
$50.00
$100.00
TOTAL $39,875.53 $78,168.89 $190,325.85 $129,914.76
GRAND TOTAL 2014-2022 $642,583,41
2018
2017
2016
2015
2014
$1,327.00
$20.00
$10.00
$10.00
$20.00
$60.00
$145.00
$105.00
$70.00
$20.00
$419.00
$6,499.79
$26,152.89
$13,084.56
$6,194.75
$8,400.00
$17,958.00
$7,150.00
$4,600.00
$6,907.75
$4,493.46
$10,599.72
$1,584.73
$45.00
$182.75
$28,882.82
$7,168.28
$21,250.93
$7,325.93
$16,928.02
$780.00
$3,877.00
$966.00
$624.00
$436.00
$35,834.47
$56,852.03
$70,011.12
$22,917.76
$18,683.00
1:\admin\Financia1, Budgets, Contract, Expenses\Fin-32:l ompansons, Reports and Data\2014-2022 Revenue
Mound Fire Department
2003-2022 - 20 Year Grant Summary
TOTAL AWARDED $589,573.79
20 Year Awarded Average $29,478.69
5 Year Grants Awarded (2018-2022) $314,741.26
5 Year Awarded Average (2018-2022) $62,94&25
CURRENTLY WORKING ON $11,156.02
APPLIED FOR - NOT FUNDED $3,064,823.00
1:\admen\Fnancial, Budgets, Cl!r Expenses\Grant Summary
I
�,nt([_t9_R7
Section IV: Strategic Plan and Initiatives
In 2004, my Strategic Plan Initiatives highlighted the following top three key areas:
1. Personnel- People - Staffing
2. Apparatus — Equipment - Supplies
3. Fire Station — Facility
• In 2022, we continued our focus on personnel and staffing that includes fire officer and
all staff development. We took necessary steps to expand our training plan and goals,
due to the ever increasing demand on fire departments for new call types and services.
• We have made a commitment to a substantial increase of attention and funding on our
firefighter Health, Wellness, and Safety. Example: In years 2011 thru 2023, we spent
$365,135.58 on upgrading our personal protective equipment for firefighters. This
includes items like protective turn -out -gear, helmets, boots, gloves, professional gear
washing and gear washing equipment.
• Our Strategic Plan "Top Three" will continue to be our focus, with new initiatives added
as necessary to support our goals of professionalism and operational excellence.
• Having available "Volunteer" firefighters to respond to all types of emergency calls and
to the less critical non -emergency service calls is primary purpose and our highest
priority. As of today, we can meet that challenge better than most fire departments.
34
Strategic Planning Factors and Considerations
A Dozen Priorities for Future
1. Focus on MFD Strategic Plan Critical Components (People, Apparatus, Facilities)
2. Focus on "Firefighter Health, Wellness and Safety"
3. Consider each city's needs in Fire Protection Services (Operations and Capital Improvement)
4. Is Service Quality meeting or exceeding Fire Contract requirements (ISO — PPC Rating)
5. Focus on Mission: Incident Priorities (Life Safety, Incident Stabilization, Property Conservation)
6. Meet or exceed accepted standards (NFPA, OSHA, ISO Public Protection Class)
7. Budgeting and Financial Constraints and Challenges - Current and Future
8. How to: meet our Capital Improvement Plan needs and get funding approval
9. Stay Current: Changing Fire Service Environment (call types, call volumes, staffing models)
10. Analyze and Evaluate: Work Load Factors. Call Types, Call Volumes, Call Times, Changing Environment
11. Are we simply maintaining..... or are we Expanding or Losing or Fire Protection Area
12. Consideration: Consolidation and Resource Sharing Options (future)
35
Strategic Planning Factors and Considerations
2004
1. Personnel/People:
• Personnel - numbers, location, and time of availability
• Adequately trained and diverse firefighters
• Well trained officers
• Firefighter Commitment
2. Equipment and Supplies:
• Apparatus — trucks, boats, trailers, etc.
• Firefighter turnout gear and safety equipment
• Basic tools and equipment of all types (i.e. fire hose)
• Specialized tools and equipment (i.e. extrication tools, water rescue suits)
• Supplies to support all operations including: fire, hazmat, rescue, etc.
3. Facilities:
• Response facilities to store apparatus, equipment and supplies
• Training facilities for firefighter training and education
■ Maintenance facilities for maintaining and cleaning everything
■ Centralized facilities for efficient response times
• Additional or support facilities for large scale events and emergencies
36
L9PO"U74hQU
Section V: Capital Improvement Plan (CIP)
Apparatus and Equipment Replacement: in general, expenditures on Capital Improvement
Projects since 2003 has been very low due to budget limitations and financial constraints.
The largely limiting factor has been our $282,940 annual facility bond payment.
However, in the past 5 years including 2022, our position with regard to Capital Improvement
Plan (CIP) projects has improved greatly. We have made major strides and good progress by
addressing our CIP needs. Some examples are:
In 2021, we purchased a new Polaris UTV Utility Grass Rig w/Pump at a cost of $36,936
which replaced an old obsolete 1986 Chevrolet Gras Rig.
• In 2021, we purchased two different types of Holmatro Extrication Tools at a cost of
$26,408. These sets replaced old obsolete 20+ year old tools
• In 2021, we purchased a 2021 Chevy Tahoe Duty Vehicle at a cost of $56,930. The new
truck replaced a 2010 Tahoe. Also sold our 2010 Tahoe to St. Bonifacius FD for $10,000.
• In December 2021, we ordered a Pierce Heavy Duty Rescue 1500 GPM Pumper at a
cost of $675,474. The price includes a $23,091 pre -pay discount. The new engine will
replace Engine #24 which is a 1996 Freightliner Pumper.
• Two other large apparatus that need to be replaced and are on the horizon: Heavy
Rescue #22 (1990) and Engine #29 (2003) at a cost of approximately $1,437,400.
We continue to analyze apparatus usage and consider options to meet our ever changing
apparatus and equipment needs. Fire apparatus, equipment and tools are becoming more
expensive; therefore prudent cost-effective apparatus purchases are always a consideration.
The Fire Commission is very active and involved in discussions pertaining to apparatus needs
and replacement plans, weighing in on financial feasibility and our future purchases. The Fire
Commission involvement is essential to our Long -Term Financial Plan, by participating in
discussions on our Fire Fund Reserve Balance, and approving future CIP purchases.
37
Section V: CIP continued
City Hall and Fire Station: our facility is ideal for daily administration, staff activities, housing
apparatus, equipment storage, classroom training, and support of emergency response
operations. The facility is now 20 years old and there are facility repair and maintenance
items will need to be budgeted for and addressed in the near future. The list of facility repair
items that need attention will be included on the updated Long -Term CIP for our facility.
As mentioned earlier, the fire department annual bonded debt payments of $282,940 ended
in 2022. The end of facility bond payments makes our financial outlook much improved. This
will help our budget and Capital Improvement Plan significantly. As bond payments end; the
updated Long Term Financial Plan will include setting aside funds for major repairs for HVAC,
roof replacement, and other facility maintenance.
2023 Priority Projects:
• Continue to make progress on Capital Improvement Plan (CIP) through planning and
the purchase of equipment, with focus on apparatus replacement. Update the Long
Term Financial Plan with projected revenue, expenses, CIP, and pension plan funding.
• In 2021 and 2022, fire apparatus and support vehicles were a priority. We performed a
needs analysis in 2016, created a plan, justified needs, and began implementation. We
continued to work the plan in 2022. Much progress has been made on the CIP with
regard to apparatus and equipment replacement.
• In 2021, the Fire Commission and Mound City Council approved the purchase of a new
engine. Bond sale proceeds amount was $600,000 at an interest rate of less than 2%.
We expect delivery of the new Pierce Heavy Duty Rescue Pumper late in Sept 2023.
• The Mound Volunteer Fire Relief Association Pension Plan funding level and investment
performance has been very good. An actuarial valuation on the pension fund was
completed as of 12.31.2021 with a fund balance of is $6,157,293.
• A well deserved pension benefit increase was approved by the Fire Commission and
Mound City Council that became effective January 1, 2022.
Mound Fire Department
Capital Improvement Plan Progress Report 2016 to 2022: major progress has been
made on the Capital Improvement Plan. An overview summary of these projects is
listed below:
I. Health, Wellness and Safety
✓ 2016 — 2020 numerous Turn -Out Gear and PPE purchases, gear wash, repair services
✓ 2018 Grant $$ for Portable Radios from LSU-Rehab-REP program grants
✓ 2019 Washer Extractor and Gear Dryer for Turn -Out -Gear
✓ 2019 - 2020 Replacement of all 800 MHz Mobile or Portable Radios
✓ 2022 New (25) sets of Turn -Out -Gear: ordered and in-service in 2022
✓ 2023 New (8) more sets of Tun -Out -Gear: ordered and delivered in 2023
II. Apparatus
✓ 2016 Chevrolet Suburban SUV EMS Rescue Unit #43
✓ 2016 E-One HP78 Aerial Ladder Unit #44
✓ 2018 GMC Sierra F350 Pickup Unit #45
✓ 2019 Upgrades to both boats: new outboard motors for each boat
✓ 2021 Polaris Ranger UTV Utility Grass Rig Unit #46
✓ 2021 Chevrolet Tahoe SUV Duty Vehicle Unit #47
✓ 2022 Pierce Heavy Duty Rescue Pumper 1500 GPM Unit #48: delivery July 2023
III. Tools and Equipment
✓ 2017 AutoPulse Automatic CPR Machine
✓ 2018 Station mounted Breathing Air Compressor, Fill Station, Cascade System
✓ 2018 Truck mounted Fill Station and Cascade System
✓ 2020 Self -Contained Breathing Apparatus (SCBA), plus extra tanks, masks
✓ 2020 Holmatro Rescue -Extrication Tools: Hydraulic large multi -tool set
✓ 2020 Holmatro Rescue -Extrication Tool: Battery Powered small single tool
✓ 2022 Lucas Device Automatic CPR Machine
IV. Facility
• 2018 Concrete Replacement: Front and Rear Apron
• 2022 Mezzanine Gear and PPE Storage Room: for organization and efficiency
GOALS:
1. Summarize costs and funding source of major Capital Improvement projects since 2016
2. Plan and Forecast ALL anticipated major Capital Improvement Projects 2023-2030
39
MOUND FIRE DEPARTMENT
2023 Apparatus and Equipment
Unit Number
Equipment
Type
Description
Radio
Alias ID
22
Rescue
1990 E-One Heavy Rescue - Command Vehicle
R12
24
Engine
1996 Freightliner Custom Pumper - 1500 GPM
E12
26
Utility
1999 Ford Pickup F250 Crew Cab Utility
U12
28
Boat
2001 19' Silver Wolf Boat - 225 HP Honda
B11
29
Engine
2003 Salisbury E-One Pumper - 1500 GPM
E11
30
Utility
2003 Pace American Life Safety Unit Trailer
TR11
35
Tanker
2007 Freightliner 3000 gal Tanker - 750 GPM
T11
38
Boat
2009 Zodiac 11'Boat - 15 HP Suzuki
B12
40
Engine
2010 Freightliner Pumper 2000 gal - 1250 GPM
E13
42
Duty Chief
2013 Chevrolet Tahoe 4x4 SUV Duty Vehicle
SQ01
43
Rescue
2016 Chevrolet Suburban Rescue 4x4 SUV
R11
44
Ladder
2016 E-One HP78 Aerial Ladder - 1500 GPM
L11
45
Utility
2018 GMC Sierra Pickup 350OHD 4WD Crew
U11
46
Utility
2021 Polaris Ranger UTV Grass Rig
G11
47
Duty Officer
2021 Chevrolet Tahoe 4x4 SUV Duty Vehicle
D01
48
Engine
2023 Pierce H. D. Rescue Pumper 1500 GPM
Future Ell
J:\admin\Operations\Apparatus\Apparatu4 formation\Trucks\Apparatus List 2023
MOUND FIRE DEPARTMENT
Apparatus Replacement Plan
DRAFT
Replacement
Priority
Priority
Unit #
Year
Make Model
Cost/Price
Est. Value
Replacement Cost
Year
Age
Rank
Ur enc
24
1995
Freightliner - Pumper
$ 315,000.00
$
15,000.00
$
675,000.00
2021
25
1
High
22
1990
E-ONE Heavy Rescue Equip
$ 203,085.00
$
34,000.00
$
525,000.00
2023
30
2
High
42
2013
Chevrolet Tahoe Duty SUV
$ 40,112.00
$
31,000.00
$
48,000.00
2024
7
5
Medium
29
2002
Typhoon E-ONE - Pumper
$ 266,500.00
$
72,000.00
$
675,000.00
2026
18
6
Medium
28
2001
19' Silver Wolf Fire Boat
$ 44,806.68
$
14,000.00
$
47,000.00
2026
19
7
Medium
28T
2000
King Boat Trailer
$ 2,000.00
$
1,500.00
$
3,200.00
2026
20
7
Medium
38
2009
Zodiac I F C340 15 HP
$ 1,800.00
$
1,100.00
$
2,000.00
2025
11
9
Low
38T
2009
Trailer for Zodiac
$ 750.00
$
300.00
$
800.00
2025
11
9
Low
30
2003
Pace American Trailer
$ 40,000.00
$
27,000.00
$
22,000.00
2028
17
10
Medium
35
2007
Freightliner Tanker/Pumper
$ 167,500.00
$
62,000.00
$
215,000.00
2032
13
11
Medium
40
2010
Freightliner Tanker/Pumper
$ 228,725.00
$
105,000.00
$
368,000.00
2035
10
12
Medium
43
2016
Chevrolet Suburban - Rescue
$ 42,451.39
$
46,500.00
$
84,000.00
2031
4
13
Low
44
2016
E-One HP78 - Aerial Ladder
$ 731,000.00
$
710,100.00
$
1,068,000.00
2036
4
14
Low
45
2018
GMC Sierra 350 4WD Crew Cab Pickup
$ 37,462.00
$
46,000.00
$
75,900.00
2036
2
15
Low
26
1999
Ford F250 Pickup - Utility
$ 24,834.00
$
5,200.00
$
42,000.00
2020
21
16
Sell
46
2021
Polaris Ranger North Star w/Pump
$ 36,000.00
$
36,000.00
$
56,000.00
2031
1
17
Low
47
2021
Chevrolet Tahoe Chief Officer Vehicle
$ 46,000.00
S
58.N0.00
$
58,000.00
2029
1
18
Low
48
2021
New Engine -Pumper
$ 67%000.00
$
698,500.00
$
698.500.00
2037
0
19
Low
Total:
S 2.903.026.07
$
1,963,200.00
$
4,663,400.00
1. It is recommended that apparatus more then 15 years old that have been properly maintained and that are
IMPORTANT NOTES: PER NFPA 1901 still in serviceable condition be placed in reserve status.
STANDARD FOR AUTOMOTIVE FIRE 2. Apparatus that were not manufactured to be the applicable NFPA fire apparatus standards or that are
APPARATUS: over 25 years old should be replaced.
17
1981
Stuphen M#TS-100 Aerial Ladder
$
250,000.00
$
6,000.00
$
735,000.00
N/A
SOLD
2016
18
1985
Ford - Pumper
$
250,000.00
$
5,000.00
$
465,000.00
N/A
SOLD
2015
34
1998
Ford 1T Truck EMS Rescue
$
55,000.00
$
12,000.00
$
48,000.00
N/A
SOLD
2016
33
1986
Chev 1T 4x4 Grass Rig
$
45,000.00
$
3,500.00
$
3,500.00
N/A
SOLD
2021
39
2010
Chevrolet Tahoe Chief SUV
$
29,622.55
$
10,000.00
$
10,000.00
N/A
SOLD
2021
37T
2009
Trailer for Polaris Ranger
$
1,800.00
$
1,400.00
$
1,750.00
N/A
SOLD
2020
37
2009
Polaris Ranger 6 x 6
$
12,000.00
$
5,800.00
$
7,250.00
N/A
SOLD
2020
41
2010
Haulmark Command Trailer
$
2,600.00
$
2,100.00
$
2,606.00
N/A
SOLD
2020
J:\edmin\Financial, Budgets, Contract, Expenses\Financial 2023 - Budget and Fire Con44-pital Improvement Plan 2022-2023\Vehicle Replacement Plans R2 2015-Curren)
2415 Wilshire Boulevard
Mound, MN 55364
Main:952,472.3555
Fax: 952.472.3775
www.moundfire.com
December 7, 2021
TO: Mayor Ray Salazar
Mound City Councilors
City Manager Eric Hoversten
FROM: Fire Chief Gregory S. Pederson
SUBJECT: Engine -Pumper Apparatus Purchase FY-2021
Pierce HDR-Pumper Truck 1500 GPM
This MEMO recommends final approval of purchase of one (1) Pierce Heavy Duty Rescue
HDR-Pumper truck at a contract purchase price of $675,474.00, including all prepayment
discounts as shown in the contract. Delivery lead time: approximately 15 months. The purchase
price is based upon the Houston -Galveston Purchasing Consortium and discount pricing.
As per our normal fire department process, we formed an Apparatus Replacement Committee to
thoroughly evaluate our needs to determine the best fire truck for both short-term and long-term
needs. Pumper trucks are essential to fire suppression efforts when responding to all types of
fires. This truck will be a lst out rig and respond to emergency callouts over 100 times per year.
The Piece HDR-Pumper is clearly the best choice regarding quality, efficiency, and value for the
cities we serve. The HDR-Pumper will have a long -life span of 15-20 years.
Background: on July 22, 2020 the Mound Fire Commission approved the 2021 fire department
budget which included a comprehensive Capital Improvement Plan (CIP), Mound City Council
approved the CIP and purchase and the fire department budget in September 2020.
Included in the CIP was the pureliase of a new Lng,ine-Punrper truck to replace our 25-year-old
Engine ##24, which is 1995 freightliner 1500 glim pumper truck. The 2021 budgeted annount for
a new'Engine-Pumper truck is $675,000, with s. hori l safe cash of $600,000 and the, remaining
balance of $75,474 to come from fire reserve account.
NOTE: this Engine -Pumper purchase was on hold for 6-8 months because fire department
a dininistration Applied for an Assistance to Fire righters rI:NIA gra,it t11 t11e amount of $610,500
to rutid another fire truck 1urchase. t infnrtunalely, we were notified by f LMA several weeks ago
that otitr grant request was ku}t approved f(),- runding. The grant application caused a project
delay; however, the grant application was well intended and worth the effort.
1:\admin\flnanclal, budgets, contract, expenses\flnanclal 2021- budget and fire contra ct\capital Improvement plan\pierce hdr pumper
purchase memo 12.08.2021.docx
W
�A� MACQUEEN
r EMERGENCY
MacQueen Equipment, LLC
1125 7th Street East
St. Paul, MN 55106
Sold To:
CITY OF MOUND
2415 WILSHIRE BOULEVARD
MOUND, MN 55364
OUST PO: Contract
Ship To:
ONE (1) PIERCE HDR-PUMPER
MOUNTED ON AN ENFORCER CHASSIS
PER BID/PROPOSAL #1027
PLUS PERFORMANCE BOND
LESS PREPAY DISCOUNT*
TOTAL DUE MACQUEEN EMERGENCY
INVOICE
No. PPY-MOUND-1027
Date: 11 /30/2021
Terms: UPON RECEIPT
$698,565.00
INCLUDED
($23,091.00)
$675.474.00*
*DUE WITH CONTRACT FOR PREPAY DISCOUNT TO BE APPLICABLE.
Please remit to:
MacQueen Emergency
1125 7th Street East
St. Paul, MN 55106 Subtotal $ 675,474.00
Sales Tax
invoice Total $ 675,474.00
• '4 Page 1'
P4nFORM. LiRc 1io dri4fY
43
Chassis
Chassis -
Seating Capacity
Overall Height
Overall Length
GVVY Rating
Safety
Front Axle
Rear Axle
Engine
Electrical System
70" cab with a 10" raised roof
Material
Aluminum
**New on the Enforcer* Metal dash and HVAC cover
Shelving
Adjustable, up to 500 lb
6
Doors
Rollup
9' 11.10"
Pump
Waterous,1,500 gpm
34'
Tank
750 gallons, low hose bed
46,500 lb
Storage
Thru-tunnel ladder storage
Side Roll and Frontal Impact Protection
Pump Panel
Pierce° Control Zone TM
HAAS Alert Collision Mitigation - R2V
34" pump panel with integrated speedlays
TAK-e Independent Front Suspension, 19,500 lb
Foam System
Huske 3 Foam System
Dana S26-190, 27,000 lb
Foam Cell
20 gallons
Cummins 1-9, 450 hp,1,250 torque
Command ZoneTm Advanced Electronics System
Section VI: Challenges for the Future
The Nationwide trends and struggles that many paid -on -call fire departments face is due to
the lack of volunteer firefighters. Many of our Metro and Rural area fire departments are
changing their staffing model by hiring full-time firefighters or transitioning to duty shifts for
volunteers. Our current Business Model of using volunteers (without scheduled shifts) brings
an incredible value to our tax paying customer and residents. This volunteer system should
be maintained as long as possible. Challenges for Mound Fire include:
• Recruiting, Training, Retaining high quality individuals as volunteer firefighters
• Managing the extremely high costs associated with hiring, outfitting, and training staff
• Develop our existing officers and future leaders, with a ongoing goal to replace our
experienced retiring firefighters and officers.
• Implementing Health, Wellness, and Safety Programs for firefighters and their families,
including the high cost of replacing Turn -Out -Gear at a cost of approximately $100,052
for 2022, and addressing all other protective equipment needs and safety practices.
• Being creative with staffing and response plan options to effectively manage volunteer
staff time, to use personnel efficiently and reduce time commitment
• Track emergency call types vs. service calls to potentially expend our staffing plan and
response model to use firefighters time more wisely (i.e. expand Duty Officer Program).
• Draft a new Long -Term Financial Plan, with revenue and basic operating expenses, plus
major expense categories to meet our administrative, staffing and operational needs.
• Funding the replacement of Old Obsolete Apparatus that are critically important:
➢ Heavy Rescue #22 is 32 Years Old: replacement cost of approximately $715,000
➢ Engine #29 is now 19 Years Old: replacement cost of approximately $722,400
• Partnering with or sharing services (mutual aid or other) with other fire departments
and communities to insure cost effective, efficient, and high quality service.
45
�0
MISSIN
The number of volunteer firefighters
in the U.S. is at a two -decade low, for
a variety of socioeconomic reasons.
Here's how to reverse the trend.
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Fire Department
Annual Training Requirements
The following is a list of refresher intervals required of the Fire Service in Minnesota. These are all items required
by OSHA or NFPA.
Required Topic
Frequency
Agency
Training Requirement
Blood Borne Pathogens
Annual
OSHA
No set hour requirement
Employee Right to Know
Annual
OSHA
No set hour requirement
Confined Space Awareness
Annual
OSHA
No set hour requirement
Respiratory Protection
Annual
OSHA
No set hour requirement
Lock out/ Tag out
Annual
OSHA
No set hour requirement
Portable Extinguishers
Annual
OSHA
No set hour requirement
Hazardous Materials Awareness
Annual
OSHA/NFPA
No set hour requirement
Confined Space Rescue
Annual
OSHA/NFPA
Train to proficiency
Hazardous Materials Operations
Annual
OSHA/NFPA
8 hours annually
Fire Brigade
Annual
OSHA/NFPA
Train to proficiency
Fire Ground Operations
Annual
NFPA
Maintain skills / Annual Skills
Technical Rescue (Auto X, Ropes, Con Space, etc)
Annual
OSHA/NFPA
Maintain skills / Annual Skills
Emergency Vehicle Operation
Annual
NFPA
Maintain skills / Annual Skills
Pump Operations
Annual
NFPA
Maintain skills / Annual Skills
Incident Command
Annual
NFPA
Maintain skills / Annual Skills
Emergency Medical Responder (First Responder)
2 years
EMSRB
16 hours
Emergency Medical Technician (EMT)
2 years
EMSRB
24 hours
Each licensed firefighter is responsible for his/her documentation of the 72 hour continuing education training in
the previous three-year period for license renewal.
47
Mound Fire -Long Term Budget and Financial Plan
Staffing Plan or Model Considerations
All trends nationally and statewide indicate staffing challenges in the future may require a significant change
is our staffing model. I.e. duty crews, part-time staff. Fire departments change out of necessity, and it is not a
cost savings. Many other area fire departments are changing their staffing model!
❖ Other Local Fire Departments cannot maintain adequate staff: Sustainability
❖ Excelsior Fire District: 2019 — 2020 went to daytime and overnight duty crews (sleeping in fire station)
❖ Chanhassen Fire went to overnight duty crews (sleeping in fire station)
❖ Chaska Fire: has been transitioned to duty crews over the past 2-3 years
❖ Plymouth Fire: added fulltime firefighter staff in 2019 (staffing stations with duty crews)
❖ Hopkins Fire: added fulltime firefighter staff in 2018 (staffing stations with duty crews)
❖ Brooklyn Park: eliminated volunteers and went to all fulltime firefighter staff in 2016
❖ Eagan Fire: transitioning to fulltime staff over the past 3-4 years
❖ St. Louis Park FD: eliminated volunteers and went to all fulltime firefighter staff in 2022
❖ Golden Valley: currently doing in depth study of Metro Area Staffing Models
❖ Bloomington Fire: received SAFER Grant for 16-18 Full -Time due to lack of responders
❖ The List Goes ON!
Mound Fire — Action Plan
Staff and Response Plan - for January — April 2023
Action Items and Priorities:
Perform and Study and Data Analysis on Call Trends (volume, type, day of week, time of day)
❑ Perform and Study and Data Analysis on Firefighter Responses (percentages, FF per callout, etc.)
❑ Perform a Needs Analysis and Cost Analysis on Callout Types vs. Firefighters needed
❑ Evaluate the Mutual Aid Responses, Costs and Impact on MFD
❑ Evaluate Future Staffing Plan Models, Options, and Financial Impact (Long Term Financial)
❑ Compile Duty Officer Program Reponses and options for expanding the program
❑ Sustain — Maintain the Paid -On -Call Staffing Model as Long as Possible
i•
Mound Firefighter Safety Initiatives
Costs
1. Firefighter Health, Wellness and Safety: Cancer, Other BIG $$ Well Worth Effort
2. Through Various Programs: PPE, Policies, Procedures, Purchases
3. Health Screening, Physical Exams, Mask Fit Testing: $4,747.06
4. PPE and Turn -Out- Gear Replacement
❑ 2020 - 5 sets Honeywell Morning Pride --- $ 11,581.25 = $ 2,316.25 per set
❑ 2021 - 9 sets Honeywell Morning Pride--- $ 22,022.10 = $ 2,446.90 per set
❑ 2022 - 25 sets Globe Athletix Flex ----------$ 93,646.25 = $ 3,745.85 per set
❑ 2023 - 8 sets Globe Athletix Flex ----------$ 34,056.00 = 4,257.00 per set
TOTALS: 47 sets Cost: $ 161,305.00 from 2020 to 2023
5. Washer Extractor and T.O. Gear Dryer
❑ Cost to purchase: $18,130.78
6. Annual Gear Washing and NFPA Certified Repairs
❑ 29 sets of Turn -Out -Gear Cleaned and Repaired at a cost of $4,934.34
7. Basic Decon and Rinsing of T.O. Gear HELPS!
$ 130.65 increase 5.6%
$ 1,298.95 increase 53.1%
$ 511.15 increase 13.6%
$ 1,940.75_increase 83.8%
50
MnFIRE
Hometown Heroes
Assistance Program
October 2022
Dear Minnesota Fire Service Colleague:
Since it was passed last year, the most comprehensive firefighter well-being legislation in the nation has
supported hundreds of peer support calls and visits with mental health providers, trained the majority of
the state's firefighters on their occupational health risks, and has paid out almost $1 million in critical
illness claims — all at no cost to firefighters, their departments or their communities.
We've enclosed copies of a brochure outlining the benefits the Hometown
Heroes Assistance Program provides Minnesota firefighter. Please
distribute this important information to each firefighter in your department.
This major milestone in the fight for Minnesota firefighter health has so far provided support to
firefighters in 85 of Minnesota's 87 counties and combines three vital elements, all led by the Minnesota
Firefighter Initiative (MnFIRE):
a An assistance program with expanded emotional trauma resources;
m An up-to-$20,000 critical illness policy; and
ko Ongoing health and wellness training.
All active Minnesota firefighters — volunteer, paid -on -call, part-time and full-time — can access the
MnFIRE Assistance Program, are automatically enrolled in the Critical Illness insurance policy and can
receive training = all at no cost to them or your department.
Please let us know iffyou have any questions about the Hometown Heroes Assistance Program benefits,
or if you need additional brochures. Minnesota firefighters can receive help for a crisis, find out more
information or file a claim by calling 888-784-6634 or visiting www.inntireiiiitiative.cain.
Thank you for letting your firefighters know about these potentially life -changing — and entirely free —
resources.
Sincerely,
Wayne Kewitsch
MnFIRE Executive Director
3750 Wooddale Ave. S., St. Louis Park, MN 55416
51
mnfireinitiative.com
r■
Lr
Deep -Dive Sessions
These two-hour sessions are catered toward those who have already
completed our MnFIRE Awareness training and want further education on
the health risks facing firefighters. Current trainings include:
• Cardiac
• Cancer
• Emotional Wellness
Nutrition *New for 2022-2023*
• Firefighter Fitness *New for 2022-2023*
• Sleep *New for 2022-2023*
• MnFIRE Awareness for Loved Ones *New for 2022-2023*
To learn more or to register for a training, scan
above or visit MnFIRETraining.org.
Or call the MnFIRE Assistance Program hotline
for immediate support 24/7 at 888-784-6634.
14 HOMETOWN HEROES ASSISTANCE PROGRAM
Section VII: Summary of Accomplishments
• Fire, Rescue, and a wide variety of Service Calls continue to increase. Our staff
continues to meet the challenges presented to us. I believe our training, experience,
commitment, hard work, all result in exceptional customer service.
• Hiring, training, and development of our staff has historically been very successful. Our
staff of firefighters and administrative personnel continues to be our most important
asset and is still being sustained as a key strong element.
• Although 18% of our staff has less than 5 years of service and lack experience, we have
continued to achieve our goal of providing professional level of service at a low cost.
• Our improved Insurance Services Office Public Protection Classification Rating of 3,
effective April 1, 2021 confirms our high -quality level of fire protections services.
• Prudent Budget Management in the past and again in 2022 has created a very positive
financial position. Grants and donations have been a major factor and supplement our
budget. The fire department financial position is the best it has been for 20 years.
• Duty Officer Program: in 2022, our duty officers responded to a total of 337 calls which
approximately 47% of our calls. This program greatly improves our response times and
efficiency. The Duty Officer program saved an estimated 697 staff hours in 2022.
• The Mound Fire Relief Association Pension Fund is managed well, and had a balance of
$6,157,292 on 12.31.2021, remains healthy and is a key benefit for our firefighters.
• In 2018, 1 increased emphasis on Firefighter Health, Wellness and Safety. This program
continued in 2022 in the areas of personal protective equipment (PPE) for firefighters.
Our department has completed a series of MnFIRE Training for staff.
• In 2020-2021 the COVID 19 pandemic presented a new set of challenges and new
protocols, with some of the impact lingering in the form of increased medical -EMS
callouts. We have accepted the challenges and successfully navigated through in 2022.
53
Insurance Services Office, Inc.
Public Protection Classification
Agencies Reviewed
Dispatch Center — 10 points
4&
Fire Department — 50 points
Water Supply — 40 points
Community Risk Reduction— 5.5 points
,�,10 x .64 �..
Fire Protection Area
PPC Rating Old vs. New
Mound
Shorewood
Spring Park
Minnetrista
NOTES:
MOUND FIRE DEPARTMENT
ISO Public Protection Classification Ratings
With Hydrants
2009 2012
4 4
6 5
6 4.
8 4
2015
2020
4
3
N/A
N/A
4
3
4
3
2009
none
9
none
9
Without Hvdrants
2012
2015
2020
N/A
N/A
N/A
5
5
4/10
N/A
N/A
N/A
4
5110
4/10
1 Residential property insurance rates only improve up to an I.S.O. Rating of 7; anything above a rating of 7
generally does not change/reduce insurance premiums for residential properties.
2 The Insurance Services Office Public Protection Classification is a measure of the department fire suppression
capabilities.
3 The most recent Insurance Services Office (ISO) Public Protection Classification audit for the Mound Fire
Dept. and our service area cities was completed in 2019, with results published and effective date of
April 1, 2020
4 ISO audits are typically done approximately every 5-6 (was 10) years.
I')-Jan-20
J:\admin\ISO,NFPA,OSHA,NIMS - SAFETY\ISO Information and AudM0 Rating Effective 2020\ISO Fire Classification Summary 1.13.2020
Mound Fire Department
Deployment Plan 2022
All Trucks and 2021 Chevy 2013 Chevy Tahoe
Apparatus Tahoe
24-7 24-7 24-7
2016 Ford Explorer
As Needed
Fire and Emergency Duty Officer Response Chief Officer Day -to -Day EM Coordinator/CSO
Response Response
7 Days per week as per Duty Officer "Back -Up"
All Call Events and DO Schedule Weekdays,Weekend
Mutual Aid Mutual Aid -Officer Nights, Saaturda s
-- i WWI
Duty Officer — Shadow
Training Program
Weekday Evenings,
Weekends
FD Schools or other
Training
When vehicle is available
57
Duty Chief and Duty Officer Shifts
Sunday Night thru Friday Morning (5) Nights
® 10:OOpm — 6:00am
a 40 Hours per week - $150 per week, plus call pay
Friday Nigli t — Sunday
6:00pm-6:00am
6:00am-6:00pm
• 6:00pm-6:00am
Friday/ Saturday (12 hours)
Saturday (12 hours)
Saturday / Sunday (12 hours)
• 6: 00am-6:00pm Sunday (12 hours)
2 -24 hr. shifts per weekend - $150 per shift, plus call pay
• 48 hours of coverage on the weekend
Mound Volunteer Fire Department Relief Association
Pension Plan Financial Information and Overview
❑ The MVFD Relief Pension Plan is well funded at this time: $6,159,293 (Dec. 31, 2021)
❑ The State of MN requires a Pension Plan Actuarial Valuation every two (2) years
❑ The MVFD Pension Fund "Actuarial Valuation" is due 12.31.2023
❑ MVFD pension: Lump Sum = $6,185.00 per year of service (if fully vested)
➢ Lump Sum Benefit after 20 years: $123,700.00
❑ MVFD pension: Monthly = $31.75 per year of service (if fully vested)
➢ Monthly Benefit: after 20 years: $670.00 (not all qualify for monthly)
❑ Pension benefits are paid out at age 50 years or when retiring from active duty
❑ Firefighters have chosen higher $ pension plan contributions vs higher $ hourly pay
❑ MFD Budget: total firefighter annual pay is approx. equal to pension contributions
❑ Firefighter typically don't focus on pension plan benefits early in their career
59
The Mound Volunteer Fire Department Relief Association, Inc.
Annual and Monthly Pension Benefit Accrual or Schedule
Effective January 1, 2022
ANNUAL BENEFIT
Years of
Service
Accrued
Benefit
Amount of
Benefit
*Annual
Payout
10
60%
$6,185.00
$37,110.00
11
64%
$6,185.00
$43,542.40
12
68%
$6,185.00
$50,469.60
13
72%
$6,185.00
$57,891.60
14
76%
$6,185.00
$65,808.40
15
80%
$6,185.00
$74,220.00
16
84%
$6,185.00
$83,126.40
17
88%
$6,185.00
$92,527.60
18
92%
$6,185.00
$102,423.60
19
96%
$6,185.00
$112,814.40
20
100%
$6,185.00
$123,700.00
21
100%
$6,185.00
$129,885.00
22
100%
$6,185.00
$136,070.00
23
100%
$6,185.00
$142,255.00
24
1003E
$6,185.00
$148,440.00
25
100%
$6,185.00
$154,625.00
26
100%
$6,185.00
$160,810.00
27
100%
$6,185.00
$166,995.00
28
100%
$6,185.00
$173,180.00
29
100%
$6,185.00
$179,365.00
30
100%
$6,185.00
$185,550.00
Attachment B
"MONTHLY
BENEFIT
Years of
Service
Accrued
Benefit
Amount of
Benefit
*Monthly
Payout
10
60%
$33.50
$201.00
11
64%
$33.50
$235.84
12
68%
$33.50
$273.36
13
72%
$33.50
$313.56
14
76%
$33.50
$356.44
15
80%
$33.50
$402.00
16
84%
$33.50
$450.24
17
88%
$33.50
$501.16
18
92%
$33.50
$554.76
19
96%
$33.50
$611.04
20
100%
$33.50
$670.00
21
100%
$33.50
$703.50
22
100%
$33.50
$737.00
23
100%
$33.50
$770.50
24 1
100%
$33.50
$804.00
25
100%
$33.50
$837.50
26
100%
$33.50
$871.00
27
100%
$33.50
$904.50
28
100%
$33.50
1 $938.00
29
1 100%
$33.50
$971.50
30
1 100%
$33.50
$1,005.00
* Benefit Amount = Years of service x Accrued Benefit x Amount of Benefit
**Monthly Benefit Option only available to individuals hired prior to December 31, 2012
J:\admin\Relief Association\MN State Auditor, State Statutes, and Legislative\MFD Bylaws\2022 Bylaws\2022 Vesting Accrual Schedule Draft
p'PC UU WI
2023 Priorities and Focus: Top 5
1. Create a Strategic Business Plan (or model) with a purpose of creating a basic
foundation to update our Long -Term Financial Plan through year 2030.
2. Update our Long -Term Budget Forecast and Financial Plan through year 2030, including
all major purchases and our Capital Improvement Plan $$.
3. Continue to focus on our full-time and paid -on -call staff as our most important asset:
through Recruiting, Hiring, Training, and Retention of high -quality people.
4. Maintain our effort on... and attention to Firefighter Health, Wellness, and Safety
Programs with new concepts, methods, and financial support.
5. In 2023, Mound Fire Department will celebrate 100 years of community service, by
planning and hosting numerous special events as part of our centennial celebration.
Looking to the future: we can improve our long-term budget, financial stability and solidify
our future operations by continuing our solid partnership with Minnetrista, Spring Park and
Shorewood. In the future it may become advantages for us to expand our operations and
partner with other cities and other lake area fire departments. A fire partnership would likely
create an expanded fire protection plan, and lead to more efficient use of firefighters time,
allow for shared support staff, and lessen the need for reserve apparatus equipment. In the
long term, a fire partnership would also be a benefit to the residents of Mound, Minnetrista,
Spring Park, St. Bonifacius, Orono, and other communities.
In closing: the cost of fire protection in Minnesota is extremely low and a incredible value. In
a recent study, Minnesota ranked 21st in population, but 45th nationally in fire service costs.
The low cost of fire protection confirms the need to maintain our current fire department
staffing model and our effective day -today operations as long as possible.
A special thank you to our city officials, fire commission members, and citizens for their
continued cooperation and support of the Mound Fire Department.
Respectfully submitted,
Gregory S. Pederson, Mound Fire Chief 13 April 2023
61
Mound Fire Celebrates 100 Years of Serving the Westonka Community
The year 2023 marks the 100th year the Mound Fire Department has been serving the Westonka
Community. The Mound Fire Department was formed in 1923 after the Ed Koehler Store, which also
housed the Mound Post Office burned to the ground. Since inception, the Mound Fire Department has a
long-standing tradition of dedication to community service and public safety. Our firefighters are very
proud to serve Minnetrista, Spring Park, Shorewood, and Mound.
The fire department has several events and activities planned for 2023:
• Creation of a "Special" Centennial LOGO 1923 — 2023 (seen
here)
• A Bigger and Better Fish Fry and Dance to be held on June 3,
2023
• Uniforms, Casual Wear, and Promotional items for staff and for
sale
• Restoration of Fire Pumper #1, the 1930's vintage Diamond-T
• Apparatus "Housing Ceremony" for New Pierce Pumper in Fall
2023
• Stay tuned for more fun events and activities in 2023
& 9 F "OU4, ly1
47n q — "44 q
Centennial Logo designed
by Nick Drilling
Mound Fire to Host 2023 Fish Fry and Dance
This year Mound Fire Department is celebrating 100 years of dedicated public service. One
event we are very proud of is the annual Fish Fry and Dance. This year our firefighters will host
the 70th Fish Fry on Saturday, June 3, 2023. This is a family event, with children's activities
from 3:00-7:00pm. Please join us fora fun day!
Tickets for the event will include the fish dinner and evening dance with live music provided by
the Selmer Effect, followed by headliner POP Rocks. Tickets will be sold in advance for $15.00
by firefighters walking neighborhoods. If firefighters miss you at home, you can call Mound Fire
at 952-472-3555 for advance ticket purchase. Tickets can be purchased at the door for $20.00.
What: MFD Fish Fry and Dance
Fish Dinner and Refreshments
Music by: the Selmer Effect followed by Headliner POP Rocks
When: Saturday June 3, 2023
Dinner: 3:00pm — 8:00pm
r
Dance: 7:30pm — Midnight
Min
WRY
Where: Mound Fire Station y
2415 Wilshire Boulevard
62
Mound Firefighters: Looking Out for Number #1
Did you know the first authentic fire truck owned and operated by Mound Fire Department was a
1930's vintage Diamond-T Pumper Truck? It is true, although the department had other vehicles
transformed into fire apparatus that they used from 1923 until the Diamond-T arrived. Within the
fire department, the classic Diamond-T is considered to be Unit #1. As part of the 1923 -2023
100-year Centennial Celebration, firefighters are working hard to restore the Diamond-T.
The restoration process will take hard work and cost some money. If you feel so inclined, the fire
department would appreciate any donations toward restoring this classic fire truck. Donations
large or small would be much appreciated. You can donate by ...... sending a check to Mound
Fire or through a donations link on www.moundfire.com.
63 f
Mound Fire -Long Term Budget and Financial Plan
(updated December 2022)
The Minnesota Center for Fiscal Excellence has a mission of educating and informing Minnesotans about sound
fiscal policy. In their newly published report on State Rankings of Local Government Revenues and Spending,
they established that the Minnesota Fire Service Cost are among the Lowest in the Nation per household.
The Facts: (some data from 2020)
❑ Minnesota Ranks 21St in the Nation in Population
❑ Minnesota Ranks well above the National average in Median Household Income
❑ Minnesota Ranks 451h in fire service costs in the Nation, which is extremely low and cost effective
❑ The Cost for fire services in Minnesota is very low at $268 per year per Household
❑ The Mound Fire "All Inclusive" Budget for the 2023 year is $1,280,235
❑ Based upon 2023 Budget, Mound Fire Service Costs are $193 er Household
❑ At the Minnesota Average Rate of $268 per Household, the Mound Fire Budget would be $1,514,214
❑ To be merely average within the State of Minnesota our 2023 Budget would need to increase by $268,024
❑ The $268,024 would be 21.5% increase
FA
CITY OF MOUND
City of Mound
Emergency Preparedness
2022 Annual Report
This report is to provide a summary of the City of Mound Emergency
Management and Preparedness (EMP) Department activities and
accomplishments for the year 2022.
65
I L)
CITY OF MOUND
Section I: Introduction and Overview
The year 2022 continued our focus on the importance of Emergency
Preparedness (EMP) for the City of Mound, which impacts all of our
neighboring communities. The ongoing challenges related to the
COVID 19 Pandemic and on potential for Civil Unrest were in the
forefront. These two unpredicted priorities increased our planning and
meeting activity, and increased staff time with regard to emergency
management.
While the Emergency Management and Preparedness department is
separate from the fire department, there remains the common mission
of Public Safety and Health. EMP is a very important part of any city's
emergency planning and preparation. Our city needs to be sure to be
trained and equipped for a unexpected disaster.
I ,
CITY OF MOUND
Section II: Organization, Staff and Budget
Our Emergency Management and Preparedness staff is small with a
part-time staff of three as indicated in the attached organizational
charts. The EMP budget is small at $48,288 for 2022. In 2022, the
department spent approximately $46,480 and was $1,808 under budget.
• EMP budget includes allocation of 35% of the Mound Field
Officer salary and benefits, and no funds allocated for fire chief or
administration support from the fire department.
• EMP budget also includes funds needed for maintenance and
monitoring contracts on the 3 warning sirens, and funds for the
city-wide notification system (called RAVE).
• There were no Capital Improvement Plan projects for Emergency
Preparedness in 2022
67
Emergency Management
2022 Organizational Chart — Emergency Management
Greg Pederson
Fire Chief / Director of Emergency Management
Vicki Weber
Administrative
Assistant
Andy Drilling
Emergency Management
Program Coordinator
Bryan Gorman
Emergency Management
Program Coordinator
FAA
CITY OF MOUND
Section III: 2022 Challenges & Priority Projects
There were a significant number of continuing declarations, programs,
processes, or protocols that were implemented in 2020 that carried over
into 2021 and 2022. This continuation of these programs involved and
impacted many of us including our Mayor, City Council, City
Manager, Fire Chief, and many other hard working staff members.
In 2022, the activity level and job tasks related to Emergency
Preparedness returned to more normal work load. The list of 2021
carry-over projects are a bit redundant but very relevant, with the list
of highlights is as follows:
• Utilizing the City of Mound and Lakes Area Emergency
Management Operations Plan
• Following the Comprehensive City of Mound COVID 19
Preparedness Plan
• Continuing to use Beat Practices for Health and Safety Protocols
for all city staff
• Working on and solving ongoing functional problems with the
warning sirens that began late in 2022, that carried over into 2023.
.•
I L)
CITY OF MOUND
Section IV: Summary of Accomplishments
All city staff adapted to new protocols and worked together to
successfully navigate through 2021-2022 with many ongoing
procedural, operational, and financial challenges. All essential city
operations have continued to be performed pretty much flawlessly. All
of our successes were accomplished without any negative impact on
city wide services or customer service quality.
70
IN- '")
FAAAAL
CITY OF MOUND
Section V: 2023 Priorities and Focus
• Plan and complete a Large -Scale Incident Training event for
elected officials and key city staff, in conjunction with the fire
department commands staff.
• Active and test all systems of the City of Mound Emergency
Operations Center
• Update the City of Mound Mitigation Plan and as necessary, the
Continuity of Operations Plan (COOP). Forward the updated plans
to Hennepin County Emergency Management
• Research and evaluate available options (and the practicality) for
securing, fencing, or building a barrier around city hall, police
precinct, and fire station in the event of civil unrest or some kind
of protect or assault on our facilities (refer to sketches).
Respectfully submitted,
Gregory S. Pederson
Mound Fire Chief
Director of Emergency Management
27 April 2023
71
EMERGENCY
MANAGEMENT 2018 Hennepin County All -Jurisdiction Hazard Mitigation Plan
Volume 1- Background and County Profile
HENNEPIN COUNTY EMERGENCY MANAGEMENT
1600 Prairie Drive, Medina, Minnesota 55304
February 1, 2018
On behalf of Hennepin County Emergency Management (HCEM), we are pleased to present the
2018 Hennepin County Multi -Jurisdictional Hazard Mitigation Plan.
The purpose of this plan is to identify the Counties major hazards, assess the vulnerability, and
to reduce risk using a variety of data and best practice measures to implement mitigation
projects. The plan identifies goals and recommended actions and initiatives for each jurisdiction
within this county to reduce and/prevent injury and damage from hazardous events. The intent
of the Plan is to provide unified guidance for ensuring coordination of recovery -related hazard
mitigation efforts following a major emergency/disaster, and to implement an on -going
comprehensive county hazard mitigation strategy intended to reduce the impact of loss of life
and property due to effects of natural hazards.
Through continued collaboration with each jurisdiction by providing staff expertise, support,
training and education opportunities, Hennepin County Emergency Management will continue
to increase its resiliency to the effects of natural hazards.
72
EMERGENCY
MANAGEMENT 2018 Hennepin County All -Jurisdiction Hazard Mitigation Plan
Volume 1- Background and County Profile
The Plan is intended to serve many purposes, including:
• Enhance Public Awareness and Understanding — to help residents of the County better
understand the natural and manmade hazards that threaten public health, safety, and welfare;
economic vitality; and the operational capability of important institutions;
• Create a Decision Tool for Management — to provide information that managers and leaders of
local government, business and industry, community associations, and other key institutions and
organizations need to take action to address vulnerabilities to future disasters;
• Promote compliance with State and Federal Program Requirements- to ensure the Hennepin
County and its incorporated cities can take full advantage of state and federal grant programs,
policies, and regulations that encourage or mandate that local governments develop
comprehensive hazard mitigation plans.
• Enhance Local Policies for Hazard Mitigation Capability- to provide the policy basis for mitigation
actions that should be promulgated by participating jurisdictions to create a more disaster
resistant future;
• Provide Inter -Jurisdictional Coordination of Mitigation -Related Programming- to ensure that
proposals for mitigation initiatives are reviewed and coordinated among the participating
jurisdictions within the county; and
• Achieve Regulatory Compliance- To qualify for certain forms of federal aid for pre and post
disaster funding, local jurisdictions must comply with the federal DMA 2000 and its
implementing regulations (44CFR Section 201.6). DMA 2000 intends for hazard mitigation plans
to remain relevant and current. Therefore, it requires that state hazard mitigation plans are
updated every three years and local plans, including Hennepin County's every five years. This
means that the HMP for Hennepin County uses a "five-year planning horizon". It is designed to
carry the County through a five year term, after which its objectives, goals, and assumptions will
be reviewed with revisions being submitted to the County Board for adoption and approval.
73
lVl o u�4D Exkm? L
3.1.29. CITY OF MOUND
Hennepin County- Mound
Mound derlved Its name from the Indian mounds once found within the present day limits, =
They were not built by the Dakota Indians, but made by prehistoric Indians. Mound Is also the f ��
birthplace of the Tonka truck, which is named after Lake Minnetonka. The "ronka Toys"
headquarters was originally located In Mound, until business picked upend they needed a more
suitable location for supplies to be delivered to. Considering Mound Is half water, it was very
hardto navigate
91
LatltudeAongltude:
44 9345775,-93 660610
Area:
4 95 q..Iles
Area - Land only:
2.86 sq. miles (58%)
Area - Water only:
2.10 sq miles (42%)
Population:
9,052
Housing Units:
4,379
�--� MOUND MITIGATION PLAN
School District
277 Westonka
Vulnerability
Murit1ee11vlJpP: 2S Mlles
Bridges: 2
Corporate/Employer
Commerce Plece3hopping Center
6horel1ne Place 6hoppingCenter
6: , L
01-11
t,V 0410f lfaclus
Capability
• Flre Department
Law Enforcement- Orono
• Police ChaptelnsGroup
• Public Works
• FCCRegistemd Amateur Radio Licenses: 43
Language
nl�
English • Spanish
POC: GREG PEDERSON
A. Mound Objectives and Actions _
Goal Minimize loss of life, injury, and damage to property, the economy, and the environment
1 from natural and man-made hazards _
OBJECTIVES
1A: Develop and Implement a basic "Hazard
Assessment- Risk Reduction Plan" in an effort to
circumvent loss of life, injuries or disasters.
113: Maintain or replace warning sirens on a
regular basis or as necessary to insure siren
functionality and effectiveness
1C: Ensure that all of the essential city first
responders have the current version of the
Emergency Response Guidebooks (ERG)
Ad
ACTIONS
1A1: Require Proper utility locates are completed per city
ordinance and state laws
1A2: Designate and/or create storm shelters within the
community, and communicate to public
181: Replace two (2) outdoor warning sirens that were
installed in 1987: due to age, system failures, and normal
system life expectancy.
1132: Ensure all outdoor warning sirens have a back-up
power source (i.e.: battery or solar power back-up
system).
163: Continue to monitor outdoor warning siren test
results to identify any required maintenance needs.
1C1: Distribute ERG guidebooks when the updated
version is received from Hennepin County and ensure
responders are well trained on use of ERG.
Goal I Increase education, outreach, and awareness
74
Under what Conditions will the
Continuity Plan be Activated?
The plan could be activated in response to a wide
range of events or situations — from a fire in the
building; to a natural disaster; to the threat or
occurrence of a terrorist attack. Any event that
makes it impossible for employees to work in
their regular facility could result in the activation
of the Continuity plan.
Continuity planning is simply the good
business practice of ensuring the execution
of essential functions and a fundamental
duty of public and private entities
responsible to their stakeholders.
Where can I learn more about COOP?
You can start with the COOP point of contact
(POC) for your organization or your Regional
COOP Program Manager. The COOP
POC/Regional COOP Program Manager is the
individual responsible for coordinating your
areas COOP -related activities and is the principal
liaison between your organization and the
National Continuity Programs (NCP)
Directorate. Another source of information
would be the web -based independent study
course on COOP (IS 546a and IS 547) that the
agency offers online.
Reference Documents:
■ FCD 1: Federal Executive Branch Continuity of
Operations
FCD 2: Federal Executive Branch Mission
Essential Functions and Primary Mission
Essential Functions Identification Process
• CGC 1: States, Territories, Tribal, and Local
Government Jurisdictions and Private Sector
Organizations
• NSPD-51/HSPD-20 — National Continuity Policy
www.fema.gov/about/org/ncp/coop/plannin shtrn
What is Continuity of Operations?
Continuity of Operations (COOP), as defined
in the National Continuity Policy
Implementation Plan (NCPIP) and the
National Security Presidential Directive-
5 1 /Homeland Security Presidential Directive-
20 (NSPD-51/HSPD-20), is an effort within
individual executive departments and agencies
to ensure that Primary Mission Essential
Functions (PMEFs) continue to be performed
during a wide range of emergencies, including
localized acts of nature, accidents and
technological or attack -related emergencies.
Federal Govemment
Government Functions
s
m
0
d�
s
m
mom.
What is the Goal of Continuity?
The ultimate goal of continuity in the executive
branch is the continuation of National Essential
Functions (NEFs). In order to achieve that goal,
the objective for organizations is to identify their
Essential Functions (EFs) and ensure that those
functions can be continued throughout, or
resumed rapidly after, a disruption of normal
activities. The Federal Government has an
important partnership with other non-federal
government entities and with private sector
owners and operators who play integral roles in
ensuring our homeland security.
Elements of a Viable Continuity
Capability
The Continuity Plan is the roadmap for the
implementation and management of the
Continuity Program. NSPD-511HSPD-20
outlines the following overarching continuity
requirements for agencies.
■ Essential Functions — The critical activities
performed by organizations, especially after
a disruption of normal activities. There are
three categories of essential functions:
NEFs, PMEFs, and MEFs.
■ Orders of Succession — Provisions for the
assumption of senior agency offices during
an emergency in the event that any of those
officials are unavailable to execute their
legal duties.
• Delegations of Authority — Identification,
by position, of the authorities for making
policy determinations and decisions at HQ,
field levels, and all other organizational
locations. Generally, pre -determined
delegations of authority will take effect
when normal channels of direction have
been disrupted and will lapse when these
channels have been reestablished.
• Continuity Facilities — Locations, other
than the primary facility, used to carry out
essential functions, particularly in a
continuity event. Continuity Facilities, or
"Alternate facilities", refers to not only other
locations, but also nontraditional options
such as working at home. ("teleworking"),
telecommuting, and mobile -office concepts.
• Continuity Communications —
Communications that provide the capability
to perform essential functions, in
conjunction with other agencies, under all
conditions.
■ Vital Records Management — the
identification, protection and ready
availability of electronic and hard copy
documents, references, records, information
systems, data management software and
equipment needed to support essential
functions during a continuity situation.
■ Human Capital — during a continuity event,
emergency employees and other special
categories of employees who are activated
by an agency to perform assigned response
duties.
■ Tests, Training, and Exercises (TT&E) —
Measures to ensure that an agency's
continuity plan is capable of supporting the
continued execution of the agency's
essential functions throughout the duration
of a continuity event.
■ Devolution of Control and Direction —
capability to transfer statutory authority and
responsibility for essential functions from an
agency's primary operating staff and
facilities to other agency employees and
facilities
• Reconstitution — The process by which
surviving and/or replacement agency
personnel resume normal agency operations
from the original or replacement primary
operating facility.
Four Phases of Continuity of
Operations Activation
Phase I - Readiness and Preparedness
■ Phase H - Activation and Relocation:
plans, procedures, and schedules to
transfer activities, personnel, records, and
equipment to alternate facilities are
activated
■ Phase HI - Continuity Operations: full
execution of essential operations at
alternate operating facilities is commenced
■ Phase IV — Reconstitution: operations at
alternate facility are terminated and normal
operations resume
Department: Emergency Management
CITY OF MOUND
2023 CAPITAL OUTLAY REQUESTS
Division: Emergency Preparedness
Submitted by: Gregory S. Pederson
Note: Please provide purpose and justification in a separate memo
Fund/ Dept
Dept Desc. Alloc % Level* Cost
Requested
Desired Total
Quantity Cost
Date: 7/19/2022
Item Replaced
Level /
and Trade-in Amt
Funding
(if applicable)
Source**
500-42215
Security Fencing installed around City
Hall and Fire Station
100%
2
$ 12,000.00
1 Lot
$ 12,000.00
NONE
3
500-42215
Incident Management Software for use
in Emergency Operations Center
100%
2
$ 6,500.00
1
$ 6,500.00
NONE[,--_3�
500-42215
Portable Workstations for Emergency
Operations Center (EOC)
100%
2
$ 6,200.00
1
$ 6,200.00
NONEL--3�
TOTAL
$ 24,700.00
* Level
1. Continue baseline service at present level
2. Increased efficiency of baseline service
3. Expand service to meet existing demand
4. Increase service to improve quality of life
** Funding Source:
1. Bonds
2. Equip. Cert.
3. Levy
4. Other (Specify)
77
Utility locates:
Pros:
Cons:
Deployment considerations:
Modifications:
Timeline for product:
Cost:
Vendors:
1
i
am Irfir,"IIfit at%TAt
Of
R
Utility locates:
Pros:
Cons:
Deployment considerations:
Modifications:
Timeline for product:
Cost:
Vendors:
79
n
Mound Community Development Department
2022 Annual Report
The Mound Community Development Department is pleased to present the 2022 Annual Report to
the City Council for review and consideration.
BUILDING PERMITS. The building permit valuation for all construction types for period of January 1,
2022 through December 31, 2022 was $16,233,885.94.
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 in
May 2018, is the current Field Officer for Mound. The Community Development Department also
works with other departments with regard to code violations and nuisance related issues. For
example, the Public Works and Parks Departments assist with grading/erosion control and
dead/diseased and hazardous tree matters and the Building Official assists with property
maintenance and building code issues. In 2022, the Field Officer opened (68) code compliance cases.
Additionally, hazardous abatement cases were authorized by the City Council for properties on
Lanark Road, Brighton Boulevard and Glenwood Road. The structure on Lanark Road was demolished
by the City in April 2022.
PLANNING COMMISSION. The 2022 Planning Case List is included as an attachment to the
Community Development Department Annual Report.
DEPARTMENT HIGHLIGHTS. Provided below is a list of projects which were undertaken and/or
completed by the Community Development Department. It is important to note that several of these
projects were completed in cooperation and with assistance from other departments, in addition to
the Planning Commission and/or City Council:
- Full conversion to on-line building permitting with MnSpect (Community Core).
-Evaluation and processing of special event/public gathering and musical concert permit requests for
community events; also permit review and issuance for special events sponsored by
groups/organizations including the MFD Fish Fry, Spirit of the Lakes Festival, WCC Dog Days, Tour de
Tonka bike rides, Mound tree lighting, etc; also special private events.
- Review, routing and processing of Public Lands Permits including preparation of reports and
resolutions.
- 2022 seasonal permit and approvals for Mound Farmers' Market and More.
- Amendmentsto agreements for VIP and Artessa projects.
- Amendment to nuisance regulations related to lighting.
2023 FORECAST AND SUMMARY. The most important goal for 2023 is completing the
comprehensive plan plan health check/study and the on -going improvements with code enforcement
efforts to include review by the City Attorney for the need for code modifications. In addition, Staff
will be working on the projects included on the 2023 Planning Commission Work Plan and Staff
Project List summarized below that was recommended by the Planning Commission at its March Ph
meeting and approved by the City Council at its March 28th meeting following the concurrent special
meeting of the Planning Commission that took place on February 21'.
2023 Planning Commission Work Plan
1. Updates to City Code —signage (Chapter119), shoreland and miscellaneous updates (Chapter
129), subdivision (Chapter 121), Chapter 113 (Building Code)
2. Evaluation of overnight living quarters in detached accessory structures and/or accessory
dwelling units
2023 Staff Project List
1. Comprehensive Plan health evaluation — including consideration of interim ordinance
2. Property maintenance and nuisance - including review and categorization of 2022 complaints
and review of enforcement mechanisms
3. Development review procedure/process
4. Study of opportunities to support environmental initiatives such as solar energy, rainwater
gardens, etc.
5. Study of appropriateness of post frame structures
6. Study of becoming an age friendly community
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
other department and consultant personnel who have provided assistance and support throughout
the year. As always, we welcome suggestions or comments that the City Council may have.
I�
2022 Planning Case List
Planning Case No. 22-01 Expansion permit and variance for house addition at 6041
Ridgewood Road
Planning Case No. 22-02 Minor Expansion Permit (administrative) at 5531 Bartlett
Boulevard forgarage remodel/addition
Planning Case No. 22-03 Fencevariance at 3084Tuxedo Boulevard (withdrawn)
Planning Case No. 22-04 CUP to allow outdoor dining for Hibachi Datums
Planning Case No. 22-05 Variance forfence at 16A Dove Lane
Planning Case No. 22-06 Variance for accessory structure/garage at4924 Edgewater
Road
Planning Case No. 22-07 Variance forfence at 4949 IVD(withdrawn —variance not
needed)
Planning Case No. 22-08 Sign variation at Commerce Place Shopping Center
Planning Case No. 22-09 Variance and Public Lands Permit to allow construction of new
SFD and driveway/utilities improvements in unopened Fairview
Lane/ Leach Ave for PID No. 23-117-24 42-0124.
Planning Case No. 22-10 Waiver f Platting/variance for 2101 Avon Drive
Planning Case No. 22-11 Variance for accessory structure/garage at49871[hree Points
Boulevard
Planning Case No. 22-12 Variance and public lands permit forfence at 1703 Jones Lane
Planning Case No. 21-13 Expansion Permit for house remodel/addition —4476 Denbigh
Road
Planning Case No. 22-14 CUP to allow outdoor dining for new restaurant in Commerce
Place Shopping Center
Planning Case No. 22-15 Variance for accessory structure/garage at 5108 Tuxedo
Boulevard
Planning Case No. 22-16 Minor Expansion Permit (administrative) at 5341 Baywood
Shores (house remodel/addition)
Planning Case No. 22-17 Variance for accessory structure garage at 3037 Dundee Lane
Planning Case No. 22-18 Preliminary plat/CUP/Vacation applications for "The Courtyard
Townhomes" (withdrawn — replaced with new applications for
"The Fern Lane Townhomes" project and reduced the number of
units from five (5) to four (4) and made adjustment to the site
and building plans)
Planning Case No. 22-19 Boundary adjustment (administrative) for 1961 Shorewood
Lane/4732 Beachwood Lane
TABLE OF CONTENTS
I. 2022 At -A -Glance..
IL Public Works Department 2022 Annual Report ........................... 2 - 10
III. Public Works Department 2023 Work Plan/Initiatives................... 11 - 13
IV. Core Tasks / Work Plan ......................................................... 14 - 15
0
Public Works Department
2022 At -a -Glance
• City water main improvements under Lynnwood Blvd (phase 2) from Birch Lane to
Southview were completed in the early summer of 2021. Drainage improvement to the
Southview intersection and Sugarmill cul-d-sac were included in the work
• Surfside Parking and sidewalk pavements at the Depot were partially completed in fall of
2022. Concrete shortages across the metro drove delays in this project and leave final
wear course, site restoration and concrete for the Jaycee shade pavilion to spring 2023.
• City Sewer improvements for 2022 included completion of final site restoration for the
pump station at Idlewood (3080 Highland) and replacement of the pump station at the
south extreme of Island View Drive.
• Several smaller retaining wall rehabilitation projects were completed in 2022 including
continued work along Hawthorne, Tree Points, Canary, Finch, Brighton, Overland and
Gull.
• Phase 2 of Shirley Hills Manhole Rehab was completed with one additional phase
remaining for this district.
• Sewer jetting and televising was completed in the Highlands sewersheds
• Phase 1 of the downtown paver sidewalks repair/replacement project was completed
• Crack sealing and seal coat were completed as prescribed in our maintenance plan.
• Clearing and re-establishment of the drainage swale at Harrison Shores were completed
in 2022 as part of our Storm Sewer inspection and maintenance activities.
Personnel
The Public Works Director is in charge of the Public Works Department as a whole. There is
one full-time Administrative Assistant shared between Finance/Admin, Planning and Inspection,
and Public Works.
The Superintendent's responsibilities include evaluation of employees, scheduling of work,
delegation of projects and tasks, budget preparation, reports, determination of emergency call -
outs, construction meetings, project inspections, purchasing of materials and equipment,
answering questions, resolving complaints, etc.
There are 11 full time employees in the Public Works and Parks Divisions organized under a
Collective Bargaining Unit. There is a Lead Worker in each Division with 2 Maintenance
Workers in Parks, 3 under Utilities, and 3 under Streets. The City will typically bring on 4 — 5
seasonal student hires in the summer to assist with Parks and Street work. Lead Workers are
responsible for coordinating and scheduling routine tasks between division team members and
between divisions.
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There were 5 staffing changes in 2022 with retirements of Mr Scott Kivisto (32 years) and Mr
Frank Heitz (27 years). Mr Ball resigned from the City in March after 9 years on the Parks team.
Mr Sorensen resigned after 3 years with the Utilities team and Mr Hickey after a brief stint on
the Streets team. New hires included Mr. Dave Vorpal and Ezra Strickland in Parks, J.D. Stuhr
and Brian Leash in Streets, and Trevor Hentges to our Utilities team
We continue to rely heavily on the broad skillsets of the individual worker to cross -utilize
personnel from function -to -function as work needs and available staffing may require. On call
for Monday — Thursday evenings continued in addition to the traditional weekend on -call
coverage to ensure response capability for emergency repair events through the full week.
Compliance
The MPCA requires that the City have at least one full-time employee with Class SD
certification in Waste Water Supply Operations. There are presently 7 with a Class SD
certification. The Minnesota Department of health requires that the city have at least one full-
time employee with Class D certification in Water Supply Operations there are presently 4 and
Three with a Class C certification. Certifications are renewed every three years and all
employees receive continuous training and education at various schools, seminars and
conferences through the City. All operators maintain a minimum Class-B MN Driver/Operator
license for their motor -vehicle work on behalf of the City. The city contracts with Safe -Assure
to keep us in compliance with OSHA standards and regulations. Specialized safety training is
done bi-monthly. Along with this training, the city has a Risk Management inspection conducted
by the LMCIT every year. Source -water management and quality testing, delivery quality, and
lead/copper testing are accomplished per MN Dept of Health requirements with annual results
published in the Consumer Confidence Report.
Street/Fleet Division
The primary function of the Street Department is to maintain and repair the city streets and storm
sewer collection structures. This includes snow and ice control, salting, sweeping, clearing street
right-of-ways of brush and tree limbs, bituminous patching, street preparation for seal coating,
repair and maintenance of storm sewer catch basins, street sign repair and installation, curb and
sidewalk repair, street lighting, equipment maintenance, installation and repair of banners, flags,
and Christmas decorations, 12 parking lots, 28 cul-de-sacs, and 11 miles of sidewalks.
Right-of-way repair and maintenance begins in early spring. This includes repair of water main break
patches, storm sewer cleaning, and street sweeping. Street sweeping is the major spring -season task
undertaken by the Street crews; and the City has 2 street sweepers, 1 sidewalk broom, 1 truck for
debris hauling, and 1 water tanker trailer for this work. Following the normal winter season, street and
sidewalk sweeping can take up to 3 to 4 weeks to complete. The City co-sponsors a clean-up day with
Minnetrista in early May.
Once the sweeping is completed, preparation for seal coating projects and other street repairs begins.
Crews continued focus to complete spot corrections to settled pavements around manholes, water
valves, and catch basins. The City crew completes annual re -painting for all the County Road
crosswalks in our downtown corridors as part of their summer routine. Enhanced street sweeping
continued throughout summer and fall. The department contributes significant cross staffing to Parks
and Utilities to assist in their annual work routines throughout the summer. Fall/winter preparations
included city-wide sweeping of leaves and fall canopy debris; and preparation of snow/ice control
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equipment. Fall cleanup includes 2 weeks a year of hauling leaves, re-evaluation of snow/ice routes,
plow operator re -fresher and re-training, and equipment reconfiguration.
Public Works facility improvement during 2022 again focused on yard and material storage
improvements. The material storage area behind the Cemetery was improved with placement of
additional recycled asphalt material to improve surface conditions. Slag block were obtained to
add too material bins to segregate materials, reduce storage losses, and improve tidiness. These
enhancement improved work efficiency, reduced material losses, improved environmental
stewardship, and cleaned up the appearance of the yard spaces. Several garage roll -up doors
were replaced at the Lynwood Blvd shop in the last phase of these improvements to reliability
and weather -tightness. These investments are greatly appreciated by the Staff!
During the winter months, it is the responsibility of the Public Works Superintendent to determine
when to plow and chemically treat the streets. The Public Works Superintendent depends on the
National Weather Service, local weather reports for information concerning weather systems moving
in our direction and the Police Department to keep staff updated on road conditions. The Public Works
Superintendent will also periodically check the streets to determine if and when plowing and sanding
may be needed or should begin. Waiting until it stops snowing before plowing is preferred, but in icy
conditions trucks will be sent out as soon as possible. Snow and ice clearance are planned to optimize
passability during the two primary commute times. Added focus is placed on completing clearance for
the AM commute due to school bussing needs. Full clean-up operations are preferred in the early AM
to minimize interaction with drivers in the roads. Personnel from the Streets Division, Utility Division
and Parks Division are all called out to help with plowing.
The city has 4 single axle trucks equipped with front plows, side wings, and sanders, 4, 1-ton dumps
with plows and sanders for street and 4, 1-ton truck without salters for parking lot work, as well as 2
skid -steer and 2 sidewalk machines with various attachments for the 11 miles of sidewalks. The City
of Mound contracted snow removal in the Central Business District with Beniek property Services for
2021. They self -deploy within 36-hours of a 2-inch snow or as called by the City. The City continued
providing snow clearance on the Dakota Trail during the winter 2021/22 season which was widely
appreciated by community members.
Utilities Division
The City of Mound Utilities Division consists of 3 areas: water distribution, sanitary sewer
collection, and storm sewer conveyance. The Utilities Division operates much like a business.
Revenues are generated from the sale of water and sewer service to over 3500 customers from
metered sales and base -rate service charges. Salaries, benefits, operating, repair; capital expenses
and capital debt service are all paid from the revenues received.
Three separate budgets are prepared for the Utilities Division: one for the Water Division, one
for the Sanitary Sewer Division, and one for Storm Sewer Division. Line item expenses for each
division do not vary much from year to year outside of capital considerations. The biggest
percentage of the non -capital budget each year is for salaries, health care, workers'
compensation, liability insurance, and the Met Council sewer charges.
Water
The City of Mound currently has 2 active wells and 1 inactive well with a combined storage of
750,000 gallons in 2 above groundwater towers. Mound has approximately 45 miles of water
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main. The city has an inactive interconnection with the City of Spring Park at the Seton Bridge,
and there are 2 inactive interconnects with the City of Minnetrista.
The Water Division is responsible for well pump and tower systems operations inspections,
treatment systems operations, and hydrant flushing, valve inspection, meter readings, and in -
home service calls for curb -stop and meter issues. In 2022 the City of Mound pumped roughly
327-million gallons of water. Every 3-5 years, the City's water towers are inspected for the
condition of the coatings and corrosion -prevention anodes inside the towers. The City contracts
annually with KLM Engineering to inspect, remove sediments build-up, and make minor repairs
to the city's two existing water towers on a recurring basis as conditions dictate. The Tower at
Evergreen had its last corrosion control inspection completed with a more robust correction of
findings corrected in 2022. Additional work will be required in a future project to extend the
service life of the existing coating and possibly delay major rehab cost reflected in the Capital
Investment Plan (CIP). The tower on Chateau was washed in 2022 as part of maintaining
coating life and general appearance. Both towers were subject to antenna upgrades by telecoms
tenants which allowed for additional "courtesy inspection" by KLM while they supervised the
tenant work.
The City participates in the West -Metro Water Supply Planning group to improve awareness and
contribute to improvements in regulator interaction.
The City continued to evaluate system configuration and operation to reduce occurrences of
stained or discolored water services. These occurrences are cause by the naturally occurring iron
in our raw water. A number of system modifications and best management practices have been
identified to reduce these occurrences, but not completely eliminate them. BMPs include tank
mixing, using flow modeling, implementing uni-directional techniques for seasonal flushing to
more effectively remove oxidized sediments from mains and reduce rust problems for our
customers. Staff continues to work with Village by the Bay Condominiums Association, Mound
Market Place, and Lost Lake Villas to flush the hydrants associated their private systems
interconnected with City mains.
• In 2022 the city experienced 4 water main breaks; 2 fewer than 2021. hi recent -past
years, a pattern of water main breaks is developing on Lynwood Blvd between
Grandview Blvd and Westedge Blvd. Phase 2 of a 3-phase project to replace this main
was completed in 2022 and phase 3 of 3 has been initiated for completion in 2023.
• In 2022 the City of Mound again exceeded Safe Drinking Water Act water quality
standards according to the States Consumer Confidence Report. This report has been
posted to the City web site and each billing customer will receive notice in their next
billing cycle (April — June).
• SCADA processing equipment upgrades funded and programmed for 2022 were
completed in Feb/Mar 2023 including upgrade of the operating hardware and operating
systems, new SCADA software version refresh, addition of redundant controller
workstation at City Hall and tech refresh at the remote well -site configurations.
• The City of Mound once again satisfactorily passed its Public Water System audit and
Sanitary Inspection conducted by the Minnesota Department of Health
• In February of 2021 the City was notified its water supplies at both wells exceeded MN
Dept of Health, Health -Based -Value for Manganese concentrations. A Treatment
Feasibility study was commissioned by the Council in March 2021. Estimated costs were
re-evaluation at the end of 2022 and the project re -priced at $36M for the gallery
treatment facility and reconfiguration of well -sources and storage -tower interconnection
as this solution. The City Staff and Council continue engagement with State and Federal
funding processes to begin alignment of state, and/or federal funding assistance for this
project. MN Senate and House Capital Investment Committees were provided "project
tours" of our proposed work in the fall of 2021. Legislative filing "line items" were
included in initial legislative bonding proposals to be considered in the 2022 and 2023
sessions.
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. Staff closely monitors the performance of
these aging systems and makes adjustments in capital forecasts as conditions change.
Sewer
The Sewer Division is responsible for maintaining 30 sewer lift stations, which are checked
twice a week, and sewer line inspection and cleaning. They also perform pump repair, electrical
repairs, pump removal, and seal replacement. Major repairs are contracted out. The City's
insurance company (LMCIT) has suggested a timetable to complete the cleaning of 60+ miles of
sewer main in the City every 4-5 years equating to about 80,000 feet per year.
The current sewer system was installed in 1964 and is largely composed of vitrified clay tiles;
and therefore in need of constant attention, maintenance and repairs. In 2002, the city began
televising the sanitary sewer system with a camera that enables us to detect problem areas.
These efforts continued sparingly in 2020 due to equipment operability issues. In 2021 the City
returned to contract vendors to complete certified television inspections of the lines in lieu of
substantial re -investment in its equipment suite.
2022 capital improvements focused on completing site restoration for the Idlewood (3080
Highland) station, replaced in 2021 as part of the lift station improvement program. The main
project in the 2022 program was replacement of the lift station at the south extreme of Island
View Drive. This is the 24th of the 30 stations to be upgraded in the program. The generator at
the Public Works Shop that provides back-up to the SCADA system dispatch and monitoring
equipment, door controllers, etc was replaced in 2022.
The Council may recall a Met Council force main failure that occurred in April of 2021 at
approximately the intersection of Montclair and Shoreline Blvd. As a result of this incident the
Met Council has initiated a repair/rehabilitation project to address this aged asset in their
inventory. Council work will include lining the force main from the Seton lift station in Spring
Park to its transition to gravity at the Chateau intersection in Shoreline Dr. along with open -
trench replacement of a portion of the gravity sewer in the proximity of Auditors Rd and
Belmont intersections on Shoreline Drive. Both are programmed to occur in fall of 2023.
Our last notification for Inflow and Infiltration (I&I) exceedance by Met Council Environmental
Services was on 9 March 2020 for a sewage flow exceedance event that occurred on 27 May
2019. MCES assigned a $354,780 workplan value based on this event. This workplan
represents an expectation of investment in qualifying sewer renewal/improvement by the City to
be bought down in the next 4 fiscal cycles ('21 — `25) with a 2 cycles look back for qualifying
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costs already spent (' 19,'20). Portions of our lift station replacements, manhole rehabilitation,
and investigative work costs qualify against these workplans and will fulfill obligations at
currently anticipated funding levels reflected in the CIP
In 2022, the City continued to make progress on eliminating Inflow and Infiltration in
anticipation of the work plan assigned by the Met Council. The work completed in 2022 that will
qualify included claiming for qualifying portions of the Island View Drive lift station
replacement, manhole rehabilitation throughout the Shirley Hills sewershed, and the contract
televising costs for the 2022 mains inspections.
Future I&I work will continue to focus on lift station replacements and manhole rehabilitation to
address the significant findings of ongoing inspections. As this municipal work comes to a
close, Staff will begin looking at developing programs that will allow for improved dialog with
home -owners to address the residential side of I&I.
As infrastructure renewal shifts focus away from street reconstruction to include their underlying
utilities, the Staff has re-evaluated capital investment requirements in future years to help reduce
pressure on rate -funded enterprise accounts. Additional risk has been accepted by extending the
previous 5-year plan for completing lift station reconstruction out to 10+ years in effort to
control debt service growth against sewer funds. Sewer mains will continue to be inspected on a
5-year rolling schedule to determine reactive spot repair and rehabilitation needs as they emerge.
Staff closely monitors the performance of these aging systems and makes adjustments in capital
forecasts as conditions change.
Our metered flow into the Met Council collection and treatment system decreased in 2021 from
2020 resulting in a reduced in rate for 2022. Flows measured for 2022 that establish 2023 rates
were further reduced; mostly due to the low precipitation seen in July, August, and September of
2022, creating positive rate results for 2023. Flows are highly dependent on seasonal
precipitation as significant clear water still enters our collection system through the portions of it
that are privately owned and maintained by home owners. This leaves annual MCES rate
determination fairly variable year -on -year.
One area of note; we continue to see an abundance of cloth towels, wet wipes, and dusting cloth
products the city's sewer system and impacting our lift station pumps. This type of pump
clogging has the potential for sewer back-ups. However again the diligence of our sewer division
in cleaning and maintenance of the city's 30 lift stations has to date prevented a serious back-up
from occurring. The City should strongly discourage flushing of these products often labeled
"flushable" even though proven otherwise.
Storm Sewer
The storm sewer system has historically been upgraded through the annual Street Reconstruction
Project. The city started a program for the cleaning of the storm outlets in 2008. Scheduled
maintenance for cleaning the lines begins in the spring of each year. The City storm sewer
system is very large with 584 catch basins, which are cleaned as time allows through various
methods, and 84 sump catch basins, which are cleaned twice a year as time allows.
• There were no repair and in -kind replacement works included in the 2022 Pavements
repair program. A rain garden was installed at the boulevard between the Surfside
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Parking lot and County 110 to account for additional hardcover added during the
pavement rehab project.
Numerous outfall site inspection and cleanup actions were completed in 2022. Staff
continued periodic rental of compact, rubber -track excavation equipment to allow for
more frequent planning and scheduling of this work to great success. Low water
conditions also allowed access to several sites not typically reachable from the land.
Street sweeping is an important part of keeping the storm system and area lakes clean
from street debris. The city has begun taking a more aggressive approach to street
sweeping by sweeping more often than twice a year as was the practice of years past.
"enhanced" sweeping through the summer months with the newly -equipped regenerative
sweeper removes substantial nutrient and fines from the storm system and prevents
introduction to the lake. Collection data is recorded in the event any future reporting
requirements materialize
The city has all -but eliminated the use of sand during the winter and is no longer part of
winter road treatment except in very rare weather conditions. hi the past more than 70%
of the sand put down would end up in the storm system.
Significant effort to employ road salt BMPs have been undertaken as well. All salting
trucks have automated dispensing controls that are calibrated annually. Operators are
trained on road -salt best practices and equipment operation annually. Improved material
handling and storage in the Shop yard also reduces the quantity of chloride that makes its
way into the watershed. All Snow/Ice operators receive certification training from a
variety of sources, MNDoT, MPCA, Hennepin Tech, MN PWA to name a few.
The City continued to participate in the metro -wide Adopt -a -Storm Drain interactive
website tool that allows residents to "claim" storm drain that exist in their neighborhoods
and keep the clean and free of organic debris.
The City continues to partner with the Metro Watershed Partnership to collaborate on public
information and info -sharing resources as part of its public information outreach. Minnehaha
Creek Watershed District also provides informational pieces that we echo in City publications
and our Web Site.
As infrastructure renewal shifts focus away from street reconstruction to include their underlying
utilities, the Staff has re-evaluated capital investment requirements in future years to help reduce
pressure on rate -funded enterprise accounts. Storm sewer investment has been temporarily
refocused on low-cost BMPs and maintenance of existing facilities primarily using our
Operations and Maintenance Staff. Only minor, cost share qualifying, or development -related
improvements are being considered for the near -term future.
Additional stormwater management demonstration projects with the Harrison Bay Association
were considered and approved by the Council in 2022. These potential 2023 improvements
include additional rain gardens in private street -end lakeshore on Three Points and design for a
more robust rain garden opportunity at the end of Cardinal Lane.
Storm Water Management programs under our MS4 permit were audited by MN PCA in fall
2022 with 3 minor administrative findings that will be corrected in Spring 2023 in cooperation
with MCWD and MN PCA.
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Parks Division
The Parks Division is responsible for managing the 30+ public parks and public spaces in the
city, various lakeshore commons and shore areas, the maintenance and management of the
Municipal Cemetery, aspects of the Municipal Docks Program, Municipal Buildings, Transit
Center Parking Deck, Surfside Park Depot Building, and the Veterans Memorial Plaza. The
downtown Streetscape and Greenway provides one of the main entrances into the downtown
business area of Mound. The Parks Division is responsible for maintaining this area, which is
completed as a high priority item. hi addition, the division is responsible for the inspection of
weeds on un-kept grounds and hazardous tree removal from city property. The division is also
responsible for the preventive maintenance of its small -engine and specialized equipment.
Assisting in this effort are 3 full-time parks maintenance employees along with seasonal
maintenance employees. The team also made frequent use of the Hennepin County Sentenced to
Service labor party for completion of unskilled, labor -intense tasks. The Parks and Open Space
Commission (POSC) functions as an advisory board for bringing recommendations to the City
Council regarding relevant issues.
The general level -of -service for our parks includes regular mowing, leaf removal, litter pick up,
tree care, and periodic repairs of park furnishings and amenities. In addition, there are six
beaches that staff maintains throughout the summer including weed removal, buoy maintenance
and repair, sand leveling and replacement, and trash and debris collection. These maintenance
activities provide a visual confirmation that the City of Mound has a commitment to the
community's quality of life.
Additional pavement was added at Zero Gravity between the sunshade patio and skate basin
feature to improve the overall function of the entry to the area The camera system continues to
be employed to address vandalism issues which have subsided as a result of improved
enforcement.
Additional stormwater management features were added west of the Depot and fishing dock at
Surfside Park to address shoreline erosion issues.
A community volunteer completed a natives and pollinators demonstration project at Edgewater
Park that has shown tremendous initial success.
Community residents initiated a rain garden project in the unimproved ROW extending from
Overland Lane as part of a grant -funded stormwater education program offered through
Hennepin County
The most significant issue for the Parks team was the late -onset draught conditions that were
experienced from mid -June through September and the unprecedented snowfall of the 2022/23
winter. Park turfs were substantially impacted by the limited precipitation seen during this
critical growth period through the summer. Irrigation was set up to preserve the highest value
areas and recover Surfside Park from Spirit of the Lakes festival traffic. Several project
restoration areas within our parks mentioned previously were postponed from 2022 and will be
accomplished in the Spring of 2023.
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Hazardous Tree Removal
As of December 31, 2022, the yearly total of hazardous tree removals from City property was 32
removals, 2 stumps chipped, 10 trees trimmed that posed a hazard, and 3 sites had brush
removed.
Diseased and hazardous trees are removed on a complaint basis. When a complaint is received,
an inspection of the tree is done to determine the need for removal and the ownership. City
owned trees are removed by a contractor as soon as possible, while private trees are removed in
accordance with City Ordinances. Private trees not removed in the grace period allowed are
removed under and enforcement action. The cost of a force removed tree is billed to the property
owner. If this bill is not paid, it is then assessed to their property taxes for the following year.
Emerald Ash Borer was discovered in Mound in 2021. The City received a DNR grant to
develop a more robust Emerald Ash Borer response plan. A Tre survey, Tree Management Plan
and EAB Response Plan were completed in 2022.
City Hall Maintenance/Janitorial
The Parks Division is responsible for the seasonal lawn care and snow removal at City Hall. It is
also responsible year-round for the heating and air conditioning inside City Hall and the
Centennial Building. Parks staff is also responsible, within their capabilities, for the repairs to
plumbing, heating and related equipment. Major repairs for the heating and air conditioning
systems and cleaning services are contracted out through the direction of the Parks Division.
Janitorial duties are contracted to an outside vendor.
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Public Works Department
2023 Capital Improvement Projects & Initiatives
Maior Capital Investments
• Lynwood Watermain Replacement Phase 3 of 3. Begins 4/5/23
• Lakewinds Lift Station Replacement (Wilshire Blvd/County 125) Contract awarded
• Rehabilitation of downtown sidewalks (Phase 2 of 3) Pending bids
Seal Coat Program
The seal coat program is proposed again for 2023 and a tool to extend pavement life for recently
reconstructed streets. We have entered the period in pavement lifespans were we are completing
2 rehabilitation project areas per year; early program plus later program neighborhoods.
Quotes/bids were let and these contract were approved for 2023.
Retaining Wall Replacement Proiect
The annual retaining wall replacement program provides for the reconstruction of retaining walls
in various locations throughout the city determined to be in poor condition. Retaining wall
replacement includes the removal of the existing walls and construction of decorative modular
concrete block walls and site restoration. This program has primarily involved the replacement of
walls within the annual street reconstruction project. With the completion of these annual
projects, retaining wall repairs in 2019 and 2020 focused on larger, higher -risk locations in
recent years. Retaining wall repairs for 2023 will focus on spot repairs of emerging conditions
that appear through the year similar to 2022 execution; Likely replacement of a disintegrating,
creosote timber wall on the south curbline of Waterbury under evaluation by Engineering.
Parks Improvements
A study to bring community input into the planning for improvements in the Harbor District
public spaces was completed in 2022 to guide future improvements and investments in that area
as development occurs.
Staff will continue to monitor Zero gravity to ensure issues are identified and resolved as quickly
as possible at this very high use facility.
Private organizations have stepped forward to take on major rehabilitations projects for key
facilities within the Community. The Island Park Village Hall Preservation Society signed a
100-yr lease with the City to allow rehabilitation of that facility and operation as a community
gathering hall. In addition, the Eli Hart Foundation emerged as a private funding partner to
complete the replacement of the playground facilities at Surfside Park. Formal partnership
agreement is pending for this activity.
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Storm Sewer
Our MS4 permit was renewed in 2021, along with updates to the Storm Water Pollution
Prevention Plan. 2022 activities included 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
stay on track with increasing solid and nutrient removal standards levied by various regulators.
During the pause in street replacement capital investment, City crews will continue
implementation of maintenance activities to ensure continued performance of installed BMPs
and examine opportunities for additional improved management and maintenance practices as
they emerge.
Sanitary Sewer and Lift Stations
The lift station at the east entrance to Lakewinds Condominiums Community on Wilshire Blvd
(County 125) Drive will be replaced as the 2023 project in the lift station replacement program.
This will be the 25th of 30 to be completed. The Generator at lift station I-1 will be replaced as
part of the sewer backup power modernization investments included in the sewer CIP.
Water Distribution Svstem
Water main replacement under Lynwood Blvd from Southview to Grandview (phase 3) was
begun on April 5 and will complete by mid/late May.
The City will continue to monitor manganese levels in our water supply and advocate State and
Federal funding to support the $36-million investment to provide removal and treatment for our
drinking water. Funding proposals have been included in Committee submissions of funding
legislation bills before both MN legislative chambers in 2023 and we will continue to monitor as
progress is made during the session.
Inflow/Infiltration Study
The City Engineer completed a study of the sanitary sewer lift stations and Inflow / Infiltration
into the sewer lines in 2007. This study has served as a guide to determine where the city needs
to perform system improvements and renewals to reduce the quantity of clear water entering the
system and the potential for surcharges and overflows that it can create.
Ongoing sewer rehabilitation efforts will continue as part of the City self -initiated capital
improvement programs and to continue much needed system renewal for facilities beyond their
anticipated service life.
• Qualifying costs included in the 2023, Lakewinds lift station replacement will be
documented for inclusion in the work plan assigned by MCES that will began in 2021.
• In 2023, manholes in the Shirley hills sewer district will be rehabilitated. This is the last
of three anticipated phases in this area.
Future I&I work will continue to focus on manhole rehabilitation to address the significant
findings of ongoing inspections. As this municipal work comes to a close, Staff will begin
looking at developing programs that will allow for improved dialog with home -owners to
address the residential side of I&I.
Metropolitan Council Environmental Services is developing grant opportunities for private
lateral improvement activities that will emerge in 2023 and 2024 and provide opportunities for
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resident cost share to address disconnection of foundation drains and rehabilitation of failed
laterals contributing to I&I. More information will be made available to the public as this
program emerges.
Hennepin County/Other Agency Regional Improvement Projects
Hennepin County will participate in the City downtown sidewalk rehab project with ADA
improvements to County 151110 intersection sidewalk within the larger project area
Hennepin County plans bridge deck rehabilitation for numerous channel bridges around Lake
Minnetonka for summer 2023
MCES will rehabilitate its force main and gravity interceptors in Shoreline Drive in Fall 2023
Hennepin County, Three Rivers Park District and the City will complete planned improvements
to the Dakota Trail crossing in fall 2023 and spring 2024 following MCES work in the same area
Hennepin County will continue ADA improvements to intersection sidewalks in the CSAH 15
corridor in 2024
Frontier Communications has provided early schedule indications for a "city-wide" fiber -to -the -
house broadband upgrade — a much -awaited improvement in broadband access for residents
Hennepin County anticipates resurfacing of remaining County 110 and 15 segments in 2025
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Public Works Department
Core Tasks / Work Plan
Capital Improvement Projects
• Transition from street reconstruction to pavement maintenance program
• Annual retaining wall replacements
• Coordinating with MCES and Hennepin County on joint project opportunities
• Sanitary lift station reconstruction
• Water distribution system improvement projects
• Water Treatment project financing, sequencing, and completion
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 (S WPPP) and insure compliance
• Review State and Federal laws and permit changes to insure City Policy and Ordinances
are current
• Review development plans to insure compliance with permit requirements
• Annual Review of MCWD Rule Changes
Parks
• Annual update inventory of park structure maintenance needs
• Evaluate equipment for replacement
• Research funding sources for park improvements
• Continue to increase functionality and presentation of parks
Streets
• Sweep City a minimum of two times per year. Enhanced sweeping throughout summer and
fall to address stormwater pollutant reduction goals
• Pot -hole and pavement distress/defect evaluation and repair
• Repair sidewalks and trails as needed
• Sign inspection and maintenance
• Winter snow and ice control operations
• Maintain calibration of salting equipment and sustain operator job knowledge training
• Continue Annual Crack Seal and Seal Coat Program
• Stormwater collection and treatment facility inspection and maintenance
• Maintain GIS data set for street assets
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• Implement asset and work management toolkit
Storm Sewer
• Respond to incidents of localized flooding due to abnormal weather occurrences
• Continue annual lake outfall cleaning and dredging
• Continue annual catch basin cleaning
• Maintain stormwater storage / ponding areas
• Work with MCWD on storm water quality improvements
• Construct storm sewer improvements / repairs as needed
• Maintain GIS data set for storm sewer assets
• Implement asset and work management toolkit
Sanitary Sewer
• Continue cleaning and televising performing repairs as needed
• In -pipe lining at locations with high inflow / infiltration problems
• Reduce I / I in municipal lines to avoid MCES surcharge
• Implement SCADA monitoring and control system
• Coordinate with MCES to eliminate metering discrepancies
• Upgrade/reconstruct lift stations
• Coordinate as needed with proposed development
• Maintain GIS data set for sanitary sewer assets
• Implement asset and work management toolkit
Water
• Complete all MN Dept of Health testing activities
• Inspect, operate, and maintain source -water pumping, treatment, and storage systems
• Maintain and read metering systems
• Systematic, uni-directional system flushing, hydrant and valve inspections
• Implement SCADA system on new facilities
• Annually update water system model with Engineering
• Coordinate as needed with proposed development
• Comply with Wellhead Protection Plan in accordance with State and Federal Regulations
• Maintain GIS data set for water assets
• Implement asset and work management toolkit
Administration
• Annually update capital improvement program
• Review Safety and Training needs of staff
• Annually review and update Vehicle Replacement Program
• Coordinate Public Works & Parks Maintenance Facility space needs
• Coordinate Public Works review of grading and utility plans for development
• Upgrade office filing system and record retention
• Annually update inventory of City's infrastructure and mapping
• Implement GIS street and utility mapping capabilities when completed by consultant
15
•N
Public Works 2022
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Finance and Administrative Services Annual Report
I. Organization Chart/FTE Comparison
FINANCE &ADMINISTRATIVE SERVICES
Catherine Pausche (.75 FTE)
ert, comrenni°avons, rt, rro°nrereanucontra°is
FINANCE
ADMIN
OFF
Noah Iverson
Kevin Kelly
SALE
Collette Roberts
25 Admin (Jen)
LIQUOR
Accounting,
Elections, Official
Investing, Risk
Records/Data
Ron Gust
Management,
Practices, I/T,
Reporting,
H/R, Legal
Asst
Budget, Capital
Publications,
Store
Planning,
Dock Admin,
Leaders
AudiUlnternal
Website,
(2x.7FrE)
Controls, Debt,
Commun________i ,,,,,,,,,,,,,,cations
Lead
Payroll,
Cemetery,
Clerks
Accounts
ProcuremenU
Payable, Utility
Contracts,
Clerks
Billing, Assmts
Licenses
Mound
zaoa� zozz
Finance &Admin (excl. Ciri M¢r/incl. 25%JenJ
FTES _ 7.4 �
Salaries 415,616 386,419
%Change Minneirista Orono Victoria
-06%
-7%
Outstandin8 Bonds as of 12/31/20 $48.SM $21.4M $72M, $26.8M
2022 Tax Rate � 40.2� 23.10 16.82
Finance Department
Accomplishments
— Annual Levy and Budget: 5.00% overall levy increase, 3%increase to water and sewer,
lost $144K or 46% of LGA.
—Bonds: Since 2011, refunding bonds achieved over $3.9M in interest savings without
lengthening terms. In 202Q, the City issued $4.335M in bonds for the sewer fund to be
repaid with tax levies in order to provide utility rate relief. Bonds will need to be issued
in the coming year.
— LTFP — In 2018, 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.
130
— Technology: 2015: Network and switches upgrade, moved to Outlook 365. 2016/17:
Moved to VoIP phone system. 2019: Council Chambers video recording equipment
upgrade. 2021: Website upgrade. Need to plan for next generation of network.
— Human Resources/Benefits: moved from large group to small employer health insurance
market in 2017 and settled the 2021-23 Collective Bargaining Agreement at 3% per year.
— Procurement — Switched to US Bank in 2021 under the 4M agreement, saving over
$15K+ in bank fees and giving access to competitive interest rates on all funds.
Efforts underway, goals and needs:
— Long Term Financial Plan — is a living document and will need to be continuously
updated for changes in assumptions and as we develop more detailed inventories and
needs assessments and adjust to changes in the environment. Does not include
assumptions for any water treatment facility — City needs to determine options if funding
does not materialize to the extent needed.
— 2024 contract expirations: leaf drop off, Opus utility billing, copiers, plowing, building
official, dock in/outs
— Contracts: Gas/Electric Franchise sunset 12-31-25 unless renewed 6 mos prior — it will
be important to maintain as this diversifies revenue and compensates city for support
provided — Consider eliminating sunset clause.
— Process improvement — eliminate redundancies in data entry and filing and any
unnecessary bureaucracy in rules and regulations, digitize records
Note: Financial performance covered during annual audit presentation and budget discussions.
City Clerk
Accomplishments
- Managed the record retention schedule and conducted a shred day
- Administered 2022 elections
Efforts underway, goals and needs:
— Formalize procedures, develop task lists to ensure proper accountability and develop
naming and format conventions to help ensure consistency across the organization and
eliminate redundancy.
— Expand public access to official records and property information via web portal
(weblink).
— Compile City Policy Manual that will incorporate all individual department policies into
one manual
— Continue digitization of official records in the Laserfiche repository.
— Complete plotting Section D and update CUP, eliminate backlog of people on waitlist
Dock Administration
Accomplishments
— 247 applicants on waitlist in 2023
— Increased fee for visitor's permit and decreased from 21 to 14 days
— Approved Lake Management Policy to limit city participation to shoreland maintenance
Efforts underway, goals and needs:
— Code changes under review
131
— 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
The data, efforts and accomplishments listed above are provided as an annual update and as
background for the more detailed discussion items that will be covered during the workshop.
This year, the detailed discussions will focus on strategic planning and staffing.
If additional information is needed on any of these topics, please contact Administrative Services
Director Catherine Pausche at (952)472-0633 or via email at
catherinepausche@cityofmound. com.
132
HARBOR WINE & SPIRITS
ANNUAL REPORT FOR THE YEAR 2022
k
Wine 8� Splrlts
OVERVIEW I
Harbor Wine & Spirits of Mound Minnesota is a
municipally owned wine and spirits retail store located on the shores of Lake
Minnetonka. Harbor Wine & Spirits was created to control the sale of alcoholic
beverages within the City, and to generate revenue for the City of Mound.
Our continued success is based on several central factors including: a well curated
selection, competitive pricing, knowledgeable staff, welcoming store design,
regular in-store tastings featuring new products and seasonal selections,
promotions designed to drive sales, strong community partnerships, and
multimedia marketing.
FINANCIAL HIGHLIGHTS
The year-to-date Sales and Customer Counts are provided to the City Council on a
monthly basis in the council agenda packet. Summaries of 2022 vs 2021 and 2021
vs 2020 are shown below:
Sales
Customer
Avg Ticket
2022
2021
2022
2021
�2022
�2021
,
FIRST QTR
760,983
798,940
-4%
26,457
27,978
-5%
29
28
2%
SECOND QTR
960,426
1,018,288
-6%
32,057
34,232
-6%
30
30
1%
THIRD QTR
1,101,657
1,083,083
2%
35,241
35,700
-1%
31
30
3%
FOURTH QTR
1,010,927
998,956
2%
31,410
32,138
-2%
32
31
5%
TOTAL - YTD
3,833,992
3,879,268
-1%
125,165
130,048
-4%
31
30
3%
Sales
Customers
Avg Ticket
2021
2020
2021
2020
�2021
�2020
FIRST QTR
788,940
709,376
11%
27,978
26,551
5%
28
27
6%
SECOND QTR
1,018,288
1,020,201
0%
34,232
32,125
7%
30
32
-6%
THIRD QTR
1,083,083
1,097,130
-1%
35,700
36,315
-2%
30
30
0%
FOURTH QTR
988,956
1,021,698
-3%
32,149
33,409
-4%
31
31
1%
TOTAL
3,879,268
3,848,405
1%
130,059
128,400
1%
30
30
0%
A store remodel was completed in February 2020 which involved some store
closures, and the COVID restrictions that began March 17, 2020 prompted
panic/local buying (remember those empty toilet paper shelves?), but sales
remained healthy even after restrictions eased and the store has been ranked the 41
performing municipal liquor store operation in the Twin Cities Metro area based
on net profit margin in 2021, up from 43 in 2020. The store has been voted Best of
the West Lakes every year since 2014!
Page 1 of 4
133
HISTORY OF TAX RELIEF
The liquor fund began contributing to tax relief again in 2012, after a 10-year
hiatus due to the cost of the new construction. Transfers included $50K per year
2012-2016, $125K 2017-2018, $175K 2019-2020, $200K in 2021, $250K in 2022
and $300K in 2023. The assumption in the long term financial plan is a minimum
transfer of $250K.
Historically, these funds ultimately flowed to the street maintenance/seal coat fund.
but it may be more advantageous from a marketing perspective to have these funds
support the Community Investment Fund that funds improvements to parks and
open spaces.
KEY OPERATIONAL INDICATORS
Store Manager Ron Gust was promoted in October 2019 after serving 16 years as
the Assistant Store Manager and has worked closely with the City finance and
administration team to improve performance. Gross profit percentage is a trade-off
with the amount of inventory as larger buys result in case discounts. The
introduction of Total Wine & More in the Minnesota market led to a decline in
wine sales in 2018/19 that was recovered in 2020, partially due to our ability to
buy Total Wine's proprietary brands and sell them for less. Management has also
made it a priority to close out obsolete inventory and focus on increasing the
number of inventory turns.
1231/2017
12/31/1019
12C 2019
12/31/1020
12/31/2021
12/31/2022
aoeaae:
Liquor
$ 1,077,048.47
$ 1,044,342.39
$ 1,035,589.73
S 1,235,191.69
$ 1,310,065.90
$ 1,359,347.87
Wise
$ 821951.18
S 766,075.47
$ 743,029.04
S %2,410.26
S 956946.26
S 973,179.26
Beer/]ralt Bev/Sekaers
S 1,179,235.96
S 1,204,368.04
S 1,234,032.71
S 1,528,664.66
S 1,493,236.69
S 1,363,624.39
MisceBaouoes
$ 78,892.24
S 78,206.93
S 81,16131
S 111,937.71
S 113,860.74
S 124,61010
S 3,157,127.35
$ 3,092,992.73
$ 3,093,812.70
S 3,838,20432
S 3,874,109.59
$ 3,820,761.77
Total R....
OD Income
OD Income
Non -debt
Transfer
$
Inv % PY
Inventory Sales Sales
Goal excl vodka
Gross
Profit
Op Inc
% Op Rev
%> 7%
Tot PR
% Op Rev
%<=10%
Year
before
transfers
%"28
& Dom veer 10%
2023 BUD
293,997
300,000
3,780,000
26.00%
7.78%
9.96%
2022 PRELIM
427,088
250,000
477,305
12.3%
3,821,523
28.79%
11.18%
8.75%
2021
462,583
200,000
478,232
12.5%
3,873,955
28.90%
11.94%
8.78%
2020
441365
175,000
373,361
12.1%
3,838,205
28.10%
11.50%
8.98%
2019
260 871
175,000
326,683
10.6%
3,093,819
26.87%
8.43%
10.50%
2018
204,217
125,000
336,883
10.7%
3,092,958
25.79%
6.60%
11.29%
2017
237,333
125,000
392,059
12.9%
3,158,884
26.32%
7.51%
10.42%
2016
198,651
50,000
390,352
13.2%
3,046,662
25.48%
6.52%
10.40%
2015
232 473
50,000
386,919
13.3%
2,964,851
26.33%
7.84%
10.23%
2014
220,451
50,000
324,546
11.2%
2,919,732
26.08%
7.55%
10.16%
2013
203,189
50,0001
1956
11.7%1
21887,226
25.59%
7.04%
10.52%
2012
179,232
50,000
327,773
12.3%
2,835,506
26.06%
6.32%
10.15%
2011
96,913
0
300.400
11.0%
2,675.5271
27.62%
3.620/6
1 10.68%
2010
152,334
0
414,748
15.1%
2,738,976
26.98%
5.56%
11.09%
Page 2 of 4
134
Finance produces reports and analysis using the data from the point of sale (POS)
system on a periodic basis, including: monthly financials/inventory comparisons,
80/20 Reports (top 20% of SKUs produce 80% of revenue), new purchases/stale
inventory, and negative quantity on hand (QOH).
Items of note: Credit Card charges are not included in COGS. The store uses
Marlin's trucking for deliveries from the big distribution houses (Johnson Bros,
Phillips, Southern and Breakthru Wine & Spirits) instead of us using the individual
distributors' trucking services which proves to be more economical as it allows for
more efficient unloading/receiving of inventory. A single consolidated truck
allows us to effectively schedule staff as Marlin is always waiting at the loading
dock at 7:00 am on Thursdays when the team arrives versus having random trucks
from the major suppliers scattered throughout the day. On average it takes 1.5 to 2
hours to unload and sort inventory to either the basement or sales floor prior to
doors opening at 10:00 am.
STAFFING RELATED
Full-time staff consists of Store Manager Ron Gust. After the departure of the full-
time assistant manager in 2022, we moved to the concept of two "Assistant Store
Leaders" working an average 25 — 30 hours a week, one of which is still vacant.
Wages for clerks start at $16 per hour and $20 for key holders and we have had
mixed success with turnover and recruiting. The vast majority of part-time
employees over the years have lived within a few miles of the store.
Full-time wages and benefits make up 34% of total payroll, part-time 66%. Payroll
expenses make up 56% of the total operating expense (excluding cost of goods
sold and transfers). Part-time payroll will continue to be one of the more
challenging and variable expenses and will need to be watched closely, in addition
to any changes in mandatory benefits driven by state or federal legislation.
PROMOTIONAL EVENTS & COMMUNITY INVOLVEMENT
The Liquor Store staff hosts many annual promotions with a lot of enthusiasm and
hard work!
Repeal of Prohibition Sale — around December 4th
This popular sales event features 15% all beer, wine, cider & spirits all day with
samplings from noon to 8:00 pm
The Spirit of the Lakes Festival — Manager Ron Gust intricately involved in
running the bar/beer garden with the Masons as servers, working with local
breweries to produce the annual Surfside Ale and coordinating the Meet Your
Maker event.
Page 3 of 4
135
Oktoberfest Promotion — late September - 15% off all beer
One -day celebration accentuated with traditional Oktoberfest music throughout the
store, played by professional accordion player Dale Grove, as well as in-store
German beer samplings. The Westonka Rotary sells brats w/sauerkraut on the mall
sidewalk as a fundraiser.
Sponsorships — Manager Ron Gust coordinates with vendors to fill buckets of
samplings that are given away with each $50 donation to WeCAN's annual
fundraiser and is a sponsor of WeCAN's Timber Creek Women's Golf
Tournament, among other events for many area non -profits (see donation policy).
Anniversary Sale / Rare Whiskey Release - February
15% all beer, wine, cider, seltzer & spirits all day (excluding rare whiskies).
Westonka Rotary Fundraiser where the $5 registration fee to eligible to purchase a
rare whisky is donated to the Rotary, consistently raising over $1OK!
PRIORITIES FOR 2023 AND BEYOND
• Continue to build on the momentum since 2020 by retaining new customers
and the reputation of being a destination for rare products and amazing
selection.
• Continue to actively manage inventory by closing out obsolete,
underperforming product, maintaining target gross profit margins, and
auditing discrepancies.
• Stay on top of emerging trends and challenge sales reps to help finance sales
and promotions and buyout/down underperforming product.
• Continue to focus on employee morale, productivity and retention.
• Look for innovated ways to market/promote the benefits to tax relief and
continue the community engagement events and sponsorship.
Page 4 of 4
136
n
MEMORANDUM
Date: April 18, 2023
To: Mayor Holt and Council Members
From: Catherine Pausche, Administrative Services Director
Subject: Strategic Planning — Levels of Service, Financials and Staffing
2023 has been and will continue to be a monumental year in the City's history. The City has embarked
on a health check of the Comprehensive Plan and continues to seek outside fimding for a new water
treatment plant to address the levels of manganese and water quality issues. In addition, we are
experiencing the highest levels of inflation in well over a decade, lost 60% of our local government
aid, and need to manage the departure of both the City Manager/Public Works Director (anticipated
01-05-2024) and the Administrative Services Director (anticipated 09-01-2023).
After a decade of expansion in staffing, infrastructure investments, and city buildings in the 2000's, the
City spent the next decade focused on cost containment while continuing investments in infrastructure.
Cost containment was primarily achieved by an over 25% reduction in full-time staff (not including the
police contract) and the contract for services with the Orono Police Department, in addition to being
helped by little to no inflation.
Mound has to overcome many challenges our neighbors do not (fully built, aging infrastructure and
housing stock, economic diversity), but the level of expectations don't tend to reflect that as things like
municipal water treatment and enhanced communication efforts have become the norm among smaller
and larger cities alike.
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
and balancing tax and utility rates. Many assumptions are no longer valid (exp. inflation and staffing
levels) as well as additional priorities continue to be identified (downtown sidewalks, crossings, water
treatment, etc.) and it is time to reevaluate the priorities and funding mechanisms and decide how to
proceed.
Staff requests discussion on the following topics:
• Facilitated Strategic Visioning /Citywide Long Term Financial Plan Update
• Compensation Study / Staffing Plan
Facilitated Strategic Visioning /Citywide Long Term Financial Plan Update
Ehlers Financial Advisors did an extensive study in 2000 referred to as "Key Financial Strategies" that
determined Mound's overall city debt was very low and that there were significant deferred capital
improvement needs. This study, which included comparisons in tax and utility rates to other cities,
provided the compelling rationale to justify the expansion in staffing, infrastructure investments, and
city buildings previously mentioned. The study was updated by Ehlers in 2007, just prior to the great
recession, which rendered many assumptions obsolete. After that, study and analysis have been done
in-house and culminated with the 2018 long-term financial plan.
137
Staff requests discussion and direction on how the City Council would like to proceed on planning for
the transition of Staff leadership, evaluating priorities for changes in service levels, and updating the
long term financial plan. Attached is a draft scope of work to facilitate discussion.
Compensation Studv / Staffma Plan
The current compensation system has been in use since 1999 when the State of Minnesota Pay Equity
requirements were implemented. The City of Mound currently offers a complete benefit package
including Medical, Dental, Vision, and EAP for employees and dependents, State Retirement, Section
125 Cafeteria Plan, Life Insurance, Long -Term Disability, and an optional Deferred Compensation
Plan, among others, but recent surveys conducted by other cities suggests that our salary and wage
levels may be falling behind market. We know for certain that we fell behind because our cost of
living adjustment for 2023 was set at 3%, while inflation was much higher.
In 2021, the City advertised the Administrative Services Director (ASD) position and failed to attract
suitable candidates, resulting in the incumbent agreeing to move to .75 FTE to achieve some personal
goals and create savings for the City. Changes in expectations and the anticipation of the turnover of
the City Manager position compels this position to return to full-time. A job description for Wayzata's
Deputy City Manager position has been included in this packet and is a better reflection of the role and
responsibilities and desired qualifications for the former ASD position. Staff requests discussion on
the implications of vacancies in the two leadership positions and the likely need to fund additional
positions as a result.
Staff also requests discussion on the need for and benefits of an employee classification and
compensation study that will assist in the development and implementation of a salary administration
program that will enable the City to competitively recruit new employees, retain our current workforce,
and motivate employee job performance.
138
n
Strategic Planning Facilitation
Scope of Work - DRAFT
Strategic Planning Facilitation
The City of Mound is seeking qualified professionals to facilitate a strategic planning process that will
provide the Mound City Council insights and data they can use to formulate a shared vision for the
optimal staffing model, service levels and next generation of infrastructure improvements.
The Long Range Financial Plan
Goal: Show financial trends to the City Council in a compelling manner so that they sufficient
information to act on:
• Taxes and utility rates
• Service level changes
• Capital investment planning
Phase One: Data Collection
• Review the overall financial status of the City, including operating and capital realities and
needs
Review current levels of service, past accomplishments and struggles, current
trends/aspirations (communications, water treatment, etc.)
Conduct interviews, as needed, with Mayor and Council Members, Department
Heads and other Citywide interested stakeholders.
Phase Two: Deliverables
• 5-10 year forecast:
o Narrative interpretation of the City's financial status —tell the story with
graphical representation for ease of understanding by the public
• Options to fund desired service levels, optimal staffing structure and capital investments:
o Additional revenue sources, taxes and utility rate changes
o Service level adjustments
o CIP funding options
o Debt servicing / special assessments / grants
o Other — Inflation, property tax value changes, TIF District impacts
• FY 2024 budget parameters (Recommendations):
o Trend for FY 2024 —cut, baseline, grow, etc.
Expected revenue based upon current estimates
Potential service level adjustments
Organizational realignment?
• Beyond FY 2024 (Recommendations):
o Major actions needed
o Recommendations for Council policy decisions asapplicable
• Conduct a general environmental scan that includes economic, community, and
political/regulatory trends and their possibly impacts to the City's financial position
• Recommended financial performance goals
139
City of Mound
Classification
Range
Class/
Points
1988
Class/
Points
1997
Class/
Points
2020
Title/
Position
Exempt
Pay Eq
MAMA
59-63
"Sr"63
Sr"62
62
Senior Accounting Clerk
NO
n/a
n/a
62
Field Officer
Yes
56-58
60
66
56
City Hall Admin Asst
NO
56
Fire Admin Asst
NO
64-9
56
Public Works Maint Wkr
NO
62
Public Works Lead Wkr
NO
75-79
68
77
77
Liquor Store Mgr
Yes
80-86
n/a
80
80
Admin Svc Coord/Clerk
NO
96-103
100
100
PW Superintendent
Yes
100
Finance Director
Yes
104-111
n/a
96
104
Comm Development Dir
Yes
n/a
106
106
Fire Chief
Yes
112-118
109
113
114
Administrative Svs Dir
Yes
119-124
n/a
961
Public Works Director
Yes
125+
126
138
126
City Manager
Yes
140
UA9
Job Description
Job Title: Deputy City Manager
Department/Division: Administration
Supervisor's Title: City Manager
Exempt/Non-exempt: Exempt
Summary
Responsible for directing the Communications, Finance, Human Resources, and Motor Vehicle
Divisions, along with general administrative functions within the Administration Department.
Proactively and cohesively leads the departments' many facets in alignment with the City's
strategic plan and best practices. Works collaboratively with staff from all departments to align
internal services functions across the organization and develop effective and communicative
working relationships.
Essential Duties & Responsibilities
• Leads, supervises and develops staff in a manner that inspires professionalism, strong
inter- and intradepartmental communication, teambuilding, and alignment with
Wayzata's Core Values by:
o Fostering a respectful workplace culture and championing diversity and inclusion.
o Demonstrating inspirational leadership by promoting collaboration at all levels
and empowering staff to be innovative decision -makers.
o Using data and continuous improvement methods to drive employee's work and
achieve results.
o Providing effective management and appropriate supervision, delegation,
coaching and training.
o Developing short- and long-range plans for staff development.
o Participating in professional organizations and implementing best practices
where appropriate.
o Providing feedback to employees through both formal and informal performance
improvement.
• Provides leadership and oversight of the City's financial functions by:
o Leading the preparation and presentation of the annual operational and capital
budgets.
o Serving as a budget advisor to the City Manager and Department Directors
o Overseeing the development of the long-range financial plan and creating the
long-range staffing plan.
o Completing financial analysis and projections as needed.
o Identifies needs and proactively develops recommendations to maintain
compliance with best practices and internal controls
• Coordinates the City's Strategic Plan implementation in partnership with all Department
Directors by tracking strategic planning initiatives, metrics, and reporting on progress.
1 Revised: January 31, 2022
141
• Assists the City Manager in the administration and formulation of city policies, goals, and
objectives in alignment with City Council goals. Leads implementation of those policies,
goals, and objectives.
• Works with all staff to provide effective leadership, assist with problems, and review
projects, programs and operations to identify potential improvements.
• Actively listens and collaborates to strengthen the quality and quantity of resources
available in the City of Wayzata.
• Assists the City Manager with oversight of the Municipal Liquor operation by attending
monthly finance meetings and helping with special projects or financial analysis as
needed or assigned.
• Provides leadership and oversight of the City's human resource functions by:
o Developing and updating personnel policies, procedures, and union contracts.
o Overseeing the administration of HR programs including compensation, benefits,
and leave; discipline, disputes and investigations; performance management;
recognition and retention; workplace safety; and training and development.
o Leading or participating in recruitment processes.
o Monitoring and ensuring compliance with federal, state, and local employment
laws and regulations, and recommended best practices.
• Acts as the Acting City Manager and is able to lead city operations in the absence of the
City Manager when designated.
• Performs other duties and assumes other responsibilities as apparent or as delegated.
Knowledge, Skills and Abilities
Knowledge of.-
• Public administration and public engagement principles and practices.
• Thorough knowledge of personnel, labor/employee relations, policies, and practices
including applicable federal laws, states laws and regulations.
• High-level budgeting experience with thorough knowledge of financial government.
management including public financing techniques such as TIF, bonds, grants, and CIP.
• Information technology systems and administration.
• Strategic planning, thinking, and implementation.
Skilled in:
• Oral and written communication (including preparing reports and making formal
presentations).
• Strategic and analytical thinking.
• Positive leadership who identifies and develops department talent and recognizes the
achievements of department personnel.
Ability to:
• Understand, interpret and apply laws and administrative policies and rules, and direct
their application to financial operations.
• Develop strong relationships within the organization and community.
• Effectively manage time, coordinate multiple projects simultaneously, work in an
environment with constant interruptions, consistently meet deadlines, and be flexible to
changing priorities.
• Proficient with Microsoft Office Suite, desktop publishing software, presentations,
databases and other software programs.
• Establish foundational relationships within the organization and community.
2 Revised: January 31, 2022
142
Minimum Qualifications
• Bachelor's degree in Public Administration, Finance, Business Administration, Human
Resources, or a related field.
• Four (4) years of progressively responsible experience in the public sector, public
company, or non-profit, including at least two years of supervisory experience.
• Two (2) years professional experience in Finance administration and/or Human
Resources.
Desired Qualifications
• Master's degree in Public Administration, Finance, Business Administration, Human
Resources, or a related field.
• Five (5) years professional experience in Finance Administration and/or Human
Resources experience.
• Background in strategic planning, organization development, and process improvement.
Physical Requirements and Working Conditions
• Work in an office environment with moderate noise levels, controlled temperature
conditions and no direct exposure to hazardous physical substances.
• May interact with upset staff and/or public and private representatives in interpreting and
enforcing departmental policies and procedures.
• Sufficient manual dexterity, with or without reasonable accommodation telephone, and
other related equipment.
• Sufficient personal mobility and physical reflexes to enable the employee to safely lift
move, or maneuver in whatever way may be necessary to successfully perform the
duties of their position; and to efficiently function in a general office environment.
Core Values
• Teamwork
• Friendliness
• Responsiveness
3 Revised: January 31, 2022
143
City Manager
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145
2022 Key Result Areas, Goals, Objectives, and Value Statements
Support to Council —Timely, accurate, and thorough packets, reports, and responses to data requests
1. Packets NLT close of business Thursday preceding... minimize substantive agenda amendments/adds
100% released on time, 2 staff -driven amendments
2. Continue refinement of staff process to assemble/distribute packets, respond to questions
Staff processes further refined to minimize touches/edits, Paper and electronic packets offered
3. Continue to refine Code resources to clarify language/intent in advance of emerging needs
Substantial work on Zoning Ordinance to synchronize with previous Comp Plan work
4. Continue improving formal community feedback process
5. Implement records access and Current Events/News tools on City web site
Refined process for getting news into the news, expanded capacity of new panel on home page
6. Accessible and responsive to Councilmember queries and concerns
7. Provide timely updates to Council on emerging issues
Substantial improvement noted in performance eval
Manage the Staff— Empower to strengths, develop; lean but highly effective
1. Retain current, high quality administrative and professional staff team members
5 Public Works selections — 4 successful
2. Continue to improve team effectiveness, communication, and performance; succession planning
3. Improve effectiveness of temp/part time staffing; track wage trends to remain competitive
Stabilized HW&S part time team, re -structured HW&S after unplanned Assistant Mgr departure
4. Continue to stabilize work climate — normalize work planning and task scheduling
5. Equip the team: skill development; tools, facilities and equipment, workflow, and processes
6. Monitor area wage and CPI trends in prep for 2023 CBA negotiations
Market research and data collection for surrounding cities in progress for 2023 activities
Finance and Administration - expertly -controlled, consistent, and repeatable processes to ensure best
practice and transparent operation of City administrative processes and functions
1. Continue archive actions, clean-up, e-records, e-record management, data resilience
2. Implement document portal for historic Council/Commission records - Complete
3. Timely responses to requests for information and public records - 4 Data requests fulfilled
4. Explore and test options for central organics collection —prototype collection in place
5. Integrate Building Permits with laserfisch data archiving toolset
Implemented Community Core on-line permitting, inspection, and records toolset
6. Establish level -of -service parameters for lake maintenance activities below OHWL
May 2022 Admin 011 and December 2022 Amendment
7. Provide for election activities for Primary and General Election absentee and poll voting
Effective judge recruitment, no issues or errors during primary and general election polling
Customer Service —we serve the public in everything we do, a personal level of service is essential
1. Available, courteous, and consistent... aware/responsive of emerging COVID situation
2. Sustain level -of -service definition for equitable, consistent, and sustainable City services
3. Prompt callbacks with minimal pass -offs
4. Honest answers or explanation of the problem and what the Staff or City can do to resolve
5. Accurately filter issues for root cause and appropriate City engagement
6. Continue improving out -facing communication tools for common problems: RAVE, Website, Etc.
Revitalized Newsletter layout, color, etc
146
Budget - assure appropriate Council oversight and approval reflect priorities, fiscal constraint, and
transparency for planning and executing public funding
1. Execute 2022 budget within parameters approved by the Council
2022 Closeout begins Ian 3, 2022 Audit commences early Ian, reports to Council April/May 2023
2. Seek highest value/quality in day today operational choices, competitive procurement
3. Keen eye for emerging problems/breakdowns, solve problems earliest before issues/costs grow
4. Preserve value in existing assets and resources, minimize lifecycle cost, continue LTFP strategy
Revalidated assumptions during 2023 budget and levy processes
5. Review past practice for improved methods and practices to reduce costs or improve efficiency
6. Manage outstanding debt commitments to minimize the long-term debt service cost component in
future budget years, understand impacts of current debt structure on future fiscal planning
7. Process controls assure daily compliance with fiscal practices legislative requirements
No weaknesses identified in 2021 fiscal execution audit; re-auditted annually, 2022 report in
April/May
8. Develop 2023 budget proposal using fully transparent zero -base and historical cost models
Held 5% levy increase
9. Maintain Long Term Financial Plan development to inform future financial positioning decisions
Planning and Development - foster community development, redevelopment, and infill; building our
community and its tax value consistent with comprehensive plans and visions as market recovery and
prevailing conditions will allow
1. Proactively engage ongoing projects to ensure compliance with plans and codes
Separate Planning Activities Summaryprovided at Feb Combined Council -Planning Commission
meeting
2. Complete City obligations under Harbor District Townhome PA and applications; on -time, thorough
Plat and Development Agreements finalized November 2022.
3. Complete City obligations regarding Village on Island Park
Construction work complete, Development Agreement closeout, site restoration anticipated early
2023
4. Complete City obligations regarding Northland project applications
Project applications denied
5. Engage marketplace, meet demand for further development proposals, land use/planning
Courtyard Townhomes and Old Shoreline LLC applications pending
6. Meet market demand for residential infill/redevelopment land use/planning coordination
Met planning case demand for multiple unique residential applications- see planning reportfor Feb
7. Refine electronic and on line Building Permit applications, feedback, and management... metrics
Implemented Community Core permitting, Inspection and records management toolset
8. Continue to refine enforcement toolset, tighten timelines; solve issues at problem properties
9. Evaluation options for Rental Inspection and Licensure
Municipal Liquor Operations - Remain the outlet of choice by providing deeply personalized service not
obtainable at grocery or warehouse outlets, and a wide selection to meet customer needs
1. No liquor control violations
2. Monitor part time labor scheduling to control variable operating costs
3. Control inventory to < 10% gross sales... enhance stock turns, inventory freshness POS and data tools
Implemented management incentives directed at inventory level management, profitability, sales
4. Sustain and grow new baseline in sales targets post 2021 closeout ... reach $4-million
—$3.7M total sales for 2021, on trend for similar in 2022
147
5. Maintain gross profit margins consistent with peer competitors (>26% of sales)
30 % for 2021. Final closeout for 2022 Pending but on track
6. Sustain profitability (>10% margin) to maximize benefit through tax relief... > $250K transfer
12% Net Profit, #1 Muni in Metro for 2021! after #3 in Metro for 2020
7. Creative and impactful marketing, in store events, special promotions, and community engagement
Rare -bottle event, Spirit of the Lakes, Meet your Maker, MN Octoberfest, Tonka Brewfest, bling
auction...
8. Continue high -margin, "proprietary brands' offerings within inventory
9. Monitor labor market wage levels to remain competitive attracting high quality staff
Fire - Best value emergency services for our City and surrounding communities
1. Retain and recruit to maintain projected staffing needs... 40-member target
40 on staff 31 Dec, Pay increases for 2023, Benefit increase for 2023, benefit contribution increase
2023
2. Sustain deliberate Officer training and succession practices
Evaluations and assignments review completed for 2023 in Dec 2022
3. Sustain newly earned ISO 3 rating
4. Lead/make progress on disposal of WAFTA site (carry over)
5. Manage capital expenses over long term as projected in apparatus replacement plans
6. Fire Fighter Health and Safety initiatives
7. Continue apparatus replacements; "House" replacement Engine, Evaluate Heavy Rescue options
Replacement Engine (2021) on order, starts buildout March 2023 for delivery July 2023
8. Advance discussion on formalized shared services arrangements
Continued to monitor emerging changes in the region
Capital improvement planning— Prioritize, synchronize, and balance infrastructure and capital
equipment renewal needs against financial capacity and outside agency opportunities
1. Continue to collaborate with other -jurisdiction efforts to maximize project potential
Met Council Spring Park Intercept, Three Rivers/H-C Trail Crossing, Mces Auditors Intercept repair, H-C
County Road Resurfacing,
2. Accurately forecast and monitor long range financial profile to manage the balance of levy,
assessment, and rates against timing of critical renewal work
Deep -dive review of 2023 — 2028 CIP for cost increase/inflation impacts
Re-evaluated risk, significant shift to outyears due to current asset condition evaluations
3. Maintain accurate long range asset management and capital investment strategy
Reviewed S and 10-year project profiles against current asset conditions
4. Implement financial strategy for next evolution of major infrastructure investment beyond 2025
5. Sustain Parks Commission budgetary practices, management plan, vision for assets
6. Begin project execution for Surfside pavements, downtown sidewalks, and Surfside playground
Downtown sidewalks ph1 complete, Surfside Pavements will resume in Spring 2023, Initiated dialog
with private financial partner forSurfside Playground upgrades
7. Continue to monitor and support Island Park Hall restoration interest as appropriate
Conditional Use Permit for future activities approved, Lease approved and signed
8. Enhance water resource protection via improved MS4 maintenance planning and execution
Renewed MS4 Permit with MN DNR, 2022 Permit audited with no substantial findings, Most
significant maintenance efforts to date on field assets
9. Determine, implement, and sustain best management practice operation and maintenance means
and methods to sustain/improve water quality and reduce iron staining
Uni-directional flushing, synchronization of tank cleaning/inspection with hydrant/mains flushing
10. Continue advocating resources to address Manganese issues
No legislative action on proposed bills
Public Works and Engineering Projects:
Continue Pavement Management Program with Seal Coat and Crack Seal projects - Complete
Build Retaining Wall layer in GIS, continue spot -repairs across inventory
Surfside Depot, Dickens/Hawthorne,
Reconstruct Depot parking lot at Surfside, sidewalks, stormwater, and beach area improvements
Project will carry over to Spring 2023 due to material and weather delays
Reconstruct Island View Drive (R-1) lift station and force main
Project will carry over to Spring 2023 due to material and weather delays
Lynwood/County 15 water main replacement (Ph2 of 3) - Complete
Complete manhole rehab work in Shirley Hills district (Ph 2 of 3) - Complete
Downtown sidewalk replacements phase 1 of 3 - Complete
Continue trip/kick location and repairs on County Rd sidewalks, condition assessment, ADA Phase 2 of 6
Completed toe kick from Frontier to Bartlett. Slab replacements from Auditors to Frontier Building
Jetting and CCTV of mains Shirley Hills districts - Complete
Coordinate redevelopment subdivision improvement activities at Artessa Mound Harbor
Project will carry over to 2023
Complete and implement Harbor District Public Spaces small area improvement study
Project will carry over to Spring 2023
Complete subdivision improvements, ribbon cut Villages at Island Park development - Complete
Initiate Dakota Trail crossing improvement activities with Three Rivers and Hennepin County
Project will carry over to Spring 2023
149
Finalize planning for future Surfside Park playground improvements
Complete Jaycees shade shelter install at Surfside
Project will carry over to Spring 2023
Revitalize Adopt-a-Greenspace program
Established site locations, signage, validated past participants.
Extend natives and pollinators demonstration plot program —Completed Edgewater Park site
Support local Hennepin County Water Steward program participants and demonstration activities
Overland project complete, 3 additional sites identified for 2023 grant applications
Pursue resourcing solutions to city water manganese levels, initiate funded work
150
2023 Key Result Areas, Goals, Objectives, and Value Statements
Support to Council -Timely, accurate, and thorough packets, reports, and responses to data requests
1. Packets NLT close of business Thursday preceding... minimize substantive agenda amendments/adds
2. Provide timely updates to Council on emerging issues, responsive to queries and concerns
3. Continue improving formal community feedback process
4. Continue to refine Code resources to clarify language/intent in advance of emerging needs
5. Continue deployment of electronic records access (Laserfiche)
6. Fill Council vacancy and onboard new Mayor, Members
Manage the Staff- Empower to strengths, develop; lean but highly effective
1. Retain current, high quality administrative and professional staff team members
2. Continue to improve team effectiveness, communication, and performance; succession planning
3. Track wage trends to remain competitive, negotiate 2024 - 2026 Bargaining Agreement
4. Continue to stabilize work climate - normalize work planning and task scheduling
5. Equip the team: skill development; tools, facilities and equipment, workflow, and processes
Finance and Administration - expertly -controlled, consistent, and repeatable processes to ensure best
practice and transparent operation of City administrative processes and functions
1. Retain replacement Municipal Civil Law, City Attorney consultant
2. Refine and expand outward facing communication tools
3. Continue archive actions, clean-up, e-records, e-record management, data resilience
4. Provide timely responses to requests for information and public records
5. Continue/refine prototype activities for central organics collection
6. Integrate electronic building permitting with electronic record archives
Customer Service -we serve the public in everything we do, a personal level of service is essential
1. Available, courteous, and consistent... accessible; prompt callbacks with minimal pass -offs
2. Sustain level -of -service definition for equitable, consistent, and sustainable City services
3. Honest answers and root -cause analysis; and what the Staff or City can do to resolve
4. Continue improving out -facing communication tools for common problems: RAVE, Website, Etc.
Budget - assure appropriate Council oversight and approval reflect priorities, fiscal constraint, and
transparency for planning and executing public funding
1. Execute 2023 budget within parameters approved by the Council
2. Seek highest value/quality in day to day operational choices, competitive procurement
3. Keen eye for emerging problems/breakdowns, solve problems earliest before issues/costs grow
4. Preserve value in existing assets and resources, minimize lifecycle cost, continue LTFP strategy
5. Review past practice for improved methods and practices to reduce costs or improve efficiency
6. Manage outstanding debt commitments to minimize the long-term debt service cost component in
future budget years, understand impacts of current debt structure on future fiscal planning
7. Process controls assure daily compliance with fiscal best -practices and legislative requirements
8. Develop 2024 budget proposal using fully transparent zero -base and historical cost models
9. Maintain Long Term Financial Plan development to inform future financial positioning decisions
10. Refine 5 and 10-year Capital Investment Program to reflect changed and emerging conditions
151
Planning and Development - foster community development, redevelopment, and infill; building our
community and its tax value consistent with comprehensive plans and visions as market recovery and
prevailing conditions will allow
1. Proactively engage ongoing projects to ensure compliance with plans and codes
2. Complete obligations under Lifestyle Communities Development Agreement; on -time, thorough
3. Complete obligations regarding Village on Island Park Rental City -homes Development Agreement
4. Engage marketplace, meet demand for further development proposals, land use/planning
5. Meet market demand for residential infill/redevelopment land use/planning coordination
6. Continue electronic Building Permit applications, inspections, and records management
7. Continue to refine enforcement toolset, tighten timelines; solve issues at problem properties
8. Finalize low -dose, Delta-9 THC edibles retail Licensure
9. Evaluate options for Rental Inspection and Licensure
Municipal Liquor Operations - Remain the outlet of choice by providing deeply personalized service not
obtainable at grocery or warehouse outlets, and a wide selection to meet customer needs
1. No liquor control violations
2. Monitor part time labor scheduling to control variable operating costs
3. Control inventory to enhance stock turns, inventory freshness POS and data tools
4. Sustain and grow new baseline in sales targets post 2022 closeout ... reach $4-million
5. Maintain gross profit margins consistent with peer competitors (>26% of sales)
6. Sustain profitability (>10% margin) to maximize benefit through tax relief... > $250K transfer
7. Creative and impactful marketing, in store events, special promotions, and community engagement
8. Continue high -margin, "proprietary brands' offerings within inventory
9. Monitor labor market wage levels to remain competitive attracting high quality staff
Fire - Best value emergency services for our City and surrounding communities
1. Retain and recruit to maintain projected staffing needs... 40-member target
2. Sustain deliberate Officer training and succession practices
3. Sustain ISO 3 rating
4. Lead/make progress on disposal of WAFTA site (carry over)
5. Manage capital expenses over long term as projected in apparatus replacement plans
6. Fire Fighter Health and Safety initiatives
7. Continue apparatus replacements; "House" replacement Engine, Evaluate Heavy Rescue options
8. Advance discussion on formalized shared services arrangements
152
Capital improvement planning— Prioritize, synchronize, and balance infrastructure and capital
equipment renewal needs against financial capacity and outside agency opportunities
1. Continue to collaborate with other -jurisdiction efforts to maximize project potential
2. Accurately forecast and monitor long range financial profile to manage the balance of levy,
assessment, and rates against timing of critical renewal work
3. Maintain accurate long range asset management and capital investment strategy
4. Implement financial strategy for next evolution of major infrastructure investment beyond 2025
5. Sustain Parks Commission budgetary practices, management plan, vision for assets
6. Begin project execution for trail crossing, downtown sidewalks ph2, and Surfside playground
7. Monitor and support Island Park Hall restoration interest as appropriate
8. Monitor and support Surfside Park Playground private financial partner interest as appropriate
9. Enhance water resource protection via improved MS4 maintenance planning and execution
10. Determine, implement, and sustain best management practice operation and maintenance means
and methods to sustain/improve domestic water quality and reduce iron staining
11. Aggressively pursue legislative funding for water treatment improvements to address Manganese
Public Works and Engineering Projects:
Complete Jaycees shade shelter install and remaining parking/sidewalks improvements at Surfside
Complete Island View Drive Lift Station replacement
Annual Pavement Management Program with Seal Coat and Crack Seal projects
Lynwood/County 15 water main replacement (Ph3 of 3)
Reconstruct Lakewinds (F-1) lift station and force main
Jetting and CCTV of mains of cyclic sewer districts for 5-year completion cycle
Complete manhole rehab work in Shirley Hills district (Ph 3 of 3)
Complete Dakota Trail crossing improvement activities with Three Rivers and Hennepin County
Downtown sidewalk replacements phase 2 of 3 with Hennepin County financial participation
Continue trip/kick location and repairs on County Rd sidewalks, condition assessment, Phase 3 of 6
Retaining Wall spot -repairs across inventory
Repairs to Centerview Fishing Pier
Repairs to Surfside Boat Launch
Coordinate redevelopment subdivision improvement activities at Artessa Mound Harbor
Implement Harbor District Public Spaces small area improvement study
Finalize planning with private financial partner for future Surfside Park playground improvements
Continue to energize Adopt-a-Greenspace program
Support private interest, residential stormwater demonstration activities
Pursue resourcing solutions to city water manganese levels, initiate funded work
153
2023 Events
Polar Plunge: January 28 (Surfside Park)
Klondike Dogsled Derby: February 3, 4 (Lake Minnetonka)
Rotary Rare Bourbon Draft Drawing February 10 (Gillespie)
Westonka Spring Break: March 24—April 2
Mound/Minnetrista Clean-up Collection Day: May 6
Fishing Opener: May 13, (State Wide)
Eli Hart Kids Fishing Event (Surfside): May 20
Farmers' Market: May 20 — OctTBD (Harbor/Transit District)
Fish Fry: June 3 (Fire Station)
Music in the Park: June 8 (Surfside Park)
Spirit of the Lakes: July 14 —15 (Surfside Park)
Music in the Park: July 20 (Surfside Park)
Community Theater Last 2 Weeks in July (Performing Arts Center)
National Night Out: August 1 (Citywide)
Tour De Tonka: August 5 (Bethel UMC Parking Lot, local roadways)
Music in the Park: August 10 (Surfside Park)
Dog Days: August 12 (Surfside Park and Harbor Pavilion/Docks)
State Fair: August 24 — September 4 (State Fair Grounds)
Running of the Bays: September 9 (Bethel UMC parking lot)
Incredible Festival: September 15 — 17 (Our Lady of the Lake)
Fire Prevention Open House October 4 or 11 (Fire Station)
Westonka Brew Fest (Rotary) November 4 (Gale Woods Farm)
Tree Lighting: November 18 (Transit District)
154