Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
2005-03-29
PLEASE TURN OFF ALL CELL PHONES & PAGERS IN COUNCIL CHAM~E~, Paae OPEN MEETING DEPARTMENT HEAD ANNUAL REPORTS A. FINANCE DEPARTMENT - FINANCE DIRECTOR GINO BUSINARO 1-13 B. PUBLIC WORKS - PUBLIC WORKS DIRECTOR CARLTON MOORE I4-29 1. STREETS AND UTILITIES - PUBLIC WORKS SUPT GREG SKINNER 2. PARKS DEPARTMENT - PARKS/DOCKS SUPT JIM FACKLER C. LIQUOR STORE - MANAGER JOHN COLOTTI 30-34 D, FIRE DEPARTMENT - FIRE CHIEF GREG PEDERSON 35-82 E. COMMUNITY DEVELOPMENT - COMMUNITY DEVELOPMENT DIR SARAH SMITH 83-92 F. CITY CLERK'S DEPARTMENT - CITY CLERK BONNIE RITTER 93-96 G, POLICE DEPARTMENT - POLICE CHIEF JIM KURTZ Insert ADJOURN March 21, 2005 MAYOR, CITY COUNCIL AND CITY MANAGER I have enclosed the 2004 Annual Report of the Finance Department. The purpose of the report is to point out the financial condition of the City of Mound to the City Council, which sets the policies that direct the future of the City. The financial recaps included in this report provide you with a preliminary summary of the City of Mound's financial position for 2004. The year 2004 was a productive one in the Finance Department. I would like to thank the staff of the department, Joyce, Cotlette and Sue, for their hard work during this challenging year. I look forward to a productive year in 2005. Respectfully, Gino Businaro Finance Director My first responsibility is the supervision of the Finance Staff. The current personnel in the Finance Department are as follows: NAME TITLE STARTING DATE Sue Schwalbe Collette Roberts Joyce Nelson Gino Businaro Accounts Payable Clerk 09-15-99 Accounting Clerk/Payroll 03-12-99 Utility Billing Clerk 05-31-77 Finance Director 11-23-92 The finance staff should be commended for the teamwork, cooperation, and dedicated work they have demonstrated in 2004. JOYCE NELSON Joyce handles the water and sewer billing process. We have 3,545 residential accounts that are billed quarterly on a cyclical basis (the City is divided into three billing districts). In addition, there are 138 commercial accounts that receive a bill every month. With this many customers to serve Joyce is kept quite busy. At the same time Joyce coordinates the various recycling programs. As an example of participation, for the month of October, out of 14,340 households, 4,073 had their recyclable set out. That is 28.40% participation. The total materials collected for the year was 1,065.03 tons. Joyce also continues to assist Greg Skinner in public works with issues that relate in one way or another with the utility billing of customers. Sue Schwalbe Sue's major responsibility is the processing of payments to city vendors (the accounts payable function). She codes and enters into the computer all the invoices and pays city vendors for purchases of goods or services. In 2004 more than 4,000 checks were issued and wire transfers/payments totaled $27,667,625. Sue does the special assessment searches of properties as requested by Realtors, title companies or residents when a house in Mound is purchased. Sue processes Homestead applications then notifies Hennepin County as to reclassifications and changes. Sue spends a considerable amount of time recording fixed assets, billing for escrow accounts and maintaining documentation in the area of TIF and other expenditures. Collette Roberts Collette, as the Payroll Clerk, is responsible for all functions relating to payments and benefits to city employees. She maintains and processes payroll every two weeks. In 2004 more than 1,770 payroll checks were issued to employees and more than 370 checks were issued for other payroll related purposes for a total of more than 3.5 million dollars. Some of these payments · are made by phone or by internet with a direct debit to the city bank account. She processes the Payroll direct deposits e~ery two weeks, and she works with and maintains all documentation for each employee from the hiring date to termination and Dost retirement. As the General Ledger Clerk, Collette works in the following areas: Data entry for the computerized financial system and monthly reports' distribution to departments, Computer back up's and year end closing of Finance and payroll applications, Miscellaneous receipts and receivables, Employees benefit enrollment, related requirements, changes to benefits and Miscellaneous billing and reports to other agencies, Reports for the Liquor Store: monthly sales tax reports, NSF checks, Preparation of monthly, quarterly, and yearly reports to various federal and state agencies, Bank reconciliation and monthly credit card reconciliation. INVESTMENTS Cash management and investment of City funds are an important aspect of my job. The first objective in investing City funds is safety, legal constraints, and liquidity following the requirements of the City Investment Policy. Taking.safety and liquidity into account, I look for the best market rate of return, normally within a 3-month range. I continue to follow a policy of investing only with broker/dealers in this state from the list approved by the City Council at their first meeting in January. The following is a breakdown of investments as of December 31, 2004: Commercial Paper FNMA Discount Notes FRE Discount Notes Money Market $1,251,153 3,669,645 1,650,008 4,885,292 TOTAL $11,456,098 3 A comparison of interest earned for the City on all funds is as follows: 1993 335,667 1994 318,235 1995 249,700 1996 214,868 1997 219,401 1998 207,285 1999 204,247 2000 267,444 2001 245,413 2002 165,746 2003 136,794 2004 145,595 Interest income in 1995-99 was down from 1993-94. This is due primarily to the decrease of cash balances available for investment and the interest fluctuation in the financial markets. In 2000 the interest rates available in the market made it possible to realize a reasonable increase. In 2001-2004, even though the cash balances were up, the interest rates were very low. Ail interest income, with the exception of the Public Safety Building related transactions, is accumulated in the Investment Trust Account and distributed to the funds in proportion to the average balance during the year. BUDGET Preparing the data for the annual budget document that is submitted to the Council is another important function of my job. During June, I estimate the revenues for the current year and also work on an estimate of the expenditures for the current year. I work closely with the City Manager in budgeting revenue amounts and salary projections for the following year. The Finance Department budget is my responsibility, along with portions of the City Property, the Special Revenue Funds, the debt service requirements, Capital Projects requirements, and the Recycling Fund. Once the City Manager reviews the expenditure budgets with each of the department heads, the budget is compiled, analyzed and adjustments are made. The document is then prepared and presented to the Council for approval. The Water and Sewer Funds are examined during the budget process. The projected revenues and expenses are used to determine the adequacy of the rates. The Enterprise Funds (Liquor, Water, Sewer, Recycling, and Storm Water Utility) are presented to the Council along with the General Fund and the Special Revenue Funds for Council approval. 4 LU m ~ W o o ~ ~. ,~ o ~ o° Z ~' Z ~U UJ LU 0 0 0 o o r~ 0 c~ z 0 IU -5- OUTSTANDING DEBT The total outstanding debt as of 12-31-2004 is $24,015,000. Attached you will find a schedule of bonds payable. The following shows the total outstanding debt for the City of Mound over the past 10 years: Year G.O. G.O. Refunding 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 4 270 000 3 570 000 2 920 000 2 590 000 2 260 000 1 910 000 5 085 000 11 590,000 17 345,000 24 015,000 1,335,000 1,275,000 1,215,000 1,155,000 1,090,000 850,000 555,000 385,000 150,000 Using the 2000 census population of 9,634, the total debt per capita increased from $443 in 1995 to $2,493 in 2004. SPECIAL ASSESSMENT LEVIES The general property tax levl; is discussed every year during the budget process. The other significant item on the tax statement for Mound residents is the various special assessment levies. The following is the annual special assessments levied on Mound taxpayers during the past ten years and for 2005: 1995 330,903 1996 213,644 1997 74,844 1998 81,972 1999 91,380 2000 88,009 2001 80,878 2002 74,905 2003 168,539 2004 230,188 2005 238,806 The major street projects were completed in 1978-1980. The total assessments on the taxpayers increased dramatically once these projects were assessed. Since 1982, the annual assessments have consistently declined. The corresponding Special Assessment bonds payable has decreased from $8,450,000 in 1986 to zero in 1998. In 2001 the City issued $780,000 of Improvement Bonds for City Walls replacement and street improvements. A good portion of the year 2002 assessments consists of delinquent utility bills certified.to the county for one installment payment, the MetroPlains development, and the Westedge Blvd. improvement. In the year 2003 the city issued $3,255,000 of General Obligation Improvement Bonds for the city share of land acquisition for County Road 15 and the 2003 Street Reconstruction Project. In the year 2004 the City issued ~1,7~,000 of ~n~r~l 0~lig~ti0n ImDr0v~m~nt B0nd for the 2004 street reconstruction project and for the City retaining walls replacement. A portion of this bond's payTnents was assessed and certified to the County in 2004 and is reflected in the year 2005 listed above. AUDIT Preparing for the annual audit is another important responsibility of my job. I prepare all the statements, schedules and notes to the financial statements for the annual audit. Our audit costs are reduced since all the statements and notes are done in house. The 2003 audit report received the National GF©A award "Certificate of Achievement for Excellence in Financial Reporting". The certificate program judges an audit report on various criteria, including clarity, comparability and completeness. This is the !6th consecutive year that the City of Mound has received this award. I plan on updating the audit report annually and submit future years' reports for this award. INSURANCE We have the majority of our insurance coverage with the League of Minnesota Cities Insurance Trust. They have provided the City with good coverage and the costs for insurance have stabilized in the last few years. Our agent of record is Pat Meger of Arthur J. Gallagher & Co. of MN. Inc. I have the responsibility of coordinating the City's insurance activity. I file all claims that are made against our insurance policies for the City automobiles, property damage, general liability, and workers compensation. COMPUTER OPERATIONS It is my job to supervise the overall computer operation. We have an on-site IBM Server with software purchased from Banyon Data Systems, Inc. located in Burnsville, MN. The following software programs are currently operating on our system: Utility Billing, Fund Accounting, Accounts Payable, Fixed Assets, Payroll, and Water Meter Reading. The finance staff does an excellent job working on the computer operations. The finance department has available four personal computers, all connected to the Server. The use of the PC enables me to work efficiently with many spreadsheets for cash flow analysis, investment need projections, fixed assets inventory, budget projections, e-mail, City web page, and various other applications. At the same time Cotlette, Sue, and Joyce have the opportunity to use the PC and maintain various files in the payroll area, accounts payable, Special Assessments, Homestead, and the utility services area. We use the DSL line to submit reports to various government agencies and others and for the 6 payroll direct deposits and direct payments of Utility Bills. City employees have a strong interest in learning to work with PCs, which help them to be more efficient with their tasks. Telephone System/Internet Connection Now that we own the telephone system, I make sure that we have the proper backups and I coordinate requests for additional services or changes. I coordinate the connection to the internet and the city web page. FUND STRUCTURE The following is a description of the funds of the City of Mound: GENERAL FUND The General Fund accounts for the Revenues and Expenditures to carry out the basic governmental activities of the City, such as administration, police, inspections, streets, economic development, and parks. General Fund expenditures are made primarily for current day to day operating expenses. Major sources of revenue are the property tax and local government aid. FUND BALANCE The undesi, gnated fund balance of the General Fund is projected to be $ 880,300 for the year ending 2005. It is important for the City to maintain the current fund balance. This reserve is necessary to meet expenses in the General Fund until tax money and local government aid are remitted to the City in June/July. For cash flow purposes the city would be required to issue tax anticipation bonds if the fund balance is reduced considerably or eliminated. The following table shows previous year end Undesignated General Fund balances, compared to adopted expenditures budget for the past ten years: GENERAL FUND UNDESIGNATED FUND BALANCE BUDGET BEGIN-NING OF YEAR % 1995 2,418,030 684,508 1996 2,443,830 770,649 1997 2,591,760 998,106 1998 2,776,950 1,230,858 1999 2,893,580 1,211,064 2000 3,084,750 1,191,456 2001 3,266,340 878,058 2002 3,524,160 1,188,107 2003 3,837,750 1,533,173 2004 4,766,000 1,422,542 2005 4,384,370 1,292,679 (Un-Audited) 28.3 31 5 38 5 44 3 41 9 38 6 26 9 33 7 39 9 29 9 29 5 7 REVENUES/EXPENDITURES In 2004 Revenues received for general governmental operations were $4,640,060 and Expenditures for general government operations were $4,711,513. A detail statement with budget and actual comparisons will be presented to the Council once the Audit of the 2004 financial position and activities is completed. An analysis of major increases or decreases from the prior year will be included in the audited comprehensive annual financial report. SPECIAL REVENUE FUNDS Special Revenue Funds are used to account for certain tax levies and other earmarked revenue. The following is a list of the City's major Special Revenue Funds and Fund balances as of 12-31- 2004: Area Fire Services Docks/Commons Park Dedication Fees 123,818 124,067 112,987 CAPITAL IMPROVEMENT FUND Capital Improvement Fund has been established to segregate funds to be used for various types of capital outlay expenditures. The following is the 2004 activity of this fund: Balance 1-1-2004 Revenues Bond Sale Proceeds 3,125,449 399,443 1,701,651 Total Available 5,226,543 Expenditures Public Works Capital Outlay 14,612 3,834,635 Total Expenditures 3,849,247 1,377,296 Balance 12-31-2004 This balance is designated for the completion of the Lost Lake Canal, the Auditor's Road Trail/Greenway, the replacement of City Retaining Walls and the 2003-2004 Street Improvement Projects. In the past the Capital Improvement Fund has been an important one-time revenue source for the City of Mound. It has allowed the City to undertake projects that benefited the City without having to issue debt to finance them. In the past, revenues for this fund were obtained with equity transfers from debt service funds that were used to account for bonds that had been recalled or that had expired. No additional debt service funds are left to replenish this fund. ENTERPRISE FUNDS Enterprise Funds are used to account for the financing of services to the general public in which all or most of the revenues are generated from user charges. LIQUOR FUND The operating income for the year was a negative $88,570. A condensed summary for the liquor operations for the year ended December 31, 2004 was published in the Laker and the audited statements will be presented to the Council later in May. WATER FUND The total operating income for the year 2004 was $61,829. A full set of statements will be presented to you after the audit is completed. SEWER FUND The total operating income for the year 2004 was $197,096. The Metropolitan Waste Control Commission disposal charge went down by $65,220 (from $534,729 to $469,509.) A full set. of statements for this fund will be presented to you after the audit is completed. STORM WATER FUND The Storm Water Fund was established in 2001 to account for the revenues and expenditures relating to the improvements and maintenance of the. City storm sewer system. The City sold bonds in the amount of $760,000 in 2001 and $590,000 in 2004 to pay for a number of projects that were done in 2002-2005. The bonds will be paid back from charges to residents through the utility billing system. As of December 31, 2004 the fund balance of this fund is $278,116 and the cash balance is $919,624. RECYCLING The revenues for the year 2004 were $138,623. This amount is similar to the prior year. The fund balance in the recycling fund decreased from $61,356 to $41,526. A full set of statements for this fund will be presented to you after the audit is completed. 9 -10- ORGANIZATIONS I am a member of the Minnesota Government Finance Officers Association (MNGFOA) . There are currently 550/600 members. Monthly meetings are held in the metro area, with an annual conference held in the fall of the year. One of the requirements for keeping current my CPA certificate is that I maintain a continuing education program each year. Continuing education and training is a high priority in my professional development. I obtain the vast majority of my education credits through MNGFOA. I am also the Treasurer of the Mound Crime Prevention Association. This non profit association at this time is involved with the City DARE program, the Skate Park, the Buy a Brick programs, the Police K-9 unit, and the DARE Open. ACCOMPLISHMENTS FOR 2004 Specific accomplishments are as follows: New Tax Increment District The addition of a new tax increment district has brought excitement to the city of Mound. At the same time many unique transactions were and are being dealt with by the finance department. Storm Water Utility Fund and Franchise Fees Even if the setting of fees for the Storm Water Management Fund was a long process, the City Council did approve them and we were able to set them in place and start collection through the utility_billing system. Once the Council approved the additional fees for Street Lighting, Gas and Electrical Utilities, Joyce, Collette and I implemented them successfully. New Financial System A major effort was directed toward maximizing the use of the new Financial System. The process of procuring and converting was long and tasking. Once the new system was put in place, all of us had to learn it, get used to it, and become proficient with it. I know that the staff and I were well challenged. We think that we were successful even if at times obstacles looked tough to deal with. 10 -11- Issuance of the 2003 Comprehensive Annual Financial Report The report received an unqualified opinion from the independent auditor and the Certificate of Excellence in Financial Reporting from the GFOA. In 2005 the implementation of GASB 34 will be a real challenge especially in the area of fixed assets and reporting. Insurance Claims Activity In 2004 we had again a number of claims in the general liability, auto, and workers compensation areas. We also reviewed the present insurance coverage and complied with the OSHA record keeping. Pre-Tax Plans The City employees were offered a Pre-Tax Plan in May of 1993. The plan was set up, maintained and extended into 2005. Almost all employees joined the plan, which benefits both the employees and the City in reducing Social Security, Federal and State tax payments. Computer support/Telephone Syste=n/Internet Connection City employees are using the computer for many applications. I enjoy helping, time permitting, with the inevitable problems that arise. Most of the time we deal with software issues, but at times the hardware needs repairs or upgrades. With the increase in the number of PC and the added applications, more and more support is required. Now that we own the telephone system and we continue to expand the use of the internet, support is becoming a key element for efficient use of this type of technology. Health Care Savings Plan The City Council approved changes to the Health Care Savings Plan and we were able to implement and maintain the Plan as directed. Union Contracts and Administrative Code The City Council approved the 2004-2005 contracts with the three bargaining units and with the non-union employees. Collette and I implemented the financial aspects of the contract in an efficient and timely manner. Payroll Direct Deposits and UB Direct Payments Collette, Joyce and I continue to offer and fully implemented the two programs to the benefit of the City employees and the residents of the City. Capital Assets Sue and I gathered as much information as possible to meet the new standards set by GASB 34 on Capital Assets. This was a recommendation of the independent auditor for 2004. 1! GOALS FOR 2005 work in the Finance Department will continue at a steady pace in 2005. The normal cycle calls for the staff to meet their deadlines in the payroll, accounts payable, and utility billing areas. The Finance Director will continue to cover the investments, the audit, the insurance claims, the preDaration of reports, and all the other responsibilities in the financial, insurance, data processing, supervision areas, and many other tasks as assigned by the City Manager and the City Council. Special challenges in 2005 will be related to the 2006 budget, the new TIF district, street reconstruction, and other related projects. In addition, my efforts will be to work with the City Manager as she will direct. The management of Indian Knoll Manor and personnel/union negotiations issues will be additional special challenges in 2005. As in 2004, again in 2005 a major effort will be directed toward becoming more familiar with the new Financial System. We need to learn and make efficient use of the many features of the Banyon Data System. Some applications are upgraded on a regular basis and that can present a challenge at times. The staff and myself are committed to this system and we know that we can make it work for the purpose it was designed. We thank the City Council and the City Manager for investing in a system that should serve us well. CONCLUSION Thank you for having given me the opportunity to point out the areas of special note in the operation of the Finance Department. Thanks to a dedicated staff and the resources made available by the City, the year 2004 was a successful one for the City in the financial area. The direction provided by you, the City Council and the City Manager, made it happen. 12 CITY OF MOUND PUBLIC WORKS AND PARKS 2004 ANNUAL REPORT SKATE PARK CTY RD 15/110 REALIGNMENT GREENWAY -14- TABLE OF CONTENTS II. III. IV. Parks Department 2004 Annual Report ................................. 1-6 Public Works 2004 Annual Report .......................................7-10 Public Works Department 2005 Capital Improvements ............. 11-12 Public Works Department Work PianfInitiatives ..................... 13-14 CITY OF MOUND Parks Department 2004 Annual Report The Parks Department is responsible for many aspects involved in city government. Aside from managing the 33 parks in the city, the department is also responsible for the maintenance and management of the Municipal Cemetery, the Municipal Docks Program, the maintenance of City Hall and the Depot. In addition, the department is responsible for the repair and replacement of the city-owned retaining walls on street right-of-ways, the inspection of weeds on unkempt grounds, and hazardous tree removal from city property. The department is also responsible for the preventive maintenance of its equipment. Assisting in this effort are four full-time employees including, the Park Superintendent, the Administrative Assistant, and two maintenance workers, a pal'4~me Docks Administrator and as many as seven full-time seasonal employees. Additionally, the Dock and Commons Commission (DCAC) and the Park and Open Space Commission (POSAC) were set up to act as advisories for bringing recommendations to the City Council regarding their respective issues. The Parks Department is responsible for ground maintenance at the Mound Cemetery. Fertilization and weed control is contracted with a lawn care company. The department also completes the locates for casket burial, urn burial, and marker placement. Staff recommends the installation of irrigation and additional tree plantings in order to provide a more attractive setting. The Department is also responsible for the seasonal lawn care and snow removal at City Hall, as well as repairs to plumbing, heating, air conditioning and related equipment within their capabilities. Major repairs for the heating and air conditioning systems as well as janitorial services are contracted out through the direction of the Park Superintendent. The Depot continues to be a popular place for resident and non-resident organizations and private parties. Continual improvements and upgrades will reinforce the Depot as an asset to the City of Mound. 2004 Park Department Annual Report -16- Preventive maintenance and repairs of all related departnaent equipment is tlae daily responsibility of Park staff. The Department also maintains an Equipment Replacement Schedule to allow for the updating of major capital outlays. Following this schedule, the City Council approved the purchase of 3 trucks, a new trailer, a new skidsteer, and two new mowers in 2004, and so far in 2005, we have purchased a new truck, 2 new mowers, a gator, a pressure washer and a new edger/tiller/pruner. Ali of this new equipment will allow the Department to operate more efficiently and provide better safety for the general public and staff. In 2004, staff and the Dock and Commons Advisory Commission were responsible for bringing forward recommendations which have brought positive changes to the Municipal Docks Program. In 2003, in order not to exceed the allowed BSU count, staff recognized a need to address a procedure for the limitation of boat registration. Following a recommendation by staff and the Dock and Commons Advisory Commission, the City Council approved a moratorium on Shares for the 2004 boating season. In 2004, the Council approved continuation of the moratorium for the 2005 and 2006 boating seasons. In addition, in an effort to keep administrative costs to a minimum, staff recognized a need to make some changes to the Waiting List Application fee. Following a recommendation by staff and the Docks and Commons Advisory Commission, the City Council approved the elimination of the $250 refundable fee, and approved a $20 non-refundable fee. Staff has received very positive feedback during the 2005 application period. Also in 2004, the DCAC, along with staff and the City Council, had several discussions regarding the increase of fees for the program. In looking ahead, it became clear that this self-supporting program needed to increase its fees in order to maintain a positive fund balance in the years to come. Even with the increase, the Municipal Docks Program fees remain significantly below that of other programs on the lake, and staff received very little negative feedback regarding the increase during the 2005 application period. Finally, the DCAC conducts tours of commons shoreline in order to determine which areas should be approved for rip-rapping. In 2004, 745 In ft of Waterbank Common was rip-rapped for a total of $51,405. In 2005, 164 in ft of ldlewood is slated for rip-rapping. Aside from making our program more attractive, these rip- rapping projects enhance and preserve the city-owned commons shoreline along Lake Minnetonka. In 2004, the Park and Open Space Advisory Commission conducted a tour of all the parks in the City of Mound, rating them and making comments and suggestions. In what may be viewed as a landmark decision, the commission recommended the sale of two parks, the Bluff's and Edgewater, to adjacent property owners who have been maintaining the property for years. The commission determined that these parks afford no public use, and the proceeds of the sale could be put toward the 2004 Park Department Annual Report -17- redevelopment of parks used by the public. The Bluff's has been approved for sale, and the deed research continues on Edgewater Park. POSAC underwent huge changes at the end of 2004, losing four of its six members due to moves out of the area, retirement, and election to the City Council. Fortunately, several qualified candidates applied for these openings and the commission is now back up to full membership for 2005. They will be conducting park tours in the spring not only to acquaint the commissioners with the parks in the City, but to assist them in making qualified decisions regarding Park redevelopment issues in 2005 and the years to come. Due to budget constraints, the focus of the Parks Department over the past few years has been strictly on the repair and maintenance of equipment and park land throughout the City of Mound. Play equipment, long in need of replacement, has been repaired to its limit, and programs, such as lifeguards and summer recreation have been eliminated due to lack of funding. However, recent redevelopment '~ projects not only in the downtown area, but throughout the city, have shifted that focus to the replacement of equipment and development of the city's park land. In 2003, two new neighborhood parks, Alwin and Weiland, were added. And in 2004, the new downtown Greenway, with its transient docks and lighted, paved waikways was added. Additionally, Staff evaluated the play structures at 14 of the city's parks, and developed a Play Structure Replacement Schedule. Following this, the City Council approved the use of Park Dedication Funds that allowed the department to replace the 20 year old play structure at Highland Park in 2004. Also in 2004, the Council approved funding for benches, picnic tables, a shelter, trees and a new play structure in 2005. Regular park maintenance, including mowing, leaf removal, litter pickup and periodic repairs are unavoidable aspects of the parks. And while the addition of new parks and the installation of new play equipment increases our responsibilities, the department recognizes that improvements and regular park maintenance provide a visual confirmation that the City of Mound has a commitment to community development. Jim Fackler, Park Superintendent 2004 Park Department Annual Report 3 CEMETERY: The cemetery operation breaks even with the income from the sale of plots, lm 2002, a new fee schedule was adopted that will continue in 2005. Adult, resident Adult, non-resident Baby, resident Baby, non-resident Ash Burial, resident Ash Burial, non-resident Locate Maintenance Agreement Ash Burial on top of casket 2005 $600 $850 $300 $400 $300 $400 Actual Cost(Min of $25) $15 $50 *Resident is defined as "Individual to be interred is a current resident of the City of Mound at the time of his/her death, or at the time of purchase of his/her grave site. DEPOT: In 2004, $3,450.00 in total rental payments were received; Fees were waived on 17 groups, resident payments totaled $3,000 and non-resident payments totaled $450. Rental Rates $400 Damage and Clean-up Deposit $200/per day Non-Residents and Sample sales, plus the purchase of a Peddlers License $100/per day Civic and Non-Profit Charitable Organizations from other communities (Rummage sales, craft sales, parties, etc.) $75/per day Mound Resident FREE Mound Westonka Community Civic and Non- Profit Charitable Organizations 2004 Park Department Annual Report -19- DOCKS: The Docks Program is managed by a part-time Docks Administrator who, under the direction of the Park Superintendent, processes dock applications, notifies permit holders of discrepancies, and is the informational source for the general public and the City. In 2004, the Shoreline Study showed 104,225 linear feet of Lake Minnetonka shoreline in the City of Mound. 67,924 linear feet is privately owned and 36,301 linear feet is controlled by the City and provides space for up to 726 boats. In 2004, the Municipal Dock Program claimed 29,500 linear feet of lakeshore, providing dockage for 557 boats at 326 dock sites, 88 slips and 1 buoy. Also in 2004, staff worked to develop a new Dock Location Map, that will clearly show each and every site in the program, as well as clearly demonstrate the city- owned commons shoreline areas on Lake Minnetonka. The map should be completed by MFRA some time in 2005 and will be on display at City Hall. On 12/31/2004, the 2004 Dock Fund balance was approximately $124,066.75. With the cost of dredging and shoreline repairs on the increase, this balance must be maintained in order to allow for future improvements to the Dock Program. DOCKS AND COMMONS ADVISORY COMMISSION Established in 1997, the objective of this commission is "to consider matters pertaining to docks and shoreline that is subject to City licensed docks". The Commission is made up of 6 members, 5 participating members of the Docks Program and I Council Representative. The Commission had a very aggressive schedule in 2004, covering such topics as: · Commons Maintenance Permits · Dock/Slip Fees · Dock Location Map · LMCD Rules and Regulations · Review of possible sites for City-owned multiple slip docks · Future maintenance of Commons shoreline · Determination of Rip-rap locations · Boat Count · Shoreline Map HAZARDOUS TREE REMOVAL As of December 31, 2004, there were 16 trees removed, 5 stumps chipped, 4 trees trimmed that posed a hazard, and 2 sites had brush removed, all from City*owned property. There were also 8 hazardous trees marked for owner removal from private property. 2004 Park Department Annual Report The Park Superintendent is appointed by the City Council as the official Tree Inspector. Diseased and hazardous trees are removed on a complaint basis. In response to the complaint, the Inspector determines ownership and the need for removal. City-owned trees are removed by a contractor, while private trees are removed in accOrdance with City Ordinances. Private trees that are not removed in the grace period allowed are force removed and the property owner is billed for the cost. If the bill is not paid, it is attached to their property taxes. JANITORIAL SERVICES The Department contracts the cleaning for City Hall and the Public Works and Public Safety Buildings. The contract was awarded to Coverall in 2003 and continues in 2005. PARK AND OPEN SPACE ADVISORY COMMISSION This Commission is made up of 7 members, including a City Council Representative. Acting as a recommending body to the Council, their responsibilities include: · Parks/Wetlands and related concerns · Cemetery Operation · Park Inventory · Nature Conservation Areas · Swimming Beaches · Depot rental and use · Budget Preparation · Park Improvements · Skate Park Issues discussed and reviewed in 2004 include: · Distribution of funds allotted for park improvements · Park Planning · Tour and evaluation of parks 2004 Park Department Annual Report -21 - CITY OF MOUND Public Works Department 2004 Annual Report The Public Works Department is responsible for many facets of city services. In addition to the maintenance and repair of the city streets, sidewalks, storm and sanitary sewer systems and watermain system, the department is also responsible for the design, creation and repair of all city street signs and the installation and removal of holiday banners and lighting. The department continually stresses ~ employee safety, certification and training in order to maintain its high standard of excellence and continually strives to provide better customer service. Overseen by a Director and a Superintendent, the Public Works Department is comprised of three divisions; the Street Department, the Sewer Department and the Water Department While each department has its own specific responsibilities and licensing, all three departments assist with plowing, watermain breaks, forcemain breaks and other emergencies. Assisting in this effort is an Administrative Assistant, a Finance employee who handles utility billing and recycling, five full-time employees in the Street Department, three full-time employees in the Sewer Department, and two full-time employees in the Water Department. The primary function of the Street Department is the maintenance and repair of the city streets and storm sewers. This includes plowing and snow removal, sanding, sweeping, clearing street right-of-ways of brush and tree limbs, bituminous patching, street preparation for seal coating, repair and maintenance of storm sewers, street sign repair and installation, curb and sidewalk repair, street lighting, equipment maintenance, installation and repair of banners and holiday decorations, and the maintenance and repair of 12 parking lots, 27 cul-de-sacs, 11 miles of sidewalks and the Central Business District. In 2004, new equipment was purchased that has greatly enhanced the Street Department's operation. The 30 year old sweeper could not keep up with the increased demands caused by redevelopment projects throughout the city. The new vacuum sweeper not only assisted the department in completing its twice yearly sweeping of all the streets, but it also enabled them to sweep several streets more often than that. A new dump truck and a new Durapatch roller and trailer assisted the Department in laying down 3,000 gallons of oil and 200 tons of granite for the repair of potholes and cracks in streets throughout the city and in preparation for the Sealcoat Project 2004 Public Works Department Annual Report 7 -22- on Wilshire, Bartlett, Tuxedo and Brighton boulevards. The department assisted with the County Road 15 Realignment Project and the 2004 Street Reconstruction Project. Preparations have already begun for the upcoming 2005 Street Reconstruction Project. A new chipper has enhanced the department's ability to dispose of brush and tree limbs along street right-right-of-ways, allowing for better visibility at intersections. The new bucket truck assists them in their trimming efforts, and also affords them easier access when installing holiday banners and lighting throughout the city. Along with the aforementioned equipment, the department purchased a new compressor. This new equipment has greatly enhanced the department's ability to complete projects and perform daily maintenance and repair. The new Sign Shop at the Public Works building allows employees from the Street Department to design and create siguage for the 300 plus streets in the city. In 2004 80 street signs were completed and installed. The department hopes to increase that number in 2005 and complete the project by mid-2006. The Street Department is respOnsible for the maintenance of the city's storm sewers and cleaning out neighborhood holding ponds. The Parks Department, in conjunction with its rip-rapping projects, contracts the cleanout of the storm sewer outfalls located along the shoreline, but the contract is paid from the Storm Sewer Fund. In 2004, 10 storm sewer outfalls were cleaned out along the shoreline. Street Department employees completed the clean out of the holding ponds and storm sewers as well as completing the upgrade of the storm sewer system at Gladstone and Waterbury. The Sewer Department is responsible for the maintenance and repair of well pumps, the 30 sewer lift stations located in the city and sewer line cleaning. Employees check each of the 30 lift stations twice a week, performing pump end electrical repairs, pump removal and seal replacement. In 2004, over 40,000 feet of sewer line was cleaned. In 2002, the department began televising the sewer system with a camera that allows them to more readily detect problem areas. A new camera truck, purchased in 2004, has afforded the department greater flexibility and range in televising these problem areas. In spite of heavy rainfall this past summer, the department was able to concentrate on the completion of sewer line repairs along Bartlett Boulevard, Lakewood Lane and Lost Lake Road. The department also completed liner and sewer prep for the 2004 Street Reconstruction Project that included the upgrade and repair of some of these areas. Liner and sewer prep will begin in the spring for the 2005 Street Reconstruction Project which includes the upgrade and repair of even more of these problem areas. As one part of the Public Utilities for the City of Mound, the Sewer Department generates revenues from water distribution and sanitary seWer collection. In an attempt to lower sewer costs, the Sewer Department, in compliance with the MCES, has reduced the inflow infiltration of clean water into the sewer system. Reducing the inflow in turn reduces the cost, which is a benefit to the city. 2004 Public Works Department Annual Report -23- 8 The Water Department is responsible for meter readings, meter inspections, tower inspections, hydrant flushing and watermain break repairs. The department also monitors the city's 4 wells, 1 booster station and over 570,000 gallons of water contained in the 1 standpipe and 2 towers as well as over 45 miles of watermain interconnected with the City of Spring Park at the Seton Bridge and with two interconnections with the City of Minnetrista. Revenues for the Utility Department are generated from the sale of water to over 3500 customers, from meter sales and service charges. Every month, Water Department employees read 1/3 of the city's residential and commercial meters. Billing is done quarterly. Salaries, benefits and operating expenses are paid from the revenues received. Water Department personnel also inspect new meters after installation and complete minor meter replacements as needed. While employees conduct routine tower inspections, yearly tower inspection of the coating and anodes inside the towers is contracted out. The water system is also flushed twice a year, in May and October, by opening up hydrants throughout the city. This generally occurs during the evening hours in order to reduce rust problems. The ability to maintain constant pipe pressure in all types of weather is the biggest factor in eliminating costly watermain breaks. The replacement of old pipe with the installation of new watermain was instrumental in reducing the number of watermain breaks in 2004. Additional improvements to the system are also scheduled as part of the 2005 Street Reconstruction Project. In addition to the responsibilities listed above, the Public Works Department is also responsible for conducting site inspections of new construction and holding contractors accountable for the installation of silt fence and street cleanup around the construction site. The Department also inspects and approves curb and street cuts by private contractors and utility companies. The Department, in cooperation with the State, County and City law enforcement Agencies, conducts weight restriction enforcement from March 15 through May 1 of each year. Safety is always a concern for the Department. In order to remain in compliance with OSHA standards and regulations, Safe-Assure conducts training once a month and every year the City's Risk Management inspection is conducted by the City's Insurance Company. Maintaining proper certification is another concern. Quarterly driver's license background checks are conducted to ensure that all employees meet licensing requirements. And the MPCA requires that the City have at least one full-time employee with a Class C certification in Water Supply Operations and one full-time employee with a Class D certification in Wastewater treatment. Certificates are renewed every three years. Along with certification, continuous education is also a concern. All employees received training in 2004 at various one-day schools, seminars and conferences related to their specific responsibilities. In order to provide better customer service in 2004, the sewer and water asbuilts have been updated, reprinted on mylar and are on file at City Hall. Paper were also reproduced and are on file at the Public Works facihty and in t 2004 Public Works Department Annual Report -24- Emergency Operations Center located in the Public Safety Building. Similar updates of the street maps in the City are currently underway. All employees pride themselves on responding quickly, responsibly and professionally to requests from the citizens of Mound. The Public Works Department has set a high standard of excellence in providing service to each and every citizen in the City of Mound. While the County Road 15/110 Realignment, Downtown Redevelopment and Street Reconstruction Projects have greatly increased our responsibilities, the department is proud to play a part of the City of Mound's commitment to community development. Greg Skinner, Public Works Superintendent 2004 Public Works Department Annual Report -25- 10 CITY OF MOUND Public Works Department 2005 Capital Improvement Projects & Initiatives Street Reconstruction Project As part of the 2005 street reconstruction / rehabilitation project approved by the Council, various areas of the City are scheduled for concrete curb and gutter and bituminous improvements. This is the second year of the street reconstruction / rehabilitation program. Any utility repairs or reconstruction will be completed prior to street construction. The cost for the utility repairs is funded through the City utility funds and not assessed to the property owners. Four types of improvements are proposed, depending on pavement condition: · New concrete curb and gutter with bituminous replacement / repairs and overlay. · Remove and replace bituminous · Mill and overlay · Partial mill and overlay This project is currently out for bids. A bid award date is tentatively scheduled for the March 22nd Council meeting. Work is expected to begin in May and completed by October. Retainine Wall Replacement Project As part of the annual retaining wall replacement program, retaining walls in various locations throughout the city determined to be in poor condition have been scheduled for replacement in 2005. This is the third year of the retaining wall replacement program. The retaining wall replacement project includes the removal of the existing walls and construction of a decorative modular concrete block walls and site restoration. The public hearing for this project is tentatively scheduled for the April 12th City Council meeting. Should the Council approve this project, work is expected to begin in August. Shoreline Blvd. (C.R. #15) and Commerce Blvd. (C.R. #110) This street reconstruction and relocation project is a joint project with Hennepin County. The County is responsible for the design and construction management of the project. This project includes road construction, utility relocation and reconstruction, a new traffic signal, new street lighting, landscaping and other amenities as part of the downtown redevelopment. Work on this project is expected to begin agaifl in mid April and final completion in July. MCES - sanitary, Sewer and Lift Station Relocation The Metropolitan Council Environmental Services (MCES) division in cooperation with the City is planning to relocate and reconstruct their sanitary seWer line and a temporary lift station to allow for future redevelopment as part of the Mound Harbor Redevelopment area. This project ~11 be under the supervision of the MCES. Work on this project is scheduled to start in September of ~5 and be completed by Deeember 2005. A cooperative construction agreement has been exee~ between the City and the MCES to facilitate this project. The City will be responsible for acquisition O~y easements or right of way fo~ the project. MCES is responsible for all construction costs. 11 -26- pump House for New Well # 8 In the fall of 2003 the City constructed new well # 8 on F. vcrgrccn Road. Thc next phase o£thc project to bring tiffs new well on-linc is thc construction of a new pump house and associated appurtenances to connect the new well to the existing City water system. It is expected this project will begin in the spring of 2005 and be completed by September. Lost Lake Greenwa,y The Lost Lake Greenway project was started in the summer of 2003 and includes the construction of a trail, docks, pier, landscaping, irrigation, and pedestrian lighting. The project will reflect the themes established for the downtown redevelopment of the historic resort designs on Lake Minnetonka. The grand opening for this project was held on October 7, 2005. The Greenway on the Lost Lake potion of project is delayed to coordinate work with the townhouse redevelopment. It anticipated that this area will be completed in 2006. Water Tower and Pumphouse for Well # 3 The new 400,000 gallon water tower and pumphouse on Chateau Lane is scheduled to be bid in April of 2005 with fabrication to begin immediately and site work to start in August. Installation in the new tower would begin in March of 2006 and completed in June. The next phase of the project is construction of the pumphouse which is scheduled to begin in July 2006 and completed by November for a December start. Seal Coat Program Each year the City seal coats major collector streets to preserve and lengthen the life of the s~reet. In 2005 it is planned that approximately 2 miles of streets will again be seal coated. Rehabilitation of Water Storage Tank on the Island The 250,000 gallon water storage tank on the Island is scheduled for rehabilitation work this year. The tank is showing signs of rust and needs interior and exterior repairs. The project includes sandblasting and repainting the exterior cleaning and recoating the interior. OTHER HIGHLIGHTS · The Public Works Director is attending the monthly Mound Business Committee meetings and updating them on public works projects and construction activities. · Construction update information is being sent to the Lake Minnetonka Chamber of Commerce for their monthly newsletter. · A monthly construction update is sent to County Road #15 / 110 area property owners and businesses to keep them informed of construction activities and progress. · Public Works staff is researching the availability grants for a variety of possible projects. Examples are for Homeland Security on City irr~astructure, Parks, and stormwater improvements, and redevelopment. · Staff has created a vehicle replacement program to better manage and forecast future vehicle and replacement needs and costs. This information is included in the Key Financial Strategies efforts by Ehlers & Assoc. · Staff is working with MFRA to look at the feasibility of a new water tower and pump house at well #3. This was approved by the Council and is scheduled for 2005. · Staff is reviewing the long range infrastructure repair and replacement needs of the City's storm sewer, sanitary sewer, and watermain. The results will be incorporated into the City's capital improvement program. -27- CITY OF MOUND Public Works Department Work Plan / Initiatives Capital Improvement Projects · Annual City Street Reconstruction / Rehabilitation · Annual Retaining Wall Replacement · Shoreline Blvd. (C.R.# 15) and Commerce Blvd. (C.R. ~ 110) · MCES Sanitary Sewer and Lift Station Relocation · Upgrade SCADA system · Lost Lake Greenway · MHR Development · True Value District Redevelopment · Parking Ramp Surface Water Management · Annual Review of Surface Water Management Plan to insure compliance with administrative and maintenance requirements · Annual Review NPDES II permit and insure compliance · Annual Review Storm Water Pollution Prevention Plan (SWPPP) and insure compliance · Review State and Federal laws and permit changes to insure City Policy and Ordinances are current · Review development plans to insure compliance with pexmit requirements · Annual Review of MCWD Rule Changes Parks · Develop inventory of park structures and maintenance needs · Develop master plan and priority for park reconstruction · Equipment replacement needs · Research possible funding sources for park improvements · Consider acquisition of additional land at Mound Bay Park Docks · Review and update dock program as needed · Review and update dock maps · Continue annual rip-rap project · Integrate Lost Lake docks into City program · Acquisition of Marina · Integrate Lost Lake Townhomes into Dock Program -28- 13 Streets Storm Sewer Improve street sweeping with use of new vacuum sweeper, sweep City a minimum of two times per year · Increase use of Dura-patch machine for pot hole repair · Increase tree trimming with use of new bucket truck · Continue annual installation of new street signs throughout City Decrease use of sand with new snowplowing and sanding equipment · Repair sidewalks as needed · Include upgrades and repairs on annual street reconstruction project · Continue annual lake outfall cleaning and dredging · Continue annual catch basin cleaning · Maintain storage / ponding areas · Work with MCWD on water quality improvements · Coordinate with MCWD on improvements for new development · Construct storm sewer improvements / repairs as needed · Include upgrades and repairs on annual street reconstruction project Sanitary Sewer · · · · · · · · Water · · · · · · · Administration Continue televising and performing annual repairs as needed Line locations with high inflow / infiltration problems Reduce I / I as much as possible by 2008 - MCES surcharge date Annually implement SCADA monitoring and control system Include upgrades and repairs on annual street reeonslruction project Coordinate with MCES on metering discrepancies Complete upgrade of lift stations Coordinate as needed with proposed development Construct New pump house at well # 8 Construct new water tower and pump house at well # 3 Implement SCADA system on new facilities Complete water system analysis with MFRA Address well # 7 arsenic issue Coordinate as needed with proposed development Include upgrades and repairs on annual street reconstruction project · Work with Police and Fire in preparing the Emergency Operations Center for use with street and utility plans and other City Maps · Develop five year capital improvement program - KFS · Review Safety and Training needs of staff · Develop and maintain Vehicle Replacement Program · Initiate review of Public Works & Parks Maintenance Facility needs · Coordinate Public Works review of grading and utility plans for MHR · Develop multi-year Seal Coat Program · Upgrade office filing system and record retention · Fill Engineering / Planning Technician position · Develop mini GIS capability 14 Harbor Wine & Spirits Annual Report 2004 ~30- To: Mayor, City Council and City Manager ' From: John Colotti, Manager, Harbor Wine & Spirits Re: 2004 Annual Report Harbor Wine & Spirits provides our community with a great service. In addition to giving our customers a great place to shop for their beverage needs, Harbor Wine & Spirits contributes greatly to the effective control of alcohol in our community. Restricting under age access is one of the most important roles we provide to our public, and we will contribute to the financial well being of the City of Mound. The year 2004 was a challenging year for the City of Mound and it's municipal liquor store. Harbor Wine & Spirits completed its' first year of business in its' new location at Mound Marketplace. However the year 2004 presented our business with new challenges such as the on-going redevelopment of Mound, as well as new competition opening in neighboring Spring Park. 'With Harbor Wine & Spirits being part of one of the earliest phases of the city's redevelopment, we observed with great interest the continuing redevelopment projects in our part of town. In'May of 2004 redevelopment projects began all around our neighborhood. They continued until November. These construction projects brought upon us (as well as our neighboring businesses) many adverse affects. For example, during this time Lynwood Boulevard was entirely closed for three weeks, eliminating an access to our parking lot. Construction on Commerce Boulevard also eliminated an access point for quite some time, and at one point we had two of our four 'entrances blocked off. We truly had no relief until October when the intersection at Shoreline & Commerce opened and became functional. These forecasted "growing pains" are the main reason for a loss of over a quarter million dollars in sales, and ultimately an $88,000 loss of operating income for the year. I am confident that these losses only represent the short-term, and not a downward market trend. The month of November 2004 was the first month since February that we showed a positive sales increase and December finished very strong as well. We are anticipating that our strong finish in these last two months will carry over into 2005 and the future. -31 - -:32 - CITY OF MOUND, MINNESOTA ENTERPRISE FUNDS COMPARATIVE BALANCE SHEETS DECEMBER 3 i, 2004 AND 2003 ASSETS CURRENT ASSETS Cash and temporary investments Restricted asset - cash Change funds Inventories, at cost Prepaid items TOTAL CURRENT ASSETS FIXED ASSETS, AT COST LESS ACCUMULATED DEPRECIATION NET FIXED ASSETS OTHER ASSETS Bond discounts and issuance costs TOTAL ASSETS LIABILITIES AND RETAINED EARNINGS CUR_RENT LIABILITIES Accounts payable Due to other funds Accrued interest payable Accrued salaries and compensated absences payable Current portion of long-term debt TOTAL CURRENT LIABILITIES LONG-TERM LIABILITIES Bonds payable TOTAL LONG-TERM LIABILITIES TOTAL LIABILITIES RETAINED EARNINGS Reserved for debt service Unreserved TOTAL RETAINED EARNINGS TOTAL LIABILITIES AND RETAINED EARNINGS Exhibit E-4 2004 2003 $ (30,001) $ 2,241 102,802 105,053 1,500 1,500 331,761 307,518 128 406, 190 416,312 1,433,378 1,433,378 (94,190) (55,898) 1,339,188 1,377,480 34,161 36,601 $ 1,779,539 $ 1,830,393 $ 36,981 $ 56,732 500,000 $ 410,000 24,553 25,491 43,254 33,891 45,000 45,000 649,788 571,114 1,020,000 1,065,000 1,020,000 1,065,000 1,669,788 1,636,114 102,802 105,053 6,949 89,226 109,751 194,279 $ 1,779,539 $ i,830,393 -60- CITY OF MOUND, MINNESOTA Exhibit E-5 ENTERPRISE FUNDS LIQUOR FUND COMPARATIVE STATEMENTS OF REVENUE, EXPENSES AND CHANGES IN RETAINED EA~RNINGS YEARS ENDED DECEMBER 3 I, 2004 AND 2003 OPERATING REVENUE Sales Cost of goods sold ., GROSS PROFIT. OPERATING EXPENSES Personal services Supplies Professional services Communications Insurance Utilities Repairs and maintenance Rent Other contractual services Depreciation Other 2004 Amount $ 1,872,503 1,474,213 398,290 Percent of Sales 100.00 78.73 21.27 299,133 15.98 4,121 0.22 30,019 1.60 21,004 1.12 22,700 1.21 15,738 0.84 5,750 0.31 10,667 0.57 30,228 1.61 38,293 2.05 9,207 0.4~ 2003 Percent Amount of Sales $ 2,099,734 100.00 1,61:2,498 ~.! 76.80 48'2,236. ~:~ 23.20 274,053 13.05 12,271 0.58 29,783 1.42 23,250 1.11 21,464 1.02 20,365 0.97 1,024 0.05 16,387 0.78 4,115 0.20 57,159 2.72 28,610 1.36 TOTAL OPERATING EXPENSES OPERATING INCOME NONOPERATING REVENUE (EXPENSE) Interest on investments Interest and service charges TOTAL NONOPERATING REVENUE (EXPENSE) INCOME (LOSS) BEFORE TRANSFERS OPERATING TRANSFERS IN (OUT) NET LOSS RETAINED EARNINGS, JANUARY I RETAINED EARNINGS, DECEMBER 31 486,860 26.00 ... (88,570) (4.73) (61,958) . (61,958) (150,528) %,ooo (84,528) 194,279 109,751 (3.3l) (3.31) (8.04) 3.52 (4.52).% 488,481 23.26 .... (1,245) (0.06) (64,180) (65,425) i65,425) 259,704 $ 194,279 (3.o6) (3.06) (3. ~ 2) (3.12) -61- MFD Annual Report 2004 -35- Mound Fire Department 2004 Annual Report Overview and Highlights This summary provides a general overview of the Mound Fire department highlights and key activities for the year 2004. The detailed information provided in this 2004 Annual Report for Mound Fire department, supports the highlights emphasized in this overview and summary. Please contact me if you have any other questions or comments. Intrgduction and Overview The year 2004 was a period of incredible progress for the Mound Fire department. This past year was also a time of transition, growth, and transformation for MFD. While fire and rescue call activity was at a lower than normal level, every other facet of the fire department and the related activities were enlumced. As you will see within this report, the ongoing activities and the many significant accomplishments of the Mound Fire department for this past year have been excellent. I believe the Mound Fire departmem is better prepared to respond to any type of fire or emergency than at any other time in its 82 year history. This annual report will focus primarily on the critical components necessary to meet the ever changing needs of the fire service. These critical components are organization resources, apparatus and equipment, facilities, strategic planning, and budgets (financial support). I consider the list of items that follows to be very significant, and many should be recognized as accomplishments for MFD in 2004. Orvanizafion, Staff Info, ,rmation~ Performance Measurement The Mound Fire department considers its firefighters to be far and away the most important component of the organization. The people are the most critical part, and these individuals are the key element which establishes the solid foundation for the Mound Fire department success. W'~out a substantial number of high quality people (firefighters) that are dedicated, firequently available, and well trained, the fire department would become only a nm of the mill organization. The Mound Fire department continues to maintain the highest level of active paid-on-call firefighter membership (40) as approved by the City of Mound. This membership level is a unique situation, as many other volunteer fire departments do not have the same opulence. As in recent years, our organization, membership, staffing, dedication and training continue to be strong! The following poims about organizational resources are supported by the documentation and graphs included in the pages that follow (please refer to lists, graphs, and charts). · Our command and organizational structure is simple but solid. We reorganized our Command Staffand promoted several ftre officers in 2004. We are organized 1 in four fire companies and follow a well understood "Chain-of-Command" structure that is very effective. · Although fire and rescue calls are at a slightly lower level than in previous years, 2004 activity level was still high and very demanding with a total of 9,478 personnel hours spent at fires and other emergency calls. · The Mound Fire department response times (overall) have improved in 2004. Refer to the enclosed graphs. · Our fire department yearly "response average" per member for 2004 is consistent with our recent past at a very high at 49%. This means, on the average, each member responds to about one half of the annual emergency calls. At MFD we average 20 firefighters responding to each call. This is very good! · MFD firefighters worked a significant amount of hours on apparatus and station maintenance in 2004 for a total of 1,492 hours. The firefighters also moved all of our fire operation in January which included moving a complete fire department including: equipment, apparatus, fire gear, and station supplies. · Our fire department membership is better trained and more diversified than ever before. All of our members are 100% certified Firefighter I and First Responder. In 2004 many of our firefighters tested and became State Certified as Firefighter II. Our in house training hours were very significant for a total of 3,032 hours. Our people continue to be our strongest and most important resource. I believe we made major strides toward maintaining and improving our staff in 2004. Apparatus and Equipment Our fire department apparatus and equipment is another critical component. The tools and equipment required to do the job are more important and varied than ever before. The changes in firefighter "calls for service" and job duties over the last 25 years has required fire departments to become much more diversified, thus requiring more apparatus, tools, and equipment. This diversity in equipment and tools requirement is a sign of the times. The need for various types of apparatus and equipment are greater than ever before in the history of the fire service. Some key items to highlight for 2004 are: · Mound Fire was fortunate enough to receive a grant for a "Life Safety Unit" HazMat trailer through the Minnesota Department of Public Safety and Hennepin County Emergency Preparedness. This grant which was actually awarded in 2003 included a well equipped HazMat trailer with various mitigation supplies at a value of over $40,000. This unit was put in service in 2004 upon completion of critical firefighter training, preparedness, and trailer set-up. · Mound Fire applied for and received a Federal Assistance to Firefighters Grant Award (I~MA) in 2004 inthe amount of $23,185. With this grant we were able to purchase three key pieces of important safety equipment. We purchased SCBA bottle fill station, a thermal imaging camera, and a photo ionic detector for HazMat environmental monitoring. We were required to provide matching fimds at 10% as part of the grant award acceptance. · Unfortunately, our fleet of apparatus required a substantial amount of repairs in 2004. Generally speaking, fire apparatus are complex machines and repairs are therefore quite expensive. In 2004 we made a decision to refurbish the body and -37- compartments on our 1984 Ford Pumper track. This investment to refurbish this pumper cost us approximately $12,400. This truck is now sound and will provide many years of service as first line pumper truck (cost of a new pumper is approximately $250,000). A Mound resident donated a 1992 Ford Crown Victoria fire ear for our duty officer vehicle. This ear is in service and used on weekends by duty officers. Our apparatus and equipment replacement plan continues to support our needs very well. I have included in this report is a spreadsheet that provides detail regarding the current condition of our existing apparatus. Also, I have included a spreadsheet showing our Key Financial Strategies business plan for apparatus replacement. The apparatus replacement program (that we fund annually) is critical to support our future fire apparatus purchases. Facility The year 2004 was an incredible year for the fire department with regard to our new facility completion and our occupancy in January 2004. A brief summary of the highlights of the facility project and some unfinished business are as follows: · Importantly, this project met our established budget goals. The finances were watched closely and funds were spem wisely all through the project. There remains approximately $75,000 in outstanding invoices to be paid on the Public Safety facility. There are 3 or 4 contractors that still have unfinished work; therefore we are withholding payment of $57,668 until all punch list items are corrected and completed. Refer to facility summary for additional financial data. · We remain on target to come in slightly under budget on this project. We expect be approximately $40,000 under budget. Refer to spreadsheet for details. · The Mound Public Safety facility was recognized nationally in 2004 with a Notable Design Award in Fire Chief Magazine. The magazine recognizes ,special fare station projects annually in its November publication for innovative design and construction methods. This is a nice achievement for our team. Finances and Budget The Mound Fire department expenses for 2004 were slightly over budget. Fortunately, we have a reserve and equipment replacement fund to fall back on for 2004. There are several atypical expenses that have had a negative impact on the MFD budget for 2004, but will pay big dividends in the long run. Refer to budget summary page. Federal and local grants continue to be important and significant contributions to our lVIFD budget as previously mentioned. We will work toward additional grant funding. Several key budget and expenses items that had a positive or negative impact on the budget are as follows: Apparatus repairs for pump problems, vehicle safety repairs, and general repairs were high, but in general as anticipated. We did, in a proactive move however, send out our 1984 Ford Pumper truck for a body and compartment refurbish. This decision was in an effort to maintain the integrity of the truck body and -38- significantly prolong the life of this pumper tmclc The cost of the refurbish was approximately $12,400, but well worth the investment when you consider the cost ora new pumper at about $250,000. This truck will likely last $-10 more Years. · Firefighter training and hiring costs were nearly $10,000 for our seven (7) new firefighter r~cruits. These expenses were necessary, but exceeded our budget by about $5,000. This is another planned strategic move for the future of MFD. · One item that had a relatively minimal impact on the 2004 budget was the ongoing Western Area Fire Training Academy (WAFTA) site investigation and cleanup. The WAFTA Board and I, as President were able to secure a Federal Grant from the Economic Development Administration in the amount of $250,000. These federal funds will be used to investigate the cleanup of ground pollution at the WAFTA owned site. This is a very significant t development. · In general, the 2004 expenses exceeded the budget by approximately $1,652.18. The fire reserve fund balance at the beginning of 2004 was $99,976.00, with an ending reserve balance of $98,323.82 at the end of 2004. A summary overview of the MFD expenditures is included as an attachment in this report. · A graph of the 2005 MFD budget contribution percentage (by city) is enclosed. Strategic Plan and Initiatives In March 2004, I presented a Strcttegic Plan Initiative with a focus on four key areas including: Personnel, Budget and Financial Management, Equipment and Supplies, and Facilities. I am delighted to report that much progress has been made on this Strategic Plan. A copy of the Strategic P/an and current status is included. Implementation of this strategic plan is essential to the successful fire operations of the Mound Fire Department in the future (refer to attachments) and likely the most important document in this report. Summary The year 2004 was a very successful and revitalizing year. Many of the elements that make a fire department successful have been substantially improved in 2004. Our new facility has made life here at MFD much more pleasant and efficient. Our personnel, apparatus, and equipment have been maintained as our key strong parts. We have upgraded our facility and continued to improve our operation to meet a standard that will suPport the department needs for many, many years. We thank our city officials, staff, and citizens for their continued support. Respectfully submitted, Gregory S. Pederson Mound Fire Chief 03/21/05 4 Perfo Me; MbT) Annual Report 2004 MOUND FIRE DEPARTMENT Active Roster & Seniority List START NAME DATE 1 GREG' ' PEDE'RSON 2/311975 2 JEFF ANDERSEN 9/22/1980 3 RICK WILLIAMS 11/7/1983 4 GREG PALM 2/6/1984 5 RON STALLMAN 1/5/1987 6 KEVIN GRADY 6/6/1988 7 PAUL HENRY 5/1/1989 8 TIM PALM 5/1/1989 9 KEVIN SIPPRELL 3/5/1990 10 DAN GRADY 12/3/1990 11 EDDIE VANECEK 11/4/1991 12 DENNIS WOYTCKE 3/2/1992 13 PAUL BABB 9/13/1993 14 CHRIS POUNDER 9/13/1993 15 BOB CRAWFORD 3/21/1994 16 JASON MAAS 5/2/1994 17 JOHN LARSON 3/6/1995 18 RICH ROGERS 10/16/1995 19 ROGER KRYCK 12/4/1995 20 BRUCE GUSTAFSON 2/5/1996 21 MAI I' HENTGES 5/6/1996 22 MATT JAKUBIK 11117/1997 23 PAT HAN LEY 5/4/1998 24 TONY MYERS 5/4/1998 25 DARREN POIKONEN 12/19/1998 26 KEVIN FLAIG 4/19/1999 27 BRIAN BERENT 4/24/2000 28 SCOTT ALDEN 4/24/2000 29 KRIS FORSMAN 4/24/2000 30 ROD STEVENS 10/14/2000 31 RICHARD TODD 10/14/2000 32 STEVEN HENKELS 9/10/2001 33 JIM CASEY 11/4/2002 34 MIKE MCCARVILLE 1/6/2003 35 JOSH CLEMONS 5/10/2004 36 MIKE FOLEY 5/10/2004 37 PAUL JOLICOEUR 5/10/2004 38 MARK LEE 5/10/2004 39 JEROLD RICKE 5/1 o/2oo4 40 DERAK ANDING 7/26/2004 41 JASON RICE 7/26/2004 MFD Active List.xls I EQUIP. # 18 31 15 21 10 38 17 20 9 34 24 28 6 32 5 19 27 11 14 37 12 33 3O 7 1 26 25 8 29 2 4 35 23 13 39 40 41 3 42 Over 20 years 15 - 20 years 10 - 15 years 5 - 10 years Under 5 years Mound Fire Department Fire officers & Companies 2005 Fire Chief Greg Pederson Assistant Chief ,Tell Andersen District Chiefs &rag Palm & Rick Williams Asst. Fire Marshal Tim Palm Training Officer Matt ]akubik Engine Co. 1 Capt. 11 Lt. 14 Kevin Sipprell Tony Myers Ran Stailman Kevin Grady Paul Henry Bob Crawford ban Grody `Tim casey Rick Todd Capt. 12 Lt. 11 Tim Palm Matt `Takubik Brian Berent `Ta~on Maas Bruce &ustafson Scot Alden barren Poikonen Kris Forsman Steve Henkels Engine Co. 2 Capt. 15 it. 15 Matt Hentges Kevin Flaig Rich Rogers Ed Vanecek Roger Kryck Pat Henley Paul gabb Chris Pounder Rod 5ravens Ladder Co. I Capt. 14 Lt. 12 bennis Woytcke `Tohn Larson Mike Mccarville ,Tosh Clemons Mike Foley Paul ,Tolicoeur Mark Lee ,Terry Ricke berak Anding ~Tason Rice -42- ~-43- Mound Fire Department Chain Of Command 2005 and Officer Term Expiration Date Chief 1 Chief 2 District Chief 11 District Chief 21 Captain ~1 Captain 12 Captain 14 Captain 1§ Lieutenant 11 Lieutenant 12 (T.O.) Li~te~nt 14 ~nsp.) Li~tenant Z~ Mo~ ~nio~ Firefighter &rag Pederson ,Tell Andersen Rick Williams &rag Palm Kevin Sipprell Tim Palm bennis Woytcke Matt Hentges Matt Jakubik John I.arson Tony Myers Kevin Flaig Term Expires Not Applicable 12-31-05 12-31-06 12-31-06 12-31-05 12-31-06 12-31-06 12-31-0§ 12-31-05 12-31-06 12-31-06 12-31-05 Fire Marshall 1 Fire Marshall 2 ~reg Pederson Tim Palm Not Applicable 12-31-06 Safety Officer Fire Marshal or as Designated by I.d. Mound Fire Department 2004 Activity Report GRAND TOTAL OF ALL FIRE/RESCUE CALLS IN 2004 INCLUDING MUTUAL AID 443 GRAND TOTAL OF PERSONNEL HOURS IN 2004 INCLUDING MUTUAL AID 9,478 TOTAL OF ALL FIRE/RESCUE CALLS IN 2004 EXCLUDING MUTUAL AID 439 TOTAL OF PERSONNEL HOURS IN 2004 EXCLUDING MUTUAL AID 9,280 2/8/2005 -45- se~nu!l~l -46- o o o 0 selnu!iR Mound Fire Department Firefighter Participation and Response Summary January - December 2004 I Firefi'g,h'te~ Name I :Ob C ,ss' .] re-a S UO ,ospo,, I %' I DePt' Rank l Brian Berent Firefighter 342/431 79% I Rick Todd Firefighter 341/432 79% 1 Jeff Andersen Chief 2 232/431 75% 3 Paul Jolicoeur Firefighter 205/282 73% 4 Greg Pederson Chief 1 299/443 67% 5 Matt Hentges Captain 15 283/435 65% 6 Rich Rogers Firefighter 281/430 65% 6 John Larson Lieutenant 12 266/430 62% e~ Mike Foley Probationary 166/273 61% 9 Bruce Gustafson Firefighter 257/425 60% 1 0 Mike McCarville Firefighter 262/434 60% 10 Greg Palm District Chief 21 251/424 59% 12 Derak Anding Probationary 92/172 53% 13 Tim Palm Captain 12 229/431 53% 13 Kevin Flaig Lieutenant 15 223/425 52% 14 Dan Grady Firefighter 220/424 52% 14 Jason Rice probationary 92/180 51% 17 Dennis Woytcke Captain 14 218/429 51% 17 Steve Henkels Firefighter 212/431 49% 19 Ed Vanecek Firefighter 210/429 49% 19 Jerry Ricke Probationary 131/274 48% 21 Bob Crawford Firefighter 205/437 47% 22 Jim Casey Firefighter 199/436 46% 23 Roger Kryck Firefighter 190/434 44% 24 Mark Lee Probationary 123/280 44% 24 Rick Williams Distdct Chief 11 192~436 44% 24 Jason Maas Firefighter 182/423 43% 27 Paul Henry Firefighter 173/423 41% 28 Josh Clemons Probationary 110/272 40% 29 Tony Myers Lieutenant 14 164/424 39% 30 Darren Poikonen Firefighter 187/423 39% 30 Kevin Sipprell Captain 11 173/443 39% 30 Paul Babb Firefighter 163/431 38% 33 Rod Stevens Firefighter 161/428 38% 33 Pat Hanley Firefighter 158/425 37% 35 Chris Pounder Firefighter 159/426 37% 35 Kevin Grady Firefighter 148/424 35% 37 Matt Jakubik Training Officer 149/428 35% 37 Scot Alden Firefighter 106/320 33% 39 Ron Stallman Firefighter 141/443 32% 40 Kris Forsman Firefighter 122/430 31% 41 3/11/2005 Participation & Response Summary - Response Time -48- I c~ C) 0 0 o c) o 0 sJnOH 0 0 0 0 0 ~noH o o -,50- -51 - MFD Annual Report 2004 -53;.~ U.S. Department of Homeland Security Office for Domestic Preparedness Washington, D.C. 20531 Mr. Gregory Pedereon Mound Volunteer Fire Department 2415 Wiishire Boulevard Mound, Minnesota 55364-1687 Re: Grant No. EMW-2004-FG-21087 Dear Mr. Pederson: Congratulations, on behalf of the Department of Homeland Security and the Office for Domestic Preparedness. Your grant application submitted under the FY 04 Assistance to Firelightere Grant has been approved. The approved project costs amount to $25,761.00. The Federal share is 90 percent or $23,185.00 of the approved amount and your share of the costs is 10 percent or $2,576.00. As part of your award package, you will find Grant Agreement Articles. Please make sure you read and understand the Articles as they outline the terms and conditions of your Grant award. Maintain a copy of these documents for your official file. You establish a¢ceptanos of the Grant and Grant Agreement Articles when you request and receive any of the Federal Grant funds awarded to you. The first step in requesting your grant funds is to confirm your correct Direct Deposit Information. Please go on- line to the AFG eGrents system at https://portal.fema.gov and if you have not done so, complete and submit your SF 1199A, Direct Deposit Sign-up Form. Please foP#ard the original, completed SF 11 ggA, Direct Deposit Sign-up Form, signed by your organization and the banking institution to the address below: Department of Homeland Seouflty Emergency Preparedness and Response Directorate (FEMA) Grants Management Branch 500 C Street, SW, Room 334 Washington, DC 20472 At'm: Assistance to Fireefightere Grant Program After your SF 1199A is reviewed and you receive an email indicating the form ts approved, you will be able to request payments online. If you have any questions or concerns regarding the process to request your grant funds, please call 1-877-510-6762. C. Suzanne Menosr Executive Director Office of State and Local Govemment Coordination and Planning https://portal, fema.gov/firegrant/j sp/fire_admin/awards/spec/view_award_package.do?agree... 8/912004 -54T1 MOUND FIRE DEPARTMENT Alias & Unit~ Radio ID #11 Engine #14 #16 Grass#11 #17 Ladder #I1 #18 Engine #13 #19 Rescue #11 #22 Utility #11 #24 Engine #12 #25 Tanker#II # 26 Utility #12 Apparatus and Equipment Description of Apparatus Special Equipment 1969 Mack Pumper Waterous 2 stage pump 1000 GPM* pump 1000 gal. H2o tank 1954 Dodge Grass Rig 4 x 4, FMC Bean pump 10 GPM* pump 200 gal. H2o tank 1981 Sutphen Aerial Ladder 100', Hale single stage pump 1500 GPM* pump 300 gal. H2o tank 100 ft Ladder 1984 Ford Pumper Waterous 2 stage pump 1250 GPM* pump 1000 gal. H2o tank 1987 Chevrolet Rescue 4 Wheel drive Automatic External Defibdlator, Basic EMS Extrication Tools 1990 E-One'Utility & Heavy Equipment Command vehicle Cascade Air System 20 KVV Harrison generator, scene lighting system 1996 Freightliner Pumper Waterous single stage pump w/Class A foam 1250 GPM* pump 750 gal. H2o tank 30 gal. foam tank 1973 Mack Tanker Waterous single stage pump 250 GPM* pump 2000 gal. H2o tank 2500 gal. drop tank 1999 Ford F 250 Crew Rescue Cab First Aid Basic EMS Gpm = gallons per minute # 27 Grass #12 # 28 Boat #11 Gamma Goat Grass Rig 6 x 6, Twin II single stage pump 2001 19' Silver Wolf Fire Rescue Boat w/ 150 H.P. Mercury Outboard 15 GPM* pump 300 gal. H2o tank 300 GPM* floating portable pump side dive rescue door Boat #12 # 29 Engine #11 #30 Utility #13 #31 Squad#11 Zodiac Rescue boat Life vests, floating stokes 2003 Salisbury Pumper Hale single stage pump w/Class A foam 2003 Pace Amedcan 8'x16' enclosed HazMat Trailer wi spill response booms and equipment 1992 Ford Crown Victoria Fire Car 15 HP motor 1500 GPM* pump 765 gal. H2o tank 5 KW Honda EM- 5000S generator Gas and air monitoring Detection Equipment A,B,C protection suits Basic Duty Officer vehicle w/800 Mhz Updated 5/05/04 Gpm = gallons per minute 21 -56- MOUND FIRE DEPARTMENT SPECIAL EQUIPMENT · 800 MHz Portable handheld Motorola radios (15) MiniRAE 2000 portable VOC monitor PGM-7600 1993 Zodiac Boat -water and ice rescue · Halmatro Extracation - Jaws of life tool · Cairns IRIS 2, Helmet mounted thermal imaging system MSA Evolution 5000 thermal imaging camera · Biosystems Phd-lite handheld four gas detector · Raytek Raynger ST4 handheld heat detector (3) · MSA Solaris (4) gas handheld detector · Automated External Defibrillators-AED (4) · Bauer CFS I! high pressure air bottle fill station · 1930 Diamond T Pumper (not in service) · Updated 3~09/04 · Fireflghter I training (recruit must complete Firefighter I within first year) · First Responder training (recruit must complete within first year) · Self-Contained Breathing Apparatus Training (within first year) · Ongoing special training (I.e. Haz Mat training, water and ice rescue) · Ridgeview Business Health maintains department OSHA and NFPA required physical health survey and standards · Internal training - bi-monthly drills in house · State sponsored MNSCU firefighter training NFPA and OSHA mandated training Facility MFD Annual Report 2004 -6q-~- Mound Public Safety Facility Project Update 3/21/05 As of today, the Mound Public Safety Facility is 99 % complete and fully operational. This is an incredible facility that meets all of the current needs of the Mound Fire department. The work environment is much more professional and efficient. There are still several open items and unresolved issues pertaining to the final completion our facility project. During the past 4-5 months an abundant amount of extra work hours has been spent on this project by staff.from Amcon Construction, Short Elliot Hendrickson, and the City of Mound. The extra work is a result of a few nonperforming contractors. The costs associated with the extra work hours must be charged to the contractors, not the City of Mound. Our account and daily correspondence records clearly identify several contractors that must complete their punch list Rems. The contractors listed below are considered by us to be slow or somewhat nonperforming. The following contractors must complete their work before final payment is made: Allied Mechanical Systems, Ridgedale Electric Co., Midwest Landscaping, and Steinbrecher Painting. Proiect Financial Status Amount spent on project to date: Funds available as of 3/21/05: $ Outstanding invoices & retainage: $ Balance of funds (under budget) $ $5,866,987 120,581 75,000 (est.) 45,481 (est.) Note: We expect this project to be under budget upon completion. Greg Pederson Mound Public Safety Facility March 2004 Police and Fire Station Cost Overview Lease Revenue Bonds - total amount Breakdown Of Costs Building construction costs Soils correction, engineering, architectural costs Undexwriter fee, capitalized imerest, debt service Total $6,855,000.00 s4,95o, ooo.oo $900,000.00 $1,050,000.00 $6,855,000.00 Interest rate on Revenue Bonds (20 year bonds) Interest to be paid over 20 year life of Bonds Total amount to pay - principle and interest for the entire project. 4.6863% $3,297,721.00 $10,157,721.00 Police department share - Mound costs Fire department share - Mound costs Mound portion (total to be paid by Mound) Other city contributions-fire service Grand Total $4,042,773.00 $3,564,403.00 $7,607,176.00 $2,550,545,00 $10,157,721.00 3/15/04 -62-r Finances MFD Annual Report 2004 -63- U.S. DEPARTMENT OF COMMERCE Economic Development Administration CHICAGO REGIONAL OFFICE 111 N. CANAL ST., SUITE 855 CHICAGO, ILLINOIS 60606-7208 September 30, 2004 In reply refer to: Investment No.: 06-06-04967 Mr. Scott Neal City Manager City of Eden Prairie 8080 Mitchell Road Eden Prairie, Minnesota 55344-4485 Mr. Gregory Pederson President The Western Area Fire Training Association 5341 Maywood Road Mound, Minnesota 55364-1668 Dear Messrs. Neal and Pederson: We are pleased to inform you that the Economic Development Administration (EDA) has approved a Financial Assistance Award in an amount not to exceed $242,500 in response to your application for technical assistance for an environmental study of a former defense site. This project was identified and is being funded by the Department of Defense, Office of Economic Adjustment (OEA). EDA is administering this federal award on behalf of OEA pursuant to an agreement between the two agencies. The total Project cost is $269,444 which is based on the line item estimates contained in the Special Terms and Conditions. Enclosed are four signed copies of the Financial Assistance Award. Your agreement to the terms and conditions of the Award should be indicated by the signature of your principal officials on all four copies of the Award. Two of the executed copies should be returned to the Director, Chicago Regional Office, 111 N. Canal, Suite 855, Chicago, Illinois 60606-7208. If not signed and returned within 30 days of receipt, the Grants Officer may declare the Award null and void. You are cautioned not to make any commitments in reliance on this Award, nor to enter into negotiations relative hereto, until you have carefully reviewed the terms and conditions and have determined that you are in compliance or that you can comply therewith. Any commitments or undertakings entered into prior to obtaining the approval of the Government in accordance with its regulations and requirements will be at your own risk. Sincerely, . Regional Director Enclosure SEP 2 2 2004 UNITED STATES DEPARTMENT OF COMMERCE The Assistant Se=retary for Ecor~omic Development Washington, O,C, ~0~30 In Reply Refer to: Investment No.: 06-06-04967' Mr. Gregory Pederson President The Western Area Fire Training Association 5341 Maywood Road Mound, Minnesota 55364-1668 Dear Mr. Pederson: This is to notify you that the Deparanent of Commerce's Economic Development Administration (EDA) has approved the application from the city of Eden Prairie and the Western Area Fire Training Association (WAFTA) for defense adjustment assistance in Carver County at the WAFTA training site. This $242,500 investment will be used to fund an environmental study of the WAFTA site. This project was identified and is being funded by the Department of Defense, Office of Economic Adjustment (OEA). EDA is administering this federal award on behalf of OEA pursuant to an agreement between the two agencies. Please be assured that EDA's Chicago regional office will be in contact with you to assist in the implementation of this award. I have requested that Kathryn Huth, of EDA's Chicago regional office, contact you to make all necessary arrangements. Ms. Huth can be contacted at 111 N. Canal Street, Suite 855, Chicago, Illinois 60606-7208, or (312) 353-8143, ext. 137. Sincerely, Assistant Secretary for Economic Development -65-~D -67- ~ ~c -68-.z:z Plan ~®And · yes MFD Annual Report 2004 -69~ Mound Fire Department March 2004 Strategic Plan Initiatives I. Personnel I People a. Increase firefighters to 40 members b. Complete comprehensive and diversified training of firefighters c. Implementation of "Duty Officers" d. Research feasibility of "Duty Crow" e. Maintain firefighter commitment f. Reorganize department officers structure II. Budget and Financial Management a. Develop a long term financial plan b. Consolidate and share resources to benefit all customers c. Provide fire service contract options, both short term & long term d. Complete a cost analysis & budget for Minnetfista fire station e. Pursue other funding options i.e. grant money II!. Equipment and Supplies a. Rethink, plan and budget apparatus replacement program b. Continue to do annual replacement of essential safety equipment c. Implement purchasing and cost control plan N. Facility a. Maintain existing facility b. Consider other facility needs i.e. Minnetrista Status Completed Completed & Ongoing Part-Time Incomplete Complete & Ongoing Completed Completed & In Progress Work In Progress Work In Progress Work In Progress Ongoing Completed Ongoing Work In Progress Strategic Plan Initiative - Fire Commission 3/1812005 Mound Fire Department February 2004 Strategic Plan for Successful Fire Operations Purpose: The Mound Fire department must have a Short Term and Long Term strategy for continued successful and efficient operations. The strategic plan for successful operations must include a wide range of diverse services, plus maintain a cost effective and reasonable budget. Our goal is to provide the highest level of emergency response and customer service to our residents. The strategy must include a well thought out comprehensive plan that assures the highest level of public safety services to our communities. Scope: The strategic plan for continued successful operations must consider the service requirements of our current customers, plus be comprehensive enough to envision growth and future needs associated with changing community dynamics. The plan must focus on and consider the critical necessary resources to support the ever changing fire service operations. These key critical recourses would include people, equipment, facilities, supplies, and financial support. Key elements: The critical components of any fn'e department are quite simple and basic. Take away any of the three basic components and the operation will not succeed. Even though all three components are critical, the priority of importance is as follows: 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 3/18/05 MFD Annual Report 2004 Mound Fire Department February 2004 List of Services Provided The Mound Fire department responds to a wide variety of emergency and non- emergency situations. We also provide other services as follows: 1. Fire suppression for all types of fires 2. Fire prevention and education 3. Fire preplanning and inspections 4. Fire code enforcement and construction design and plan reviews 5. Fire scene investigation and reporting 6. State and Federal incident reporting (MFIRS) 7. Basic and advanced Emergency Medical Services (EMS) response 8. Personal Injury accident response (i.e. auto accidents and extrication) 9. Utilities emergencies like gas leaks and power wires down 10. All types of Hazardous Materials incidents 11. Severe weather emergencies of all types 12. Ice and water rescue emergencies 13. Alarm responses, including fire and medical alarms 14. Technical rescue operations (i.e. confined space rescue, high level rescue) 15. Public relations, community education and information services Anything nobody else will do ............... GSP 2/13/04 -73~-7 Volunteer Fire Department Issues Na,,tional Trends and Issues Volunteer (commonly called Paid-on-call) fire departments are an incredibly important asset to communities across America. The volunteer fire departments are more important than ever before for a number of reasons: · America's fire departments responded to over 21 million emergency calls in 2003. This call volume has doubled over the last 20 years! The expanded number of calls requires more resources (firefighters) because of the diversity of emergency calls. Only 10-12% is fire related, but the other types of calls are important also! · The number of volunteers has decreased by more than 100,000 over the last 20 years. America needs volunteer firefighters badly! · America depends on the volunteer fire departments. There are about 785,000 volunteer fireflghters in the U.S. and that makes up 74% of all firefighters. · The U.S Fire Administration estimates that volunteer fire organizations save local communities across America over $37 billion in taxes per year. Fast and immediate response times are essential and critical to success more than ever! Fire and medical related calls require immediate response. We need close available responders.., like city public works employees. · Cities and communities across America are in some cases requiring new hires to become firefighters for certain specific city job positions. -74-3ff I-- Z LU ILl LLI 0 0 0 0 o 0 CI 'o -75- 0 SlleO -76- LU UJ Z ~) -77- 0 0 0 0 0 0 0 0 0 C) sJnoH 0 0 0 0 0 I.- Z o Z Z o ,I I-- Z 0 - - -80--- SlleO ~o .~eq~unN -81 - c~ SlleO jo ~®qmnN -82- 5431 Ma)wood Road Mound, MN 55364 (952) 472-3190 MEMORANDUM To: From: Date: Re: Honorable Mayor and City Council Sarah Smith, Community Development Director March 22, 2005 Planning and Building Inspection Department 2004 Annual Report On behalf of the Planning and Building Inspection Department, I am pleased to present the 2004 Annual Report to the City Council for review and consideration. PERSONNEL The Planning and Building Department is staffed by Administrative Assistant Jill Norlander who was hired in February 2001. My tenure as Community Development Director for the City of Mound began in July 2001. Building Inspection. As the Council is aware, former Building Official Matt Simoneau resigned from his position in April 2004. Throughout the remainder of 2004, interim building inspection services were provided by Paul Waldron & Associates (PWA). Effective January 1, 2005, the Building Official position was eliminated and full-time building inspection services are now provided by PWA. In summary, there were several key factors which convinced Staff to retain full-time building inspection services including, but not limited to, the following: · PWA has 10+ certified Building Officials on staff many of which have extensive commercial construction backgrounds and years of experience. Ability of PWA to process commercial permits on behalf of the Minnesota Department of Health. As the Council may be aware, the standard processing time at the state level can take up to 12 weeks. By using PWA, permits can usually be processed within a month. · PWA has a State Certified Fire Inspector and Master Plumber on staff. · PWA is experienced in writing rental ordinances. PWA has professional and administrative staff in the office during regular business hours to answer questions from residents, builders and contractors and City staff and consultants. -83- Planning Services. Planning consultant services are provided by Loren Gordon of HKGI, All fees incurred as a result of land use applications are charged back to the applicant(s). 2004 BUILDING PERMIT SUMMARY Building Permit Information 1998-2004. Year Building Valuation Permits Issued 2004 554 $18,278,618 2003 523 $22,271,695 2002 656 $23,784,322 2001 1342 $13,756,843 2000 433 $11,263,010 1999 496 $11,321,593 1998 474 $6,247,322 I 2004 Highlights. · Inspection handoutswereupdated. · A 'bew"City Code 300.01 (State Building Code) was adopted · A pre-construction site inspection policy and procedure was adopted and implemented. See attachment. · PermitWorks, the new building permitting software was implemented. COMPLAINTS AND ORDINANCE ENFORCEMENT The Planning and Building Inspections Department continues to provide assistance and support to other City departments with regard to code complaints and nuisance related issues. The majority of these matters are handled by Community Service Officer Wocken who has done an outstanding job to alleviate a number of long-standing problems in the City of Mound. The cooperation the P/BI Department has received from the Police Department has been exemplary. In particular, the assistance from the CSO and Chief Kurtz has been tremendous. -84- PLANNING COMMISSION ADMINISTRATION 2004 Planning Commission Cases. A total of (49) land use cases were submitted to the City of Mound in 2004. A copy of the Planning Commission Case List has been included as an attachment. Planning Commission Work Rules. The annual review and update of the Mound Planning Commission Work Rules was completed in March 2004. 2004 Projects List. The following includes a list of major projects undertaken by the Planning Commission in 2004: · Review of front setback standards for "paper streets" · Amendment to lakeshore setback in Pedestrian District · Review of principal parking lot use in Residential Districts · Amended floodplain ordinance and map · Bed & breakfast provisions (discussion only) · Membrane structure regulations · Dock parcel ordinance · Informal review of comprehensive plan amendment for Lost Lake Distdct · Proposed work rule amendment(s) to clarify meeting attendance · Coordination of Government Training Service (GTS) land use seminar to be held on April 2® at the Mound Public Safety Building. PLANNING AND BUILDING INSPECTIONS DEPARTMENT PROJECTS Listed below is a list of projects which were undertaken and/or completed by the Planning and Building Inspections Department. It is important to note that several of these projects were done in cooperation and with assistance from other City Departments and consultants: · Land use and building permit fee ordinance amendment(s) · Ground cover and sedimentation control regulations (discussion only) · As-built survey submittal policy -85- · Pre-construction site inspection requirements · Stormwater Pollution Prevention Plan (SWPPP)implementation and annual reporting · Incorporation of zoning district classification and map on City website · Establishment of Engineering and Planning Technician position. · Preparation of quarterly redevelopment update · Mound Harbor Renaissance (MHR) downtown redevelopment project - Response Action Plan (RAP) and Development Response Action Plan (DRAP) preparation for Lost Lake District - Review of sketch plan - Mound Visions AUAR - $1.2 Livable Communities development grant application and award. - LMCD dock permit approval - MCWD and DNR aquatics removal permit applications - MHR Tax Increment Financing District and MHR Redevelopment Plan - TOD grant application to Hennepin County for multi-use parking deck in True Value District. - ERF grant application and award from Hennepin County for environmental investigation in Auditor's Road. - Targeted Brownsfield grant award from MPCA for environmental investigation in True Value District. - Lost Lake District soils remediation and funding alternatives PLANNING AND BUILDING INSPECTION DEPARTMENT RECOMMENDATIONS Joint Planning Commission / City Council Communication. City staff would like the City Council to continue its policy of meeting annually with the Planning Commission to continue discussion regarding cooperative projects. -86- 2005 Projects List. The following list includes the proposed projects list for the Planning Commission prepared by Staff for discussion at the recent joint workshop held on February 28, 2005: Nonconforming Uses (350.420) · Accessory Buildings (350.435) (ie. upper floor detached accessory use(s) including but not limited to, "mother-in-law" apartments, guest cottage, etc.) · Exterior Storage (350.710) · Fences (350.475) · Required Yards and Open Space (350.440) Access Drives and Access (350.445) SUMMARY On behalf of the Planning and Building Inspections Department, I would like to express my sincere thanks to the City Council and Planning Commission for their dedication and commitment to our department and to the City of Mound. The countless hours that are spent on land use and permitting issues do not go unnoticed. Additionally, I would like to thank the other City departments and consulting staff that have provided assistance and staff support throughout the year. It is an honor and a privilege to work with such wonderful and talented individuals who assist in every area of my job and also make it fun to come to work every day. As always, we welcome any suggestions or comments that the City Council may have. You can be assured that we will continue our endeavors to improve efficiency and customer service in our department. -87- CITY OF MOUNI~ Pre-construction Site Inspection Erosion Control Escrow Deposit Effective June 22, 2004, the City of Mound requires a pre-construction site inspection for all significant construct, ion projects by the Build. lng Official and Public Works Department. This is to ensure that the site has been adequately prepared for construction including, but not limited to, silt fence installation, exposure of iron monuments, etc. A copy of the pre-construction site inspection checklist is included. Be advised that a (24) hour notice is required for all inspection requests and that construction cannot begin until the requirements have been met and completed inspection checklists returned to the' Building and planning Department. The permit holder is responsible for calling the .numbers provided below to schedule the inspections. The fee for the pre-construction site inspection is $70.00 and will be included in the building permit fee. Building Official Paul Waldron & Associates (952) 442-7520 Public Works Greg Skinner (952) 472-0635 Additionally, an erosion control construction deposit of $500.00 is also required for all applications which involve land disturbing activities (ie. silt fence, sedimentation, ground cover, etc.). The escrow deposit is required at the time of building permit issuance to offset costs associated with erosion control monitoring activities (silt fence condition, sedimentation, street sweeping, etc.). The escrow will be maintained until an appropriate ground cover on the site has been fully established. -88- Date; Building Permit # Project Description: Address: BUILDING OFFICIAL 1. ['-] Grading/drainage swales established away from neighbors structures: 2. r'-'] Locate and show property stakes and building pad stakes: 3. F"JAddress posted on site: 4. [] Setback requirements: Front:~ Lakeshore:__ Rear: __ Side: __ Other (corner/front): Wetland(s) Bluff 5. [] Permit visible on site. ¢~,~ 6. [] Other(S) ) [] Authorization to Pr,~c~'e~.~ [--I Initials of Official p U BLiCroWi OnRKS ~ ~.., -~O necessary: -- 7. [] E s'o control fencing es~.,,m;~sned, if Side: 8. [] Verify elevation of sanitary sewer services to Iow floor elevations: 9. [] Conditions of water shut-off/service (mark with contractors stake): 10. [] Conditions of curb and gutter abutting property to be built: 11. [] Curbs properly abridged for construction traffic: 12. [] Conditions of storm sewer gate abutting the property (if applicable): 13. [] Conditions of light fixtures or any other utility fixtures abutting the property 14. [] Culvert inspection: 5. [] Other(s)' [] Authorization to Proceed [] Initials of Official -89- LLI 8 ,,,F-- IJ.I C) -90- Z 0 0 Z Z z o o o 0 0 0 0 0 0 0 E E E E E E E E E E [::: ~ *'- ~' r" r- r"' I:% t'- c- r"' r- I::: I:% I%: I:::: r'- c- -91 - -92- CITY OF MOUND 5341 MAYWOOD ROAD MOUND, MN 55364-1687 PH: (952) 472-0600 FAX: (952) 472~0620 WEB: www. cityofmound.com DATE: TO: FROM: SUBJECT: MARCH 11, 2005 MAYOR AND CITY COUNCIL BONNIE RITTER, CITY CLERK 2004 DEPARTMENT ANNUAL REPORT PERSONNEL The City Clerk's Department consists of me and Jodi Rahn, Secretary/Receptionist Who has been with the City since October of 1997. Jodi's duties are vast, including the preparation of City Council and HRA packets, processing the incoming and outgoing mail, opening and sorting incoming water bill payments, scanning city records on the Laser Fiche system, and assisting in the administration of elections. She also is a "go-to" person for other Departments on special projects. HRA & CiTY COUNCIL PROCEEDINGS There were 19 regular and 2 special meetings of the HRA in 2004. The City Council had 23 regular meetings, and met 12 times in special session, for a total of 35 meetings in 2004. RESOLUTIONS AND ORDINANCES In 2004 the Council adopted 146 resolutions. The resolutions that have to do with land use must be certified and recorded with Hennepin County. There were 13 ordinances passed, published and effective in 2004, with the City Code updated accordingly. I draft these resolutions and ordinances and forward them to the City Attorney for review. The City recognizes significant savings with this practice, rather than having the City Attorney take the time to draft these documents. 1 printed on recycled paper -93- LICENSES~ PERMITS AND DEPOT RENTAL The City issued 50 General Licenses and/or Permits in 2004. This category includes liquor licenses, garbage collectors, tree removal, and public gathering, among others. General Licenses and/or Permits generated $21,615 in revenues in 2004, compared to $13,595 in 2003. We issued one more on-sale liquor license in 2004, which accounted for the majority of the increase from the previous year. The Depot generated $3,450.00 in 2004, compared to $3,582 in 2003. There were 55 days where the Depot was used by organizations (i.e., Snowmobile Club, Historical Society, Hockey Assn, churches, sports groups) for monthlY meetings, sign-ups etc., where the fee has traditionally been waived. There were 99 days when the Depot was used, but only 44 of these were paid days. Currently, the fee for a resident to rent the Depot is $75/day and non-residents $150/day, with a $400 refundable damage deposit. RECORD MANAGEMENT Jodi and I have started to scan city records and transfer data to CDs for permanent storage and retrieval, with the use of the Laser Fiche system. This will be an ongoing project until completed. It is already very evident that this system will be very effective and time efficient in retrieving information and documents. When scanning is complete, finding a document or information will be performed by performing a "search" on the computer, rather than paging through hundreds of files and documents. Record storage will be a matter of making duplicate CDs, one to be stored at city hall for retrieval purposes and the other off-site as a back-up. Two CDs can hold the information previously stored in one four-drawer file cabinet. To date we have been able to throw away two full 4-drawer file cabinets that housed old agenda packets. These are now stored on 4 CD's. A much more convenient medium to store! We will network the Laser Fiche information to other users for convenience in retrieving information. For example, Jill in the Planning Department will simply be able to go into the Laser Fiche program from her computer and search and retrieve information and copies of minutes, etc. Some of the historic records have previously been transferred to microfiche. The original records will be retrieved from the Historical Society and also be transferred to CD's so that the obsolete microfiche equipment can be disposed of. There is much more we can do with this system by adding software, etc., and we hope to be able to do this in the near future. 2 -94- CEMETERY Revenue from grave site purchases totaled $4,200 in 2004, compared to $3,500 in 2003. All seven sites sold in 2004 were sold to Mound residents. Jim Fackler is in charge of the cemetery maintenance and actual location of grave sites for burials and monument placement. I take care of the cemetery records and updating of the cemetery maps. The following locations were performed in 2004; 7 for casket burials, 5 for urn burials, and 6 for monument placements. ELECTIONS The 2004 elections were performed successfully and in accordance with state statute. Jodi Rahn and I were certified to administer elections by completing the necessary hours of training provided by Hennepin County and the Secretary of State's Office. Again, election judge training and public accuracy tests were performed and completed according to law. The City of Mound had 5702 registered voters as of 7:00 a.m. on the day of the General Election (11/2/04), and we had 1277 new registrations on Election Day. The total number of persons voting in the November 2nd election was 5618. Half-way through the day we feared the possibility of running out of ballots, but our "evening rush" didn't happen and instead voters formed a steady stream throughout the day. Our 2004 elections were a success because of our great election judges and city staff that pitch in to help on Election Days. DEVELOPMENT AGREEMENTS The City Council did not enter into any new development agreements in 2004, but did extend the preliminary agreement with Mound Harbor Renaissance Development, LLC, NEWSLETTER There were four issues of the City Contact sent out in 2004. The newsletter is now being published in-house, which creates cost savings of about $700/issue. We now send our print-ready publication via CD-ROM to the printer and after the proof is approved the printer delivers the newsletters to the post office. 3 -95- INFORMATION RESOURCE Again, the calls that Jodi and I receive from the general public are too numerous to economically track. The questions we get cover a wide range of topics. I am a source of information for not only the public, but Department Heads, Consultants and Staff. The efficiency of our information retrieval will only increase with more and more records being put on our Laser Fiche system. 4 -96- ?.004 Annual Repot! "Faking a Bite out of Crime" Mound Police Department 2415 Wilshire Boulevard Mound, MN 55364 Table of Contents I I I rom tt~e CF~ief ......................................................... 2 ~o£ice Operations ........................ . ............................... 3 2004 ~ear ~naC q(eport ................................................ 4-6 2000-2004 q(eport Comparison ......................................... 7 Or~Tanizati°na£Structure .............................................. 8 Investigative Unit .... ................................................ 9 ®atro£ ~)nit ............................................................ 10 Community Serpice Officer ............................................ 11 Operation Clean Sweep ................................................ 12 q/ffest 5eletro ®ru~ ~Fas~.q~orce ........................................ 13 5~lounar ~o£ice q(eserve Unit .......................................... 14 5~rationa£~v-i~Tf~t Out .................................................. 15 Citizens ~cacEemy ................................................. 16-17 ~orice ~7-FChEi~Tlits .................................................. 18-19 Community ®o£icin~7 ................................................. 20 ~o£ice Officer of tFte aZ'ear ........................................... 21 Other q(ecognitions .................................................. 22 ~Vtiere .X re 7~ey ~v'ow ............................................. 23 About the cover... The picture on the cover is of 27-year police employee, Shirley Hawks, as McGruff, and two small Mound residents at the 2004 National Night Out celebration. · !' T~Mhg a. Bite Ottt Of,~ime Mo[~fid, IvfN 55364 Dear CitiZens, Mayor and City Councilmembers of Mound, I am pleased to submit the 2004 Annual Report of the Mound Police Department. This year's annual report is a valuable reference for data about department activities and services and it provides us the oppommity to highlight some of the significant events and challenges of the past year. In 2004, the department continued to pursue financial grants to help improve our operations. The department received over $10,000 in Homeland Security grants to train in emergency preparedness and domestic terrorism. The funding allowed the department to host an "Active Shooter" school and to participate in several multi-agency disaster exercises. In addition, the members of the department trained in special police tactics, negotiation skills, explosive devices, and incident command. During the past year, the department expanded its award winning Community Policing effort by offering the citizens and business owners of Mound a Virtual Crime Prevention Block Club, Worthless Check Diversion Program, flee gunlock give-away and donations of "ride-alongs with the Chief" to local charities for their silent auction fund raising efforts. The department revived the City Manager's "Operation Clean Sweep" Program in 2004 and conducted hundreds of inspections on the "Island" for nuisance violations such as; junk vehicles, illegal storage, house numbers, and noxious weeds. As we move into 2005, the Department will continue to train and prepare to meet the challenges that face law enforcement such as; increase abuse of alcohol and drags, high rates of domestic violence, officer retention, special population needs, and traffic concerns by developing relationships with our citizenry. I am very proud to lead the women and men of the Mound Police Department and I look forward to working with you as we continue to make Mound a safe place for families and businesses. James E. Kurtz Chief of Police 2 Police Operations Police activity in the City of Mound increased from 11,532 calls for service in 2003 to 14,689 in 2004. This represents a 14% increase. PART I Crimes are the most serious crimes and include arson, vehicle theft, burglary, and sexual assault. In 2004, there were 305 Part I Crimes reported in the City of Mound, which was slightly higher than the '300 PART I Crimes reported in 2003 and slightly lower than the 313 PART I Crimes reported in 2002. The reduction in PART I Crimes is primarily attributed to a reduction in "robbery", which dropped from ten 'in 2003 to one in 2004. PART II Crimes, are less serious crimes and include; trespassing, weapons complaints, forgeries, DWI, and simple assault. In 2004, these types of crimes increased four percent from 2003. PART III and PART IV offenses include incidents that require investigation but are not defined as a crime. These incidents include; animal complaints, accidents, medicals, and Mutual-aid response. In 2004, these type of incidents increase from 5,596 in 2003 to 6,013. This represents a seven percent increase. In 2004, property and personal injury accidents declined 16%, 2004 Year-End Report OFFENSE CLEAI:~D CL,F_,AI~D CLEARED BY REPORTS UNFOUNDED EXCEPT ARRESTS ADULT PART I CRIMES Homicides 0 0 0 0 0 Criminal Sexual Conduct 12 4 0 2 2 Robbery 1 0 0 1 0 Felony Assault 13 0 1 12 4 Burglary 51 6 2 6 3 Larceny 195 13 14 24 15 Vehicle/Bom Thefts 30 6 3 1 2 Arson 3 0 0_ 2_ i TOTAL 305 29 20 48 27 PART II CRIMES Child Abuse/Neglect 13 5 2 3 2 Forgery/NSF Check 34 2 7 13 14 CHminal Damage to Property 147 11 11 29 72 Weapons 23 0 11 4 2 Narcotic Laws 36 0 0 36 25 Liquor Laws 185 0 0 185 164 DWI 122 1 0 121 121 Simple Assault 82 6 23 35. 12 Domestic Assault 49 0 7 37 34 Domestic (No Assault) 106 0 0 0 0 Harassment 30 2 13 1 1 Juvenile Status Offenses 39 1 5 30 0 Public Peace 37 1 0 29 21 Trespassing 8 1 3 3 3 Ail Other Offense 58 3_ 5_ 48 48 TOTAL 969 33 87 574 519 PART H & PART IV Property Damage Accident 118 Personal Injury Accidents 15 Fatal Accidents 0 Medicals 375 Animal Complaints 151 Mutual Aid 88 Other General Investigations 5,266 TOTAL 6,013 Henn. County Child Protection 23 GRAND TOTAL 7~10 62 107 622 546 J'UVe 0 0 1 10 3 9 0 25 1 0 4 2 16 34 0 24 4 0 0 35 12 0 138 4 163 2004 Year-End Report CITATIONS ADULT JUVENILES DWI More than .10 BAC Careless/Reckless Driving DAR/DAS Open Bottle Speeding No DL or Expired DL Restriction on DL Improper, Expired or No Plates Stop Arm Violations Stop Sign Violations Fail to Yield Equipment Violations Hit and Run No Insurance Illegal or Unsafe Turn Over Centerline Parking Violations Crosswalk Animal Ordinances Code Enforcement Seat Belt Overweight Vehicles Miscellaneous Tags 122 103 14 112 7 452 55 8 124 4 23 2 24 1 134 1 1 210 8 8 5 121 18 106 0 0 1 0 1 7 4 2 0 0 1 1 5 0 2 0 0 0 0 0 0 4 0 1 TOTAL 1,662 29 2004 Year-End Report WARNINGS ISSUED ADULT JUVENILES Irlsurallce Traffic Equipment Crosswalk Animals Trash/Derelict Autos Seat Belt Trespassing Window Tint Miscellaneous 160 88 114 0 0 363 0 0 0 128 18 11 13 0 0 0 0 0 0 TOTAL 853 44 WARRANT ARRESTS Felony Misdemeanor/Gross Misdemeanor 15 83 2 14 6 2000- 2004 Annual Initial Report Comparison 2000 2001 2002 2003 Hazardous Citations 1,091 639 702 754 Non-Hazardous Citations 500 474 383 564 Hazardous Warnings 245 152 54 234 Non-Hazardous Warnings 692 461 256 308 Verbal Warnings 1,085 901 938 1,375 Parking Citations 423 580 248 257 DWI 73 61 65 107 'Over .10 BAC 61 59 52 86 Property Damage Accidents 125 116 123 145 Personal Injury Accidents 28 20 19 19 Fatal Accidents 1 0 0 0 Adult Felony Arrests 43 50 60 58 Adult Misdemeanor Arrests 404 392 366 505 Juvenile Felony Arrests 31 51 18 20 Juvenile Misdemeanor Arrests 204 190 137 173 PART I OFFENSES Reported 334 452 313 300 Cleared 110 124 102 108 Arrests Made 58 88 65 58 PART H OFFENSES Reported 900 894 674 997 CI~,~I 613 554 478 665 Arrests Made 533 492 449 614 Medicals 368 350 326 368 Animal Complaints 637 615 412 288 Ordinance Violations 409 441 368 313 Other Public Contacts 5,176 6,593 5,110 4.651 621 -635 229 821 2,069 210 I22 103 120 15 0 42 6O2 27 152 97 52 969 694 657 375 151 3O5 5266 TOTAL 14,144 14,749 11,718 12,977 14,639 Mutual Aid 234 166 162 131 7 Organizational Structure Mound Police Department James E. Kurtz Chief of Police I ! Shirley Hawks i I ....................................... i Admin. Assist. ] ,I 1 ................................................. 2 Lieutenant Investigations I Drag Task Force Officer Community Service Officers Jeanne DeBord Admin. Assist. I[ ' Ken Beck Sergeant Patrol Officer Patrol Officer Patrol Officer Holden Facility Evidence room Patrol schedule Mike Sussman Sergeant Patrol Officer I PatrOl Officer I I PatrolOfficer l~ange Defensive Tactics 8 Investigative Unit The Investigative Unit of the Mound Police Department is lead by Lieutenant John McKinley. This Unit is responsible for the preparation of all misdemeanor, gross misdemeanor, and felony eases. In 2004, this Unit investigated over 200 crimes including; sexual assault, burglary, theft, child protection, and auto theft. In addition to investigating crimes, the Unit is responsible for Emergency Preparedness, presenting the Citizen Academy, coordinating Crime-Free-Multi-Housing Program, teaching DARE, providing school liaison service to Grandview Middle School, and assignment to the West Metro Drug Task Force. The 'Unit began utilizing several new computer based investigative tools in 2004 to help solve crimes. The programs included: Automated Pawn Systems (A.P.S), which allows investigators to check all pawn store records; Accurint, which is a search network program that allows investigators to locate public records on any subject; and Tri-County Law Enforcement association, which is an email notification network that allows investigators to share information. Detective Dan Niccum with a DARE Graduate fi'om Our Lady of the Lake Catholic School and Darrin the Dare mascot. 9 Patrol Unit The Mound Police Department Patrol Unit consists of eight officers and is lead by Sergeants Kenny BeCk and Mike Sussman. In 2004, the patrol unit continued to work on traffic and pedestrian safety. Non-hazardous citations, non-hazardous written warnings, and verbal warnings were all up significantly. We believe as a direct result of these efforts, personal injury and property damage accidents went down. The patrol unit made a number of important arrests in 2004, including a hit and nm suspect who drove over a man's leg near A1 & Alma's Supper Club, four juveniles who used pellet guns and caused thousands of dollars worth of damage to windows in cars, houses, and buildings. The unit also confiscated dangerous weapons, narcotics, stolen property, and alcohol during the course of their duties. Mound Police Department squad cares (left to right) 840, 845, and 843. 10 Community Service Officer 2004 Nuisance Code Enforcement GRID 10 Number of violations 21 Resolved by warning 18 Still open 3 GRID 20 Number of violations 113 Resolved by warning 13 Still open 0 GRID 30 Number of violations 37 Resolved by warning 33 Still open 3 Resolved by citation 1 GRID 40 Number of violations 16 Resolved by warning 13 Still open 2 Resolved by citation 1 GRID 50 Number of violations 63 Resolved by warning 60 Still open 1 Resolved by citation 2 2003 TOTAL Number of violations 150 Resolved by warning 137 Still open 9 Resolved by citation 4 Mound Police .Community Service Officers are responsible for animal control, investigating nuisance violations, school cross-walk guard, supporting other staff, and maintaining the Department's vehicle fleet. Community SerVice. Officer Squad 860 2004 Calls for Service Animal Calls Ordinance calls Misc. Contacts 166 343 1,179 11 Operation Clean SWeep This past summer, the Police Department re-implemented City Manager Kanclis Hanson's "Operation Clean Sweep" Program. Police Intern Jennifer Williams inspected the entire "Island" for nuisance violations including house address numbers, junk vehicles, illegal storage, and noxious weeds. The goal for the summer was to saturate the Island and learn; o What type of violations we could reasonably enforce? o How much time it would take to inspect and then re-inspect properties? o What enforcement strategies worked'?. o How tolerant the citizens were to our enforcement effort? Intern Williams, who is a college Senior At Winona State University majoring in ~Criminology, issued 283 written warnings. Of the 283 written warnings, 189, or 67% corrected the problem at the time of the re-inspection. An additional 64 properties complied at the time of the second inspection. Overall, there was an 89% compliance rate for the properties that were inspected. The feedback from the project was mostly favorable and the compliance rate suggests that the majority of the people support the effort. In the spring of 2005, the police department will continue Operation Clean Sweep efforts and will be inspecting properties throughout the city for nuisance violations, 12 West Metro Drag Task Force In July 2004, the Mound City Council authorized the police department to participate in the West Metro Drug Task Force (WMDTF). As a result, The Mound Police Department' became one of the founding members of this special investigative unit. The Task Force is a collaborative effort between Mound,. Orono, Medina Police Departments, West Hennepin Pubic Safety, and the Hennepin County Sheriff's Office. In 2004, the WMDTF opened 52 cases, served 44 search wammts, seized over $105,000 in assets, and confiscated over $1.1 million (street value) of illegal drags. Drug Class/Type (units) Quantity seized . CANNABIS BC Bud (Ounces) Hashish (Grams) Hydroponics Marijuana (Ounces) Marijuana (Ounces) e SSA rrs Valium (TabS) Vicodin )Tabs) :HALLUCINOGENS LSD (Hits) MDMA (Ecstasy) (Hits) Psilocybin (Grams) OTHER Oxycomin (Tabs) STIMULANTS Cocaine (Grams) Crack Cocaine (Grams) Crystal Meth (Grams) Methamphetamine (GramS) 39.85 56.00 2,960 278 1.00 50.00 2.00 13.00 22.80 4.00 262.6'0 283.00' 620.20 0.10 13 Mound Police Reserve Unit The Mound PoliCe Reserves volunteered 3232.60 hours to the City of Motm~t in 2004. The unit operated with 16 officers for the majority of the year. The Unit is cttrrenfly at their full complimem of thirteen officers. In 2004, the Reserve Program assisted'the police in a variety of ways including; prisoner transports, reserve squad patrol, MOund-Westonka hockey games security, house-checks administrative details, emergency call outs, and National Night Out. .All of the reserve officers are required to attend the Hennepin County Reset-ce Officer Course where they receive training in traffic control, handcuffing, searching, procedures for dealing with prisoners, and defensive tactics. In addition, the Reserves are trained in first-aid and C.P.R. The Mound Police Reserve Unit is lead by Reserve Lieutenant Tom Berent, and Reserve Sergeants Patrick Hart and Jennifer Williams. The program liaison is Detective Dan Niccum. OFFICER HOURS J. HUsby 372.50 Berent 513.75 Hart 801.75 Van Auken 16.00 Haarstad 4.50 Williams 328.10 Wolfe 219.50 Sande 83.55 Steiger 300.50 Steele 115.25 Hooper 182.45 Lee 65.50 Hughs 83.50 Pomeroy 68.25 Graham 28.50 Jo. Husby 49.00 TOTAL 3232.60 The Police Department would like to extend a sincere thank you to Reserve Captain Jesse Husby for his volunteer work with the city. Captain Husby left the Unit in 2004 after 12-years of dedicated and loyal service. Reserve Lt. Tom Berent demonstrates crime prevention during the City's National Night Out celebration 14 NATIONAL NIGHT OUT In 2004, the city's National Night Out celebration was moved to the new Mound Public Safety Building. Hundreds of people attended the event which included Public Safety demonstrations fi~m the Mound Fire Department, Hennepin County Sheri~s Office, Minnesota State Pa~xol and Mound Police Department. The Minnesota State patrol Helicopter made a special fly-in visit to our National Night Out celebration. Hennepin County Deputy Stacy Braun shows off his K-9 partner, Blade. Martha Madsen from Watertown provided face painting for the kids. The winners of this year's bike raffle were 9 year-oM Haylee Stuhr (pictured with her mother) and 6 year-oM Jesse Johnson. The Police Department would like to extend a thank you to the Mound Crime Prevention Association who sponsored the event and the Mound Fire Department and its Auxiliary who served the food. 15 CITIZEN ACADEMY In 2004~ The Mound Police Department's Citizen Academy was featured as a KARE, Channel 11 Extra Story produced by reporter, Bernie Grace and phOtojoumalist, Bob Crippa. Lt. John McKinley, Academy student, T. J Skinner and Mound Officer Mike Sussman. The story aired' on October 20, 2004 on KARE ll's 10:00 news broadcast. K~RE 11 Reporter, Bernie Grace in front of the Mound Public Safety Building concluding his report. Twenty students attended the seven week program, which is designed to give citizens a hands-on, inside view of law enforcement and the Mound Police Department. Program coordinator, Lt. John McKinley and student Mary McKinley 16 CITIZEN ACADEMY Students learned about non-lethal weapons, improviSed explosive devices, and High-risk building entry tactics. Mound Citizen Academy student Betsy Brady The Studems also leam about constitutional law and the amendments that govern law enforcement. Mound Citizen Academy student 'In addition, the students p~cipate in high-risk Waffle stops, defensive faeries and other police activities. Mound Citizen Academy student C.J 17 POLICE HIGHLIGHTS On April 13, 2004, the Mound City Council recognized Mound Police Officers Todd Truax, Nick Schwalbe, Mike Sussman, Mound Firefighters Brian Berent, Jason Maas, Kevin Flagg, John Larson, Jim Casey and Ridgeview Paramedics Sam Tesch and Mali Donovan for their life-saving efforts in reviving., cardiac arrest victim Neil Sprague. On June 16, 2004, the police department provided security as the City of Mound played host to the Minnesota Vikings at Mound Bay Park Minnesota Viking ' s Head coach Mike Tice The Police Department gave away hundreds of free gun locks as part of"Project Childsafe." Project Childsafe is a National program designed to help reduce gun accidents in homes. Administrative Assistant Shirley Hawks gives away free gun locks to a local resident and her childrer~ 18 :,P 0 L I.C E H I ,G H'L IGH T S In Mobile ,s and system. ca,,at' the cro,~ police department, with the school district, at the l and after School. He Kandis HansOn during the January 25~ 2005 City Council meeting. 19 COMMUNITY POLICING In 2001, the Mound Police Department was the recipient of the Prestigious International Association of Chiefs Of Police "Community Policing Award". This award is given annually to a police department that demonstrates a commitment to community policing through partnerships, programming, and problem solving. In 2004, the police department continued to offer and support all of the programming and partnerships that were responsible for the Community Policing honor. In addition, the department expanded their efforts to include programming for bad checks and community notification. The following is a list of the Department's Community Policing activities. *D.A.R.E Program *TRIAD Virtual Crime Prevention Block Club *Police PastOr Program * Sojourner Project Board Member *Domestic Abuse Support Group *Crime-Free Multi-Housing *Citizen Academy *Check Diversion Program *Downtown Business Council Representative * Westonka Healthy Community Collaborative *PLEAA Board Representative Westonka Healthy Community Collaborative meeting 20 POLICE OFFICER OFTHE YEAR Mike Sussman 2003 Officer of the Year The Mound Police Officer of the Year is selected annually using a process involving employee review scores, peer ranking, and supervisor input. Officer Mike Sussman is a six-year law enforcement veteran who began working for the City of Mound in 2002. He is a graduate of Wayzata High School and he holds a Bachelors degree in Criminal Justice from St. Cloud State University. Officer Sussman was selected for this award for his work in alcohol enforcement and educatiOn. He is certified as a medical first responder, intoxilyzer operator, Advanced Field Sobriety, and he is a member of the Emergency Response Unit. Past Police Officer of the Year recipients Will Murray Kenny Beck Jason Swensen, Amy Chrqstensen Jason Swensen 2002 2001. 2000 1999 1998 OTHER ~COGNITIONS Mike Wocken 2003 "Chiefs Award" Recipient Community Service Officer, Mike Wocken was presented the "Chief's Award". This award is presented annually to a police employee who best exemplifies the "Spirit" of the departme~tt. He was selected for his devoted service to the department, its customers, and other city departments. Nick Schwalbe 2003 Reserve Officer Of the Year Reserve Officer Nick Schwalbe was selected as the Mound Reserve Officer of the Year for the year 2003, which was Awarded in 2004. He was also the Reserve Officer of the year in 2002. Officer Schwalbe with Chief Jim Kurtz and City Manager Kandis Hanson Since joining the unit in 2001, Reserve Officer Schwalbe has volunteered over 600 hours to the police department and the community. He was hired as a full-time police officer with the Mound Police Depamnent on June 1, 2004. 22 WHERE ARE THEY NOW Herman "Buzz" Kraft wasa full-time Patrol Officer with the Mound. Police DePartmem for 18 years. He began his full-time employment in 1970 and retired in 1985. Prior to working full-time he was a part-time patrol officer with the department. Buzz continues to live in Mound and he works part-time at Mound True'value Hardware Store. Bill Hudaon Sergeant Bill Hudson worked for the. Mound Police Department for 28 years. He began his tour of dutY ~ 1967 and let[red ~ 1995. Sergeant Hudson lives Maple Grove, but spends most of his time at his cabin/home by Detroit Lakes. He spends his leisure time fishing, hunting, and riding his motorcycle. 23