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2007-03-06PLEASE'TURN OFF ALL CELL PHONES & PAGERS IN COUNCII. CHAMBERS. C[TY OF MOUND 1~'fiSSION S"TATE~IENT: T}~e Cit>> of i~~Iourid, ~hm4iQh team~~ork aid tooperatiou, provides at a reasonable rest. c~ualitvscivice; that res4x~nd to'the needs of all citizen. fostenn~ a safe, attractive and t]ow~i~hin~ community. ~~l-~ AGENDA ~~~ MOU\ll CITY COUNCIL TUF.~sDAY, R-LARCH G, 2007- 6:30 PM ANNUAL REPORTS ~~'ORKSHOP MOUND CITY COLiNC~L CHAMBERS Page 1. OPEN MEETING 2. DEPARTMENT HEAD ANNUAL REPORTS A. FINANCE DEPARTMENT -FINANCE DIRECTOR G1N0 BUSINARO 1-12 B. LIQUOR STORE -MANAGER JOHN COLOTTI 13-26 C. CITY CLERK'S DEPARTMENT -CITY CLERK BONNIE RITTER 27-30 U D. COMMUNITY DEVELOPMENT - CD DIRECTOR SARAH SMITH E. PUBLIC WORKS -PUBLIC WORKS DIRECTOR CARLTON MOORE 31-46 1. STREETS AND UTILITIES -PUBLIC WORKS SUPT GREG SKINNER 2. PARKS AND DOCKS -PARKS SUPT JIM FACKLER F. POLICE DEPARTMENT -.POLICE CHIEF JIM KURTZ D. FIRE DEPARTMENT -FIRE CHIEF GREG PEDERSON 3. ADJOURN Documents from the Community Development Department will be delivered electronically Monday or .Tuesday. 47-57 58-111 ~,, • CITY OF MOU i• March 6, 2007 MAYOR, CITY COUNCIL AND CITY MANAGER 5341 MAYWOOD ROAD MOUND, MN 55364-1687 PH: (952) 472-0600 FAX: (952)472-0620 WEB: www.cityofmound.com I have enclosed the 2006 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 2006. The year 2006 was a productive one in the Finance Department. I would like to thank the staff of the department, Joyce, Collette Sue, and Catherine for their hard work during this challenging year. I look forward to a productive year in 2007. Respectfully, ~~~ Gino Businaro Finance Director printed on recycled paper -~ - FINANCE DEPARTMENT My first responsibility is the supervision of the Finance Staff. The current personnel in the Finance Department are as follows: NAME TITLE STARTING DATE Sue Schwalbe Collette Roberts Joyce Nelson Catherine Pausche Gino Businaro Accounts Payable Clerk 09-15-99 Accounting Clerk/Payroll 03-12-99 Utility Billing Clerk 05-31-77 Senior Accountant 09-01-06 Finance Director 11-23-92 The finance staff should be coma~-ended for the teamwork, cooperation, and dedicated work they have demonstrated in 2006. JOYCE NELSON Joyce handles the water and sewer billing process. We have 3,563 residential accounts that are billed quarterly on a cyclical basis (the City is divided into three billing districts). In addition, there are 136 commercial accounts that receive a bill every month. With this many customers to serve Joyce is kept quite busy. At the same time Joyce coordinates the various recycling programs. As an example of participation, for the month of October, out of 17,945 households, 8,255 had their recyclables set out. That is 46~ participation. The total materials collected for the year was 1,064.5 tons. Joyce attends to many other tasks in finance, including data entry of daily receipts and bank deposits. 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 2006 more than 3,300 checks were issued and wire transfers/payments totaled $25.2 million. 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, expenditures, and projects with a multiple year lifespan. 2 _2_ • • • 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 2006 more • than 1,800 payroll checks were issued to employees and more than 390 checks were issued for other payroll related purposes for a total of more than 3.8 million dollars. Some of these payments must be made by phone or by Internet with a direct debit to the city bank account. She processes the Payroll direct deposits every two weeks, and she works with and maintains all documentation for each employee from the hiring date to termination and post retirement. As the General Ledger Clerk, Collette works in the following areas: Data entry for the computerized financial system and monthly reports' distribution to departments, Computer back up's and year end closing of Finance and payroll applications, Miscellaneous receipts and receivables, Employees benefit enrollment, changes to benefits and related requirements, Miscellaneous billing and reports to other agencies, Reports for the Liquor Store: daily data entry, monthly • sales tax reports, NSF checks, etc. Preparation of monthly, quarterly, and yearly reports to various federal and state agencies, Bank reconciliation and monthly accounts reconciliation. Catherine Pausche Catherine, as the Senior Accountant, assists the Finance Director/Treasurer in the performance and management of essential accounting functions. Catherine is primarily responsible for: General Ledger maintenance, including system administration, account reconciliations, report preparation and analysis, and budget update. Review/approves accounts payable, utility billing and payroll to ensure proper coding, budget authorization and to ensure established internal accounting controls are followed. Daily cash management, including recording and monitoring of receipts and payments, transfers of funds between accounts, and anticipating cash flow needs. Prepares monthly, quarterly and annual reports for government • and regulatory agencies. 3 -3- Assists in the coordination of the annual financial and compliance audit, the preparation of the City's Comprehensive Annual Financial Report (CAFR), and the maintenance of the Key Financial Strategies and Capital Improvement Program documents. Maintains the fixed asset system; coordinates the annual physical inventory and ensures accounting for capital expenditures is in conformance with GASB requirements. Assists in the development of the annual operating budget, including required schedules and analysis, and the ongoing monitoring of performance against the approved budget. Maintaining debt and investment related schedules, recording transactions and performing analysis as needed. Serves as a liaison with other City departments or outside agencies concerning accounting matters. 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, 2006: Commercial Paper $6,601,073 FNMA Discount Notes 8,355,833 Money Market 795,778 TOTAL 515,752,684 A comparison of interest earned for the City on all funds is as follows: 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 • C7 • 4 -4- 2004 145,595 2005 400,714 2006 704,007 • .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. Interest rates have been on the rise in 2005-2006, along with an increase in cash balances as we increased bond issues for major projects . All interest income, with the exception of the Public Safety Building and the Mound HRA related transactions, is accumulated in the Investment Trust Account and distributed to the funds in proportion to the average balance during the year. BUDGET Preparing the data for the annual budget document that is submitted to the Council is another important function of my job. During June, I estimate the revenues for the current year and also work on an estimate of the expenditures for the current year. I work closely with the City Manager in budgeting revenue amounts and salary projections for the following year. The Finance Department budget is my responsibility, along with portions of the City Property, the Special Revenue Funds, the • debt service requirements, Capital Projects requirements, and the Recycling Fund. Once the City Manager reviews the expenditure budgets with each of the department heads, the budget is compiled, analyzed and adjustments are made. The document is then prepared and presented to the Council for approval. The Water and Sewer Funds are examined during the budget process. The projected revenues and expenses are used to determine the adequacy of the rates. The Enterprise Funds (Liquor, Water, Sewer, Recycling, and Storm Water Utility) are presented to the Council along with the General Fund and the Special Revenue Funds for Council approval. OUTSTANDING DEBT The total outstanding debt as of 12-31-2006 is $38,610,000. 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 1996 3,570,000 1,275,000 1997 2,920,000 1,215,000 1998 2,590,000 1,155,000 • 1999 2,260,000 1,090,000 5 -5- 2000 1,910,000 850,000 2001 5,085,000 555,000 2002 11,590,000 385,000 2003 17,345,000 150,000 2004 24,015,000 - • 2005 32,361,000 - 2006 38,610,000 - Using the 2000 census population of 9,634, the total debt per capita increased from $371 in 1995 to $4,008 in 2006. SPECIAL ASSESSMENT LEVIES The general property tax levy is discussed every year during the budget process. The other significant item on the tax statement for Mound residents is the various special assessment levies. The majority of special assessment levies are for street reconstruction projects and delinquent utility bills. The following is the annual special assessments levied on Mound taxpayers during the past ten years and for 2007: 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. 2006 345,787 2007 450,208 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 2005 audit report received the National GFOA award "Certificate of Achievement for Excellence in Financial Reporting". The certificate program judges an audit report on various criteria, including clarity, comparability and completeness. This is the 18th 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. Our agent of record is Ann Stanton of Arthur • J. Gallagher & Co. of MN. Inc. 6 -6- 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 five personal computers, all connected to the Server. The use of the PC enables me to work efficiently with many spreadsheets for cash flow analysis, investment need projections, fixed assets inventory, budget projections, e-mail, City web page, and various other applications. At the same time Collette, Sue, and Joyce have the opportunity to use the PC and maintain various files in the payroll area, accounts payable, 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 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 intereet 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 undesignated fund balance of the General Fund is projected to be $ 970,614 for the year ending 2007. It is important for the 7 -7- City to maintain a healthy 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 BEGINNING OF YEAR ~ 1996 2,443,830 770,649 31.5 1997 2,591,760 998,106 38.5 1998 2,776,950 1,230,858 44.3 1999 2,893,580 1,211,064 41.9 2000 3,084,750 1,191,456 38.6 2001 3,266,340 878,058 26.9 2002 3,524,160 1,188,107 33.7 2003 3,837,750 1,533,173 39.9 2004 4,766,000 1,422,542 29.9 2005 4,384,370 1,340,889 28.1 2006 4,766,770 1,146,634 24.1 2007 4,853,438 970,614(Un-Audited) 20.0 REVENUES/EXPENDITURES In 2006 Revenues received for general governmental operations were $5,186,397 and Expenditures for general government operations were $4,887,766 with a projected increase in fund balance of $298,631. A detail statement with budget and actual comparisons will be presented to the Council once the Audit of the 2006 .financial position and activities is completed. An analysis of major increases or decreases from the prior year will be included in the audited comprehensive annual financial report. SPECIAL REVENUE FUNDS Special Revenue Funds are used to .account for certain tax levies and other earmarked revenue. The following is a list of the City's major Special Revenue Funds and Fund balances as of 12-31- 2006: Area Fire Services 83,028 Docks/Commons 168,436 Park Dedication Fees 160,284 CAPITAL IMPROVEMENT FUND The Capital Improvement Fund has been established to segregate funds to be used for various types of capital outlay expenditures. • •i • 8 -$- The following is the 2006 activity of this fund: Balance 1-1-2006 1,359,634 • Revenues 137,376 Bond Sale Proceeds 1,514,628 Total Available 3,011,638 Expenditures Capital Outlay 1,996,319 Balance 12-31-2006 1,015,319 This balance is designated for the completion of the Lost Lake Canal, the Auditor's Road Trail/Greenway, the County Road 15 realignment, the replacement of City Retaining Walls, and the 2006-2007 Street Improvement Projects. In the past the Capital one-time revenue source the City to undertake p: having to issue debt to this fund were obtained funds that were used to or that had expired. No replenish this fund. • Improvement Fund has been an important for the City of Mound. It has allowed rojects that benefited the City without finance them. In the past, revenues for with equity transfers from debt service account for bonds that had been recalled additional debt service funds are left to 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 $11,348. A condensed summary for the liquor operations for the year ended December 31, 2006 will be published in the Laker in March and the audited statements will be presented to the Council in May. WATER FUND The total operating income for the year 2006 was a negative 126,783. A full set of statements will be presented to you after the audit is completed. SEWER FUND • The total operating income for the year 2006 was $159,539. The Metropolitan Waste Control Commission disposal charge went up by 9 -9- $30,195 (from $513,153 to $543,348). 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 totaling 1,556,000 since 2001. The bonds will be paid back from charges to residents through the utility billing system. As of December 31, 2006 the fund balance is $454,785 and the cash balance is $990,945. RECYCLING The revenues for the year 2006 were $166,302. The fund balance in the recycling fund increased from $38,026 to $50,762. A full set of statements for this fund will be presented to you after the audit is completed. ORGANIZATIONS I am a member of the Minnesota Government Finance Officers Association (MNGFOA) There are currently 550/600 members. Monthly meetings are held in the. metro area, with an annual conference held in the fall of the year. One of the requirements for keeping current my CPA certificate is that I maintain a continuing education program each year. Continuing education and training is a high priority in my professional development. I obtain the vast majority of my education credits through MNGFOA. I am also the Treasurer of the Mound Crime Prevention Association. The primary activities of this non profit association is supporting the City DARE program, including the DARE Open, the Buy a Brick programs, the Police K-9 unit, and being fiscal agent for the annual festival to be held in Mound. ACCOMPLI SfIIKENTS FOR 2 0 0 6 Specific accomplishments are as follows: New Tax Increment District The addition of a new tax increment district (MHR) 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. • Issuance of the 2005 Comprehensive Annual Financial Report • The report received an unqualified opinion from the 10 -10- independent auditor and the Certificate of Excellence in Financial Reporting from the GFOA. In 2005-2006 we have focused on the implementation of GASB 34, which has increased requirements, especially in the area of fixed • assets and reporting. Insurance Claims Activity In 2006 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 2006. Almost all employees joined the plan, which benefits both the employees and the City in reducing Social Security, Federal and State tax payments. In 2005 changes were made to the Pre-Tax Plan by the IRS that will benefit those City employees who participate. Computer support/Telephone System/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 2006-2007 bargaining units and with the non-union implemented the financial aspects of the and timely manner. contracts with the three employees. Collette and I contract in an efficient Payroll Direct Deposits and UB Direct Payments Collette, Joyce, Catherine 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. We refined some of the information in 2005, and are seeking efficient and comprehensive solutions to gather the data in 2006-2007. 11 -11- GOALS FOR 2007 Work in the Finance Department will continue at a steady pace in • 2007. The normal cycle calls for the staff to meet their deadlines in the payroll, accounts payable, and utility billing areas. The Finance Director and the Senior Accountant will continue to cover the investments, the audit, the insurance claims, the preparation of reports, and all the other responsibilities in the financial, insurance, data processing, ', supervision areas, and many other tasks as assigned by the City i Manager and the City Council. I, Special challenges in 2007 will be related to the 2008 budget, the new TIF districts, street reconstruction, and other related projects. In addition, our efforts will be to work with the City Manager as she will direct. As in 2006, again in 2007 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 is serving us well. CONCLUSION • Thank you for giving 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 2006 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 _~2_ • Harbor Wine & Spirits • Annual Report 3/6/2007 • -13- r~ U To: Mayor, City Council and City Manager From: John Colotti, Manager, Harbor Wine & Spirits Re: 2006 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 staff of Harbor Wine & Spirits strives to provide a pleasurable shopping experience for all of its' customers. We accomplish this by providing an unparalleled level of customer service, a professional attitude, along with a clean and healthy shopping environment. We also possess the most complete selection of Wine, Spirits and beer in the Westonka region. • The year 2006 ended on a high note, with year-end receipts totaling just under $2.3 million. (An increase of $156,731.00). In the year 2006, Store & City Management was faced with a difficult decision. Faced with another calendar year of an operating income loss, the decision was made to restructure the full-time staff. The final decision was made to eliminate the full-time clerk position, resulting in the resaasea f o ~ mat ly $80 1$90 thousand.hThe fully impact of this maneuver should pp realization will not be felt until year-end 2007. As forecasted, the wine category has been increasing significantly. Due to this category's profitability, Harbor Wine & Spirits will continue the promotion of this category extensively. The Liquor and beer categories also witnessed positive growth. All categories will continue to grow as long as we provide constant product selection, professional customer service, and strategically accurate marketing planning. At the same time, we are creating opportunities to expand our existing customer base. Weekend wine samplings, aggressive wine sale pricing, monthly advertisements in The Laker and Lakeshore Weekly News have enhanced customer awareness and education. We feel strongly that we are becoming THE wine and spirits destination on this side of the lake, as we had forecasted. • -14- i • H C~ O x C • z. . ~ ~a OVA a O a ~ ~ ~ ~ ~~ o ~. cn v . ~ O)` "" '~ 0 ~ a ,4~ i~w Z Z '+..-~ ~' ~' ~ C ~ ~ Off: ~ ~' ~ ~''~~„ ~ -15- ~ A ~.' ~~ ~~- ~,~~ aVi ~ O o ~ ~ _ sO~ v ~ z•. cq is -~ ~ ~ ~ b0 ~ ~ ~- ~ O ~ w • •w.~ ,: ' , ~. ,~~+~Ov~cn ~V~v a.,Uw ~ nUwaC7Q oww~Q ~ ~ ~ .~ c A ~ • -16- r~ ~~ o , ~. :~ ~ ~. o -~ ~ ~ v °~.' ~ '~ a '-' c b4 4a ,y. ~ .o~ cn ~ tY ° ~ p ~ v ~ .O O ~ ~ v ~j .0 ~yj ~ cn~~~~wr-A, ~ ~' cu ,~ ~ ~ U ~ ~ • u~ ,Y °' ~ ~. ~ ~ ~ • '~ ~ ~ ti -17- *~' ~ O~ p ~ ~ ~ _ ~ ,~ ~ .~ ~ ~ ~ ~ ~ ~ ~ .bo. ~ ~. a ~ to . ~., .,.,~ . ~ o .O 'C3 ~ "'~. "' ::; cA : ~ ~ ; o~ ~ ' . ~ ~ ~. ._ ~.. ~ „~ ~ ti. 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Vj -22- CITY OF MOUND, MINNESOTA ENTERPRISE FUNDS MUNICIPAL LIQUOR FUND SCHEDULE OF NET ASSETS DECEMBER 31, 20Q~ AND 2005 • ASSETS CURRENT ASSETS Cash and temporary investments (deficit) Restricted asset -cash Change funds Inventories, at cost prepaid items TOTAL CURRENT ASSETS CAPITAL ASSETS, AT COST LESS ACCUMULATED DEPRECIATION NET CAPITAL ASSETS OTHER ASSETS Bond discounts and issuance costs TOTAL ASSETS LIABII-ITIES CURRENT LIABILITIES • Accounts payable Due to other funds Accrued interest payable Accrued salaries and compensated absences payable Current portion of compensated absences Current portion of long-term debt TOTAL CURRENT LIABII-ITIES LONG-TERM LIABILITIES Compensated absences payable Bonds payable TOTAL LONG-TERM LIABII-ITIES TOTAL LIABILITIES NET ASSETS Invested in capital assets net of related debt Restricted for debt service Unrestricted TOTAL NET ASSETS • -64:: -23- 2006 2005 $ l 17,225 2,000 413,121 $ - 22,409 2,000 349,5 82 14 532,346 374,005 1,433,378 1,433,378 (170,776) (132,483) 1,262,602 1,300,895 29,281 31,721 1~g~29 1,706,621 41,226 800,000 22,574 6,769 55,000 52,809 575,000 23,616 8, 806 26,561 50,000 925,569 736,792 4,038 8,859 915,000 470,000 919,038 978,859 1,844,607 1,715,651 292,602 280,895 105,428 312,980 (395,353) $ (20,378) $ (9,030) CITY OF MOUND, MINNESOTA - - ENTERPRISE FUNDS MUNICIPAL LIQUOR FUND COMPARATIVE SCHEDULES OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETS YEARS ENDED DECEMBER 31, 2006 AND 2005 OPERATING REVENUES 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 TOTAL OPERATING EXPENSES OPERATING GAIN OR (LOSS) NONOPERATING EXPENSES Interest and service charges LOSS BEFORE TRANSFERS TRANSFERS IN CHANGE IN NET ASSETS NET ASSETS, JANUARY 1 NET ASSETS, DECEMBER 31 2006 2005 Percent Percent Amount of Sales Amount of Sales $ 2,291,713 100.00 % $ 2,134,980 100.00 1,739,845 75.92 1,685,952 78.97 551,868 24.08 449,028 21.03 264,195 11.53 10,996 0.48 34,809 1.52 16,268 0.71 27,961 1.22 18,637 0.81 9,276 0.40 10,746 0.47 6,801 0.30 38,293 1.67 67,977 2.97 301,894 14.14 4,674 0.22 32,238 1.51 18,592 0.87 23,675 1.11 16,997 0.80 1,285 0.06 10,638 0.50 4,621 0.22 3 8,293 1.79 55,193 2.59 505,959 22.08 45,909 2.00 (57,257) 2.50 (11,348) (0.50) (11,348) (0.50) (9,030) $ (20,378) 508,100 23.81 (59,072) (2.78) (59,708) 2.80 (118,780) (5.58) (118,780) 5.58 109,750 $ (9,030) • •i r~ -24- ., .. ~ O O ~ O (~ N N N N O i• cD O r d' r N ~O t0 r r N to N d' t!) O r i` I I.t~ d' C N O G' 'd' t!3 tt) CO r ~ N 00 O~ O v-: I M M Ln tt~ N ~ el' t'~ 00 f~ `'~ ~ M C7 N .• ~ t[1 fl 07 C'7 ~ ~D r G7 M N Ltd 'r' ~ Q O ~y ~ ~ O N O r G7 Q~ O d' O CO I` d' O 07 O O 00 01 r 11 O r N M N O N ~ O N M d~ O r' N 00 d^ d' d~ to C7 N C'9 N tC N 00 00 M O 7 r d' ~ M d' CO ~ ~ O O N tr i.f~ Cfl M N 00 i~ 07 NO N C+~ I.A 1` C1 ~c'3 r CS r t7 cG 0 a~ O~ O tD OO tG N r N l!1 to r 1 d'~ M N ~!! M 1` 0 ~y ~ et t` N f~ 6Y) r N ~O N r CA r N ~ r N ~ O r ~ I M r O ~ O N Cfl M O O N r N d' t~ 00 O ~'! ?~ O et *' tG d' t=f rM., O L!) O 1~ et ~ N I.A C~ N CO ~ r M N ~ ~ M ti N N O O O N CD 1` ' M C1 C1 d' I~ d7 00 i~ M ~ M et O I~ O N N N d N r N r r r N N i r T T r CSI 00 d' CO O M 1~ d' 01 Q~ M t0 d' N N O M I` ~ ~ tG O ~O 00 ~ t!'! N OD O M t0 N '~ M C1 N +' ~ O ~ N ~ N ti CO ti (` O O O ~ ti ti h 00 co I` N c7 N C7 C cG r cG r O N M N N r r r N r i r r r N ' ~O N 00 N ~t! O ' Ln t0 C7 N M ~t ~ ~p d CD M I` *' N 00 G~ ` OD N O O t0 M O O O d, ~ O M N N ~!! 1` I B O N ti t!~ 1` M O C7 tC r lA L!~ r 111 I.A 1 1~ O G1 N ~y T- N r tt> r tt~ r ~C r O N t0 r T- r , r r OD i r r r O O O N O O N ~ ~ C0 G M y' N ~ v I y+ ~ ~' d v ~oc r 0 t~ M 1` h r I` I.C~ 01 O O r d' N M n' ~''~ ~ ~ !D t0 ~A CO N O t0 ~ O tD d' ~!! I` M d' 'd' ~ ' 07 tS'~ I~ O O O O DO O O N N r d' ~O O N O N M N d N r r r r N i r r r r L ~j~ C O ~ ~ G OO ~ ~ s.. i. a - ~ ~ ~ ~ V ~ ~ r ~ u ~~a~ ~~a v~o z o -25- M ~' O t0 O O O O O O O O N N N N ~' ~ ~" ~' ® ^ Q .i Q ~ (~ ~ O Q N O ~ N N r r r O r O! CO ti t0 ~ i M NI r ~ O t~ p ~ O LC ~ O M N N r r spu~snoyl • :~ •i -26- Y • 5341 MAYWOOD ROAD ~~~ A~ M~UN~ MOUND, MN 55364-1687 DATE: February 13, 2007. TO: Mayor and City Council FROM: Bonnie Ritter, City Clerk SUBJECT: 2006 Department Annual Report PH: (952) 472-0600 FAX: (952)472-0620 WEB: www.cityofmound.com PERSONNEL The City Clerk's Department consists of myself and Jodi Rahn. I have been with the City since February of 2001 and Jodi, Secretary/Receptionist, 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, scheduling the Depot rentals, and assisting in the administration of elections. Jodi took over administration of the Union Cemetery in 2005. She also is a "go-to" person for other Departments on special projects. HRA PROCEEDINGS There were 20 regular meetings and 4 special meeting of the Housing and Redevelopment Authority in 2006. There were also 17 resolutions adopted by the HRA in 2006. CITY COUNCIL PROCEEDINGS The City Council had 23 regular meetings, and met 9 times in special session, for a total of 32 meetings in 2006. Two of the 9 special meetings were regarding the 2007 budget. ®printed on recycled paper -27- RESOLUTIONS AND ORDINANCES In 2006 the Council adopted 143 resolutions. The resolutions that have to do with land • use must be certified and recorded with Hennepin County. There were 26 ordinances passed, published and effective in 2006, 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. LICENSES, PERMITS AND DEPOT RENTAL The City issued 32 General Licenses and/or Permits in 2006. This category includes liquor licenses, garbage collectors, tree removal, and public gathering, among others. General Licenses and/or Permits generated $16,985 in revenues in 2006, compared to $19,220 in 2005. The Depot generated $4,125 in 2006, compared to $3,445 in 2005. There were 61 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 115 days when the Depot was used, but only 54 of these were paid days. Currently, the fee for a resident to rent the Depot is $100/day and non-residents $200/day, with a $400 refundable damage deposit. RECORD MANAGEMENT Jodi and I continue to scan city records and transfer data to CDs for permanent storage and retrieval, with the use of the Laser Fiche system. This will be an ongoing project that is worked on when we have time, and because of the time constraints it has been slow-going as of late. It is already very evident that this system will be very effective and time efficient in retrieving information and documents. When scanning is complete, finding a document or information will be performed by performing a "search" on the computer, rather than paging through hundreds of files and documents. Record storage will be a matter of making duplicate CDs, one to be stored at city hall for retrieval purposes and the other off-site as a back-up. Two CDs can hold the information previously stored in one four-drawer file cabinet. We would like to eventually network the Laser Fiche information to other users for convenience in retrieving information. For example, Jill in the Planning Department could simply go into the Laser Fiche program from her computer and search and retrieve information and copies of minutes, etc. • The historic records that were previously transferred to microfiche have now been converted to Laser Fiche. The original records were retrieved from the MN Historical Society and transferred to CD's so that the obsolete microfiche equipment can be disposed of. • 2 -28- • 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. One feature of the Laser Fiche used by many cities is the Agenda Manager, which produces the Council meeting agendas in paperless format, making the whole packet accessible through our website. This feature eliminates the need to print paper agenda packets, having the Councilmembers access the packet electronically. This is something to think about for the future. CEMETERY Revenue from grave site purchases and site locations totaled $4,100 in 2006, compared to $4,025 in 2005. Seven grave sites sold in 2006. Jim Fackler is in charge of the cemetery maintenance and actual location of grave sites for burials and monument placement. Jodi takes care of the cemetery records and updating of the cemetery maps. The following locations were perFormed in 2006; 9 for casket burials, 5 for urn burials, and 11 for monument placements. ELECTIONS The 2006 Primary and General 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 5921 registered voters as of 7:00 a.m. on the day of the General Election (11/7/06), and we had 648 new registrations on Election Day. The total number of persons voting in the November 7th election was 4567. Our 2006 elections were a success because of our great election judges and city staff that pitch into help on Election Days. A correctly administered election is one that no one hears about, and that's a good thing! HAVA (Help America Vote Act) regulations stated new requirements for making polling places handicapped accessible. We received a federal grant for $2,126 to improve the entrances to two polling places, and install some handicapped parking signs and stripe handicapped parking spaces. • 3 -29- DEVELOPMENT AGREEMENTS There were no new develo ment a reements executed in 2006. • P 9 NEWSLETTER There were four issues of the City Contact sent out in 2006. 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. STREET RECONSTRUCTION PROJECT There were 316 parcels included in the 2006 Street Reconstruction Project. The cut-off date for prepayment of the special assessment with no interest was November 27, 2006. The total assessment amount for the project was $893,066.50. Prepayments in the amount of $177,644.66 were received, leaving $715,421.84 that was certified to Hennepin County with collection with property taxes. The assessment was spread over 15 years at 8% interest. Since the cut-off date for prepayment another $17,478.28 has been received from property owners paying off the assessment in full. To date, 68 of the 316 properties on the assessment roll have paid in full. I receive an average of 6 calls per week from realtors and homeowners regarding • special assessments, and regularly receive payoff checks to process and notify Hennepin County of the assessment payoff. INFORMATION RESOURCE Again, the calls that Jodi and I receive from the general public are too numerous to economically track. The questions we get cover a wide range of topics. I am a source of information not only for the public, but for other Department Heads, Consultants and Staff. The efficiency of our internal information retrieval will only increase with more and more records being put on our Laser Fiche system. 4 -30- PUBLIC WORKS AND PARKS X006 ANNUAL REPORT _,, , _ • TABLE OF CONTENTS I. Parks Department 2006 Annual Report ................................. 1- 5 II. Public Works 2006 Annual Report ....................................... 6 - 8 III. Public Works Department 2007 Capital Improvements ............. 9 -11 IV. Public Works Department Work Plan/Initiatives .....................12-14 • • -32- • '~" CITY OF MOUND Parks Department 2006 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--way, 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 five full-time employees including, the Park Superintendent, Administrative Assistant, three maintenance workers, apart-time Docks Administrator, Dock Inspector 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 • combined into one Commission in 2006. The Parks, Open Space and Docks Advisory Commission (POSDAC) is set up to act as advisories for bringing recommendations to the City Council regarding their respective issues. General Comments During 2006, the Parks Division was involved mainly with maintaining current playground equipment and lands. In past years, we have seen improvements to Avalon, Belmont, Chester, Dundee, Langdon, Philbrook, Scherven, Seton, Swenson, Three Points Tyrone Parks, Alwin Park and Wieland Park. In 2006, no new play structures were added. In 2005 a new play structure was completed at Belmont Park. For 2007 the POSDAC has recommended replacing the play structure at Tyrone Park. They are also looking forward to improving the sites at Crescent and Edgewater Parks. Crescent and Edgewater do not have play equipment. However, not all parks require a play structure. The Park and Open Space Advisory Commission is interested in developing Crescent and Doone Parks as open green space in order to retain their natural areas. Along with development, maintenance for the parks must be planned. Maintenance and upkeep of the parks is a major ingredient for their success. Regular mowing, leaf removal, litter pick up and periodic repairs are unavoidable aspects of the parks and generally take up the most hours over the year. These improvements and maintenance provide a visual confirmation that the City of Mound has a commitment to community development. The downtown Streetscape and Greenway in 2006 has had the routine maintenance turned over • to the Parks Division. With this new responsibility comes a highly visible commitment of how -33- the City is going to respond to development. It is staff's belief that this amenity is high priority for maintenance scheduling. The Streetscape and Greenway will be a daily visit for the Parks crew to provide a well groomed entrance into the main business area of Mound. We have been at our current Parks Maintenance Facility at the Island. Park Garage since 1989. Following a 1987 engineering improvement recommendation report, a new roof was installed in 1990, and electrical updates, new garage doors and exterior painting were completed in 1991. Major repairs, denied due to budget restraints from 1994 to 1996, and not requested since, are still needed. A facilities study conducted in 2002 noted that the Park Maintenance Facility continues to need improvements. At minimum, the concrete driveway in front of the building needs replacement, a retaining wall, as well as a drain system to keep water out of the building, and other grounds repairs are needed around the outside of the building. Staff is looking forward to the consideration of moving the Parks Maintenance department to a joint complex with the Public Works Division. Summer Recreation Program The City did not fund a Summer Program in 2006. City Beaches The lifeguard program was not funded for 2006. Municipal Cemetery The Mound Cemetery was established in 1884, operating under and association until 1944 when the cemetery was turned over to the City of Mound. There are three divisions, the older sections, A and B, to the west and the new section, C, to the east. A seasonal caretaker, who was paid for his time and equipment, was used prior to 2000. Since that time, the grounds have been maintained by Parks Division staff. Fertilization and weed control is contracted with a lawn care company. The current level of maintenance needs to be upgraded in order to provide a more attractive setting. This could be accomplished through irrigation and additional planting of trees. In 2006, there were 14 grave locates for casket burial, 4 grave locates for urn burial, 9 grave locates for marker placement, 3 resident sales of graves, 2non-resident sales of graves. The operation of the cemetery breaks even with income from the sale of plots. A 1995 survey comparing plot fees with other municipal and private cemeteries was updated in 2001. A new fee schedule was adopted and updated in 2002, and will remain the same for 2006. Adult, resident Adult, non-resident Baby, resident Baby, non-resident Ash Burial, resident Ash Burial, non-resident Locate 2006 $600 $850 $300 $400 $300 $400 Actual cost (Min $25) 2 • • • -34- Maintenance Agreement $ 15 • Ash Burial on top of casket $ 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." Hazardous Tree Removal As of December 31, 2006, the yearly total of hazardous tree removals from City property was 78 trees removed, 2 stumps chipped, 4 trees trimmed that posed a hazard, and 5 sites had brush removed. From private property, 7 trees were marked for owner removal due to hazardous conditions. Diseased and hazardous trees are removed on a complaint basis. When a complaint is received, an inspection of the tree is done to determine the need for removal and the ownership. City owned trees are removed by a contractor as soon as possible, while private trees are removed in accordance with City Ordinances. Private trees not removed in the grace period allowed, are force removed. The cost of a force removed tree is billed to the property owner. If this bill is not paid, it is then assessed to their property taxes for the following year. Weed Notices In 2006 approximately 12 weed notices were issued by the Community Service Officer for unkempt grounds. 9 owners complied and the City crew performed the work for the two who did • not. The cost incurred by the City is billed to the owner. If the owner does not pay, the cost is assessed to their property taxes. Municiual Dock Sites The 2006 Shoreline Study showed there is 104,225 linear feet of Lake Minnetonka shoreline in the City of Mound. Of this 104,225 linear feet 36,301 linear feet is controlled by the city and allows for 726 boats under current Lake Minnetonka Conservation District guidelines. The 2006 the Municipal Dock/Slip Program only claims 29,500 linear feet of the 36,301 lineal feet for the Dock Program. This provides for up to 590 boats (A not to exceed number) within the current program to stay within Cities LMCD license. In 2006 the Docks Program saw 556 boats registered at the 311 dock sites and 87 slips. This is down from the 588 boats registered in 2003 when the program was close to non-compliance with the LMCD. To stay in compliance with the 590 boats a moratorium was placed on Shared Dock sites, which were seeing a gain of 20 boats per year over the past 5 years. This was in affect for the 2004, 2005 and the 2006 boating seasons. For 2007 the Shared Dock program moratorium was lifted but. limited to 50 participants. The non-used boat's under the 590 allows the City to operate the Dock Program without placing a restriction on the number of registered boats at individual docks. The new Lost Lake Villa's slips are owned by the City of Mound and it's LMCD license is through the City. These 37 slips' utilizes 2,000 linear feet of the City's 36,301 lineal feet. The Lost Lake Transient slips use 1,500 line feet of City's claimed shoreline. -35- The Docks Administrator and Dock Inspector under the direction of the Parks Superintendent, processes dock applications, inspects city dock and slip sites, notifies permit holders of discrepancies, and are the informational source for the general public and the City. On 02/06/07, the 2006 Dock Fund balance was approximately $163,896.99. With the cost of dredging and shoreline repairs on the increase, this balance needs to be maintained to allow for future improvements to the Dock & Slip Program. Depot and Island Park Facilities No improvements have been made at the Depot building since 1998 when interior carpeting, painting, cabinets, fans and lighting were completed. In 2003, a new curb and asphalt parking lot was completed. The facility is currently being utilized for local organizational meetings and private parties. User response has been very positive. Improvements will reinforce the Depot as an asset to our City. Depot Rental Rates $400 Damage and Clean up Deposit $200/per day Non-Mound Residents (sample sales, plus the purchase of a Peddlers License) $100/per day Civic and Non-Profit Charitable Organizations from other communities (Rummage sales, craft sales, parties, etc.) $100/per day Mound Resident FREE Mound Westonka Community Civic and Non-Profit Charitable Organizations Fees were waived on 61 groups, resident payments totaled $3,525.00, non-resident payments totaled $600.00. Total rental payments received were $4,125.00. The Island Park building has had the utilities turned off. This facility is currently being used as a storage area for Police Department supplies. Only minimum maintenance is performed on this building. Vandalism has led to the windows being boarded up rather than being replaced. City Hall Maintenance /Janitorial The Parks Division is responsible for the seasonal lawn care and snow removal at City Hall. It is also responsible year-round for the heating and air conditioning inside City Hall. Parks staff is also responsible, within their capabilities, for the repairs to plumbing, heating and related equipment. Major repairs for the heating and air conditioning systems and cleaning services are contracted out through the direction of the Parks Division. The Parks Division is also responsible for projects assigned by the City Manager. 4 • • • -36- City Owned Retaining Walls • The Parks Division is responsible for the repair and replacement of city-owned retaining walls on the street right-of--way that are unplanned occurrences. Being that there is a Retaining Wall Replacement Program that is dealing with walls that were rated on structural soundness has greatly reduced the number of failing walls the Parks Division has to address. Parks, Open Space and Docks Advisory Commission In 2006 the Parks and Open Space Advisory Commission and the Dock and Commons Advisory Commission were merged together to form the Parks, Open Space and Docks Advisory Commission. This Commission is made up of 7 members, including a City Council Representative. Their responsibilities include: PARKS: • Parks/wetlands and related concerns • Cemetery operation • Island Park Hall and Depot building repairs • Nature Conservation areas • Swimming beaches • Depot rental and use • Budget preparation • Park Improvements • Issues discussed and reviewed in 2006: • Park Districts • Distribution of funds allotted for park improvements • Park planning for new developments DOCKS & SLIPS: Issues discussed and reviewed in 2006: • Public Lands Maintenance Permits • Commons Dock Fees Dock Location Map Update • LMCD Rules and Regulations • Establishment of possible sites for City multiple slip docks • Future maintenance needs of Commons shoreline • Rip Rap Locations Equipment Maintenance and Replacement Preventive and unplanned maintenance of all related equipment is the daily responsibility of the Parks & Docks Division. The Parks Department follows the equipment replacement schedule, which allows for the replacement of equipment on a planned schedule based on its age and serviceability. This schedule will allow the Parks & Docks Division to operate efficiently and • provide safety for the general public and the parks crew. 5 -37- • -r CITY pF MpUN© Public Works Department 2006 Annual Report 2006 At A Glance The 2006 street improvement project went well with the exception of two water main replacements on Bluebird and Canary Lane where we had problems with the new main not passing the air tests. It was found to be bad gaskets in the pipe. The contractor put in a different brand pipe and it passed the air tests. We installed quite a few new gate valves in the Three Points area. We did three storm sewer projects this year. One at the end. of Denbigh Road one at Bartlett Blvd and Driftwood Lane, and one at Tuxedo Blvd and Sterling Road. The new water tower at Chateau Lane (Well #3) is completed. The new pumphouse at Well #3 is nearing completion and should be on line in June or July of 2007. Public Works also purchased a new plow truck. and a new one-ton dump Truck. The sewer department worked with Infratech and Insituform on our Inflow /Infiltration (I / I) project. This consisted of repair of bad connections and complete lining of sewer pipe in other locations. Personnel • My responsibility, as superintendent of the Street, Sewer and Water Departments includes: supervision and evaluation of employees, scheduling and delegation of projects and tasks, budget preparation, reports, determination of emergency call-outs, construction meetings, project inspections, purchasing of materials and equipment, answering questions, resolving complaints, etc. The Public Works Director is in charge of both Public Works and Parks. Vicki Weber is the full- time Administrative Assistant to both Public Works and Parks. Joyce Nelson, afull=time Finance employee, continues to handle Utility Billing and Recycling. There are 5 full-time employees in the Street Department; Lee Geise, Dan Grady, Don Heitz, Frank Heitz, and Tim Johnson. There are 3 full-time employees in the Sewer Department; Damon Hardina, Rick Todd and Scott Kivisto. There are 2 full-time employees in the Water Department; Steve Tacheny and Harry Stricklen. The MPCA requires that the City have at least one full-time employee with Class C certification in Water Supply Operations and one full-time employee with Class D certification in Wastewater treatment. Certificates are renewed every three. years. All employees receive continuous training and education at various one-day schools, seminars and conferences. The City hired Safe-Assure to keep us in compliance with OSHA standards and regulations. This training is done once a month. Along with this training, we have the City's Risk Management inspection conducted by the City's Insurance Company every year. • 6 -38- Street Deaartment • The primary function of the Street Department is to maintain and repair the city streets and storm sewers. This includes plowing and snow removal, sanding, sweeping, clearing street right-of- ways of brush and tree limbs, bituminous patching, street preparation for seal coating, repair and maintenance of storm sewer catch basins, street sign repair and installation, curb and sidewalk repair, street lighting, equipment maintenance, installation and repair of banners and Christmas decorations, 12 parking lots, 27 cul-de-sacs, and 11 miles of sidewalks. During the winter months, it is my responsibility to determine when to plow and sand the streets. I depend on the National Weather Service, local weather reports and the Police Department for information concerning weather systems moving in our direction. I also check out the streets to determine if and when plowing and sanding should begin. If at all possible, I wait until it stops snowing before plowing, but in icy conditions we go out as soon as possible. Personnel from Streets, Sewer, Water and Parks are all called out to help with plowing. We have 5 single axle trucks equipped with front plows, side wings, and sanders. We have 5 four-wheel drive trucks with plows and 1 skid- steer on the 11 miles of sidewalks. This year we also cleaned the Central Business District. Right-of--way repair and maintenance began in the early spring of 2006. This included repair of watermain break patches, tree trimming, hanging summer banners, storm sewer cleaning, and street sweeping. Street sweeping is a huge, time consuming task. We have 2 street sweepers, 1 sidewalk broom, 2 trucks for hauling, and 1 tanker. Following a normal winter of sanding, street and sidewalk sweeping can take up to 3 to 4 weeks to complete. Once the sweeping is completed, we prepare for seal coating projects and other street repairs. Last spring and summer we saw no real damage or delays • from severe storms. Every year, the Street Department also attempts to repair as many sidewalks as possible. On average, we replace 10 sections of sidewalk and approximately 100 feet of curbing per year. Public Utilities• Public Utilities for the City of Mound consists of 3 departments; water, sanitary sewer, and storm sewer. Public Utilities operate much like a business. Revenues are generated from the water, sanitary sewer and storm sewer fees to over 3500 customers. Salaries, benefits and operating expenses are paid from the revenues received. Each Utility Department has its own budget and line items expenses for each department do not vary much from year to year. The biggest percentage of increase each year come from capital outlay, worker compensation, liability insurance and the Met Council for sewer charges. In 2006 the Water Department budget was $844,780, Sewer Department Budget was $1,344.930, and the Storm Sewer Department Budget was $128,330.00. Water The City has 4 wells, one booster station, and a combined storage of 750,000 gallons in 2 towers and 265,000 in 1 standpipe. There are approximately 45 miles of watermain. We are also interconnected to the City of Spring Park at the Seton Bridge, and there are 2 interconnections • with the City of Minnetrista. The Water Department is responsible for, among other things, 7 -39- system maintenance and repairs, meter readings, tower inspections and hydrant flushing. In 2006, we pumped 304,900,000 gallons of water. Every year, the City's water towers are • inspected for the condition of the coating and anodes inside the towers. The water system is flushed out twice a year during evening hours in order to reduce rust problems for our customers. Sewer The Sewer Department is responsible for maintaining 31 sewer lift stations, which are checked twice a week, and sewer line cleaning. They also perform pump repair, electrical repairs, pump removal and seal replacement. Major repairs are contracted out. The insurance companies have given us a timetable to complete the cleaning of 60 miles of sewer main in the City every 4 years, which means we would need to clean about 80,000 feet per year. Given our current manpower situation, we are only able to clean 40,000 to 50,000 feet per year. The current sewer system, installed in 1964, is in dire need of repair. In 2002, we began televising our system with a camera that enables us to detect problem areas. The 2003 Street Reconstruction Project enabled us to begin upgrading and repairing some of these areas. Upgrades and repairs are included in the annual street project and are expected to continue with the 2007 Street Reconstruction Project. Storm Sewer The Storm Sewer Department is responsible for maintaining 584 catch basins, which are cleaned once a year, and 84 sump catch basins, which axe cleaned twice a year. While we still contract out the larger repairs, the storm water fees we now receive allow us to make yearly repairs and upgrades to the system. The department also schedules the dredging of 93 storm sewer outfalls • into Lake Minnetonka on a rotating basis. There are also 11 storm sewer outfalls on. Lake Langdon and 7 on Dutch Lake that area also monitored annually for cleaning. • 8 -40- -r cmr of nnauNo Public Works Department 2007 Capital Improvement Projects & Initiatives Street Reconstruction Proiect As part of the 2007 street reconstruction /rehabilitation project approved by the Council, areas in Shirley Hills, East Tonkawood and Avon are scheduled for concrete curb and gutter repair and bituminous improvements. This is the fifth 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. Three 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 A bid award date is tentatively scheduled for April with work expected to begin in May and completed by October. Retaining Wall Replacement Proiect • The annual retaining wall replacement program provides for the reconstruction of retaining walls in various locations throughout the city determined to be in poor condition. This is the sixth year of the retaining wall replacement program. The retaining wall replacement project includes the removal of the existing walls and construction of decorative modular concrete block walls and site restoration. This project will be bid this summer. Seal Coat Program No seal coat is scheduled to be performed this year as the MSA funds will be used to reconstruct the trail on Wilshire Boulevard adjacent to Shirley Hills School. Storm Sewer The City Engineer is reviewing three location that are in need of storm sewer improvements. The three locations are Rambler & Walnut, between Ridgewood Road and Highland Blvd., and between Waterbury Road and Gladstone on the Island. Wilshire Trail The pedestrian trail along the East side of Wilshire Boulevard is in very poor condition and is scheduled for reconstruction this year. The proposed plan is to remove the existing trail, compact and regrade the subbase, place new class 5 base and new six foot wide bituminous trail. The trail project will also include the construction of pedestrian ramps at the intersections. Funding for this project will be from the City's MSA account. • 9 -41- Sanitary Lift Stations Three sanitary sewer lift stations are proposed to be reconstructed this year. One is located at the • north end of Arbor Lane and is within the limits of the street reconstruction project. It is proposed that this lift station be included as part of the street project utility work. The other two lift stations are at Sinclair Road and CR 44 and at Baywood Shores and Baywood Lane. Inflow /Infiltration Study The City Engineer is completing a study of the sanitary sewer lift stations and Inflow / Infiltration. into the sewer lines. The results of this study will determine where the city needs to perform pipe lining in future years to come into compliance with the Metropolitan Council Environmental Services directive to reduce the amount of I /I or pay surcharge penalties. It is anticipated the city will be able to avoid the surcharge by following the study recommendations. Lost Lake Greenway The completion of the Lost Lake Greenway from Lost Lake to Cypress Lane will be coordinated with the adjacent townhouse development. The project will include a bituminous trail, landscaping and lighting. This is the last segment to complete the trail from Commerce to Cypress. Auditor's Road Auditor's Road will be constructed in coordination with the development of the first phase of the Auditor's Road redevelopment project anticipated to begin this summer. Staff and the City Engineer are working on the plans for this project. Parking Ramp • The Transit district parking ramp and appurtenances is schedule to begin construction in March with occupancy in September or October of this year. Radio Read /Sump Puma The City and its contractor are making good progress toward completing this project in June of this year. The contractor completed the first phase on schedule and some properties were found to not be in compliance with the City code. City Staff will continue to work with these property owners to bring them into compliance. Wolner Field Parking Lot This project is under the direction of the Minnehaha Creek Watershed District and is scheduled to begin this summer after the little league season has ended. The project includes the construction of a new parking lot with porous pavement which will absorb the rainfall and direct it to underground drainfields. OTHER HIGHLIGHTS • Public Works staff is researching the availability grants for a variety of possible projects. Examples are for Homeland Security on City infrastructure, Parks, and stormwater improvements, and redevelopment. • 10 -42- • Staff annually updates the vehicle replacement program to better manage and forecast • future vehicle and replacement needs and costs. • 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. • Staff is coordinating with Hennepin County on its plans for mill and overlay work on CR 15 scheduled for late this summer. • Staff is coordinating with the Three Rivers Park District on its plans to pave a trail in the Dakota Rail corridor this summer. • • 11 -43- -r • cmr of MouNo Public Works Department Work Plan /Initiatives Capital Imarovement Proiects • Annual City Street Reconstruction /Rehabilitation • Annual Retaining Wall Replacement • Upgrade SCADA system • Lost Lake Greenway • MHR Development • Transit District Parking Ramp • Inflow /Infiltration Study • Sanitary Lift Station Reconstruction • Auditor's Road Street and Utility Construction Surface Water Manasement • 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 Pan (SWPPP) and insure compliance • Review State and Federal laws and permit changes to insure City Policy and Ordinances are current • Review development plans to insure compliance with permit requirements • Annual Review of MCWD Rule Changes Parks • Develop inventory of park structure and maintenance needs • Develop master plan and priority for park reconstruction • Evaluate equipment replacement needs • Research possible funding sources for park improvements Docks • Review and update dock program as needed • Review and update dock maps • Continue annual rip-rap project • Integrate Lost Lake docks into City program • 12 -44- Streets • • 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 pothole repair • Increase tree trimming with use of new bucket truck • Installation of new street signs throughout City and in Street Project Area. • Decrease use of sand with new snowplowing and sanding equipment Repair sidewalks and trails as needed • Include utility upgrades and repairs on annual street reconstruction project Storm Sewer • Continue annual lake outfall cleaning and dredging • Continue annual catch basin cleaning • Maintain storage / ponding areas • Work with MCWD on storm water quality improvements • Construct storm sewer improvements / repairs as needed • Include upgrades and repairs on annual street reconstruction project Sanitary Sewer • Continue televising and performing annual repairs as needed • In-pipe lining at locations with high inflow /infiltration problems • Reduce I / I as much as possible to avoid MCES surcharge • • Annually implement SCADA monitoring and control system • Include upgrades and repairs on annual street. reconstruction project • Coordinate with MCES to eliminate metering discrepancies • Initiate upgrade of lift stations • Coordinate as needed with proposed development Water • Construct Harrison Bay Watermain Crossing. • Implement SCADA system on new facilities • Complete water system analysis with Bolton & Menk • Coordinate as needed with proposed development • Include upgrades and repairs on annual street reconstruction project • Complete Wellhead Protection Plan in accordance with State and Federal Regulations Administration • Work with Police and Fire in preparing the Emergency Operations Center for use with street and utility plans and other City Maps • Annually update capital improvement program • Review Safety and Training needs of staff • Annually update Vehicle Replacement Program • Coordinate Public Works & Parks Maintenance Facility space needs study • Coordinate Publics Works review of grading and utility plans for MHR • 13 -45- • Develop multi-year Seal Coat Program • Upgrade office filing system and record retention • Develop mini GIS capacity • Develop updated inventory of City's infra-structure and mapping. 14 • • -46- _~ ~, -~_~ r ~ ~r: •~~~ ~.~, `± '~~ 1 ~, ti .~,/ `~ ~~ 1 .'. y ~:-;,-r ~L10UN0 ~~~ '06 ~ ANNUAL R~ORT _~, _ r~ M C~UND POLICE '~ 2415 Wilshire Blvd. Telephone (952) 472-0621 _ . _ Mound, MN 55364 Dispatch (763) 525-6210 • '" Fax (952) 472-0656 JAMES E. KURTZ Chief of Police EMERGENCY 911 Dear Citizens, Mayor, City Council members, I am pleased to submit our 2006 Annual Report, which highlights the many activities and accomplishments of the Mound Police Department. The purpose of this document is to provide you with information about your police department with respect to its mission, organization, and significant achievements:--- - -... As you will see from our 2006'Crime Statistics, our police department was called upon to respond to a variety of situations. You will also see that your department approaches law enforcement in a proactive manner and strives to make ,our 'community safe through assertive traffic, nuisanco code, and narcotics enforcement.: In 2006, we certified:' all of our. officers, reserve affi~eers and administrative staff in Incident Command and Emergency Preparedness: as rtandated~'by the President of the United States. This level of certification is referred xo as; IS 100, 300, and 700 and is required for Federal and State emergency aid declarations and consideration for future equipment and training grants. Also in 2006, our Police Reserve Unit was awarded the prestigious President's Volunteer'Service Award by President George W. Busch for their outstanding volunteer service to our community. The award was presented to the unit by United States Congressman 1im Ramstad on December 12, 2006. We continued our award winning Corrur2aiuty :Policing efforts ~-006 by hosting and co- sponsoring aforum on teen alcohol aril drug use, entitled, "State of the Cities - a discussion on teen alcrrhol and :drag use": The event wRS co-sponsored by the Mound Westonka School District and was greeted by an over-flow crowd of parents, educators, and social workers. My commitment, as the Chief of Police of our fine city, is to continue to work diligently to provide the highest quality law enforcement services to the people that we, the men and women of the Mound Police-Department, proudly serve. Sincerely, ames~~ F ~ Kurtz Chief of Police 5" ~. • C~ -48- • I. Statistics CRIME SUMMARY [, i• PART 1 CRIMES Homicides Criminal Sexual Conduct Robbery Felony Assault Burglary Larceny Vehicle/Boat Thefts Arson TOTAL PART II CRIMES Child Abuse/Neglect Forgery/NSF Checks Criminal Damage to Property Weapons Narcotic Laws Liquor Laws DWI Simple Assault Domestic Assault Domestic (No Assault) Harassment Juvenile Status Offenses Public Peace Trespassing All Other Offense TOTAL PART II & PART IV Property Damage Accident Personal Injury Accidents Fatal Accidents Medicals Animal Complaints Mutual Aid Other General Investigations TOTAL Henn. County Child Protection TOTAL CASES OFFENSE CLEARED CLEARED CLEARED BY REPORTS UNFOUNDED EXCEPT ARRESTS ADULT JUVENILES 0 0 0 0 0 0 15 1 0 0 0 0 1 1 0 0 0 0 8 0 2 5 2 3 53 12 0 1 0 3 250 24 16 21 17 8 14 4 0 3 3 0 0 0 0 0 0 Q 341 44 18 37 28 18 24 6 4 10 5 5 14 2 3 6 7 0 126 10 12 9 4 7 10 0 1 3 3 0 36 0 2 34 31 10 115 0 0 112 100 40 72 0 0 72 72 0 38 6 24 5 5 0 38 0 1 37 33 4 74 0 0 0 0 0 42 2 18 1 1 0 27 2 2 22 0 25 46 7 2 32 20 12 8 1 2 3 3 0 47 2 1 34 33 6 718 38 72 380 317 109 102 23 0 485 311 99 8.441 9,461 33 10,553 82 90 417 345 127 -49- MOUND POLICE DEPARTMENT POLICE/CRIME ACTIVITY REPORT FIVE-YEAR COMPARISON 2002 2003 2004 2005 2006 Hazardous Citations 702 764 621 344 330 Non-Hazardous Citations 383 564 635 673 470 Hazardous Warnings 54 234 229 115 128 Non-Hazardous Warnings 256 308 821 711 794 Verbal Warnings 938 1,375 2,069 1,223 1,228 Parking Citations 248 257 210 388 462 DWI 65 107 122 101 72 Over .10 BAC 52 86 103 92 61 Property Damage Accidents 123 145 120 132 102 Personal Injury Accidents 19 19 15 16 23 Fatal Accidents 0 0 0 1 0 Adult Felony Arrests 60 58 42 61 73 Adult Misdemeanor Arrests 366 505 602 464 318 Juvenile Felony Arrests 18 20 27 22 26 Juvenile Misdemeanor Arrests 137 173 152 112 109 PARTIOFFENSES Reported 313 300 305 225 341 Cleared 102 108 97 100 99 Arrests Made 65 58 52 53 46 PART II OFFENSES Reported 674 997 969 771 718 Cleared 478 665 694 580 490 Arrests Made 449 614 657 516 426 Medicals 326 368 375 414 485 Animal Complaints 412 288 151 162 311 Ordinance Violations 368 313 305 724 1461 Other Public Contacts 5,110 4,651 5,266 6,425 8,441 TOTAL 10,624 11,532 13,139 13,176 • •i 15,953 • I -50- • i• I• Mutual Aid 2006 CITATIONS 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 TOTAL 234 234 ADULT 72 61 11 127 6 177 21 7 111 1 18 3 18 5 106 3 1 462 0 9 13 47 2 104 1,565 -51- 162 67 JUVENILES 0 0 3 0 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 10 99 MOUND POLICE DEPARTMENT • 2005 YEARLY WARNINGS WARNINGS ISSUED ADULT JUVENILES Insurance 146 7 Traffic 125 3 Equipment 107 4 Crosswalk 0 0 Animals 7 0 Trash/Derelict Autos 398 0 Seat Belt 0 0 Trespassing 0 0 Window Tint 0 0 Miscellaneous 122 3 TOTAL 905 17 WARRANT ARRESTS Felony 8 p • Misdemeanor/Gross Misdemeanor 45 1 II. Police operations Investigative Unit The Mound Police Investigative Unit is comprised of Lieutenant John McKinley and Detectives Dan Niccum, Jami Wittke, and Brent Rasmussen, who serves on the Drug Task Force. In 2006, the Unit once again had very active year investigating many serious crimes including; the death of a juvenile who overdosed on heroin in the basement of a Mound home, burglaries, amultiple-victim fraud case involving a local dentist, sexual assaults, adult and child protection incidents, and theft. Most of these incidents required search warrants, administrative subpoenas, witness interviews, and many hours of investigation. The Unit is responsible for the DARE program, School Resource Officer Program, Citizen Academy, the Emergency Response Unit, and Emergency Preparedness. -52- • Last year, our investigators also spent many hours preparing for and testifying in court on the Delmore homicide and Stein burglary incidents. Both of theses cases culminated in guilty verdicts and the suspects in both cases were sentenced to lengthy prison terms. Patrol Unit The Patrol Unit operates twenty-four hours each day, three-hundred and sixty-five days each yeaz. It is the "visible" component of the Mound Police Department and the most readily available to the public. The Unit is responsible for patrolling the city's streets, responding to calls for service, conducting preliminary criminal investigations, responding to emergencies, conducting traffic enforcement, and investigation car accidents. The Unit consists of eight patrol officers, a police K9 and is supervised by Sergeants Ken Back and Mike Sussman. In addition to supervising the patrol unit, Sergeants Beck and Sussman are responsible for defensive tactics, firing range, rna~g~g the police fleet, operating the state certified booking room, scheduling, and training. Community Service Officers The Mound Police Department has 1.5 Community Service Officers (CSO) who serve in a Para-professional capacity. Among their many duties the CSO's are responsible for • animal complaints, nuisance and pazking violations, maintaining our fleet and building, anal they help cover the front office and maintain our on-site kennel. In addition, they perform cross-walk duties at Grandview Middle School and coordinate our crime prevention activities. In 2006, the police along with Community Development Director, Sarah Smith and the building department amended the City's Abatement ordinance, which strengthened our ability to effectively resolve health and safety hazazds and derelict property matters. CSO Calls for service: Complaints received Warning issued Warning follow-ups Citations issued Animal Complaints Vehicle lockouts Other public contacts 1717 754 920 121 281 (66% increase from 2005) 23 2059 • -53- Reserve Officer Unit We are very proud of the men and women who voluntarily serve our community as police reserve officers for the Mound Police Department. This dedicated group of people donated almost 2000 hours to the community by providing; prisoner transports, emergency call-outs, traffic control at car accidents, special event security, and house checks. Last year, the Unit was awarded the prestigious President's Volunteer Service Award by President George W. Busch. The team is lead by Reserve Lieutenant Patrick Hart and Detective Dan Niccum who serves as the department's liaison. Officer Hours Patrick Hart 412.00 Jennifer Williams 359.30 Jeremiah Lee 298.25 Tim Hughes 211.00 Tamie Steele 191.00 Brian Clark 118.75 Lori Sande 107.75 TOTAL 1947.30 III. West Metro Drug Task Force The West Metro Drug Task Force is a collaborative drug enforcement effort involving the cities of Mound, Orono, Medina, West Hennepin Public Safety, and the Hennepin County Sheriff's Office. The City of Mound contributes one full-time officer to the Task Force. In 2006, the Task Force continued to be one of the most active Task Forces in the State seizing over $12,000,000.00 in illegal drugs. 2006 Task Force Statistics Drug seizure class/type (units) CANNABIS Quantity • • • -54- • i• BC Bud (Ounces) BC Bud (Plants) Marijuana (Ounces) Marijuana (Plants) DEPRESSANTS Klonopin (Tabs) Vicodin (Grams) HALLUCINOGENS MDMA (Ecstasy) (Hits) MDMA (Escstacy) (Tabs) Psilocybin (Grams) LSD (Hits) OPIATES Heroin (Grams) Opium (Grams) STIMULANTS Cocaine (Grams) Crack Cocaine (Grams) Crystal Meth (Grams) Methamphetamine (Grams) OTHER Oxycontin (Tabs) Schedule IV (Tabs) Total "street value" drugs seized Total cash seizures Total value of weapons seized Total value of vehicles seized Total value of other 78~.ss 6ss.00 164.s7 1,551.00 25.00 116.00 310 6,904.00 14.00 4.00 1.0 .30 1,932.10 163.70 663.70 .s0 88.00 43 8.00 $12,012,822.35 $207,707.00 $5,800.00 $93,s3s.00 $104,000.00 IV. Community Policing In 2006, the Mound Police Department continued its award winning Community Policing tradition by offering programs, enforcement strategies, and communications that allowed us to be proactive and involved in the community. -55- In 2006, the Mound Police Department continued its award winning Community Policing tradition by offering programs, enforcement strategies, and communications that allowed • us to be proactive and involved in the community. TRIAD The TRIAD Program is a crime prevention initiative offered to our senior citizens. The TRIAD group meets monthly at the Gillespie Center to discuss issues and interests specific to senior citizens. The group is facilitated by Chief Jim Kurtz Virtual Crime Prevention Block Club The Virtual Crime Prevention Block Club (VCPBC) is an innovative email notification system that is distributed to over 400 Mound residents and business owners. The VCPBC regularly updates citizens on police happenings, emergency situations, and important city information. Advisory Boards In 2006, the Mound Police Department participated in a number of community based advisory boards including; Downtown Business Council, Westonka Healthy Community Collaborative, Mound domestic abuse support group, Spirit of the Lakes Art Festival, Sojourner Project, Inc., Mound community athletics, and the annual Christmas tree lighting ceremony. • i Cross-walk Since 2004, the Mound Police Department, in cooperation. with Grandview Middle School has providing across-walk guard on Commerce Boulevard for children traveling to and from school. This service is one of the most popular services provided by the department. Police Chaplain The Mound Police Department and local pastors work collaboratively through the Lake Minnetonka area Police Chaplains group to provide care and service to persons involved in traumatic events such as deaths, serious injuries, and displaced persons. Pastors trained in grief counseling, carry pagers and respond directly to police and fire scenes to provide assistance. The mission of the Police Chaplain group is to "help our neighbors experience care, compassion, and love that will result in a healthier and better community". House checks In 2006, the Mound Police Reserve Unit conducted over 70 house checks for Mound residents who were on vacation, or who were away from their homes for an extended period. During house checks, Reserve Officers check doors and windows to be certain • -56- they are locked and secured. In addition, they make notes on the "House Check Report" • noting lights, cars, or unusual events. If a house is found to be unsecured the Reserve Officers notify a Patrol Officer who responds to the address and physically searches the interior and exterior of the house. The Officers then re-secure the house, contact the home owner or key holder, and note the event on the house history. Operation Clean-sweep During the summer of 2006, Community Service Officer Tim Hughes coordinated the City's "Operation Clean Sweep" Program. CSO Hughes conducted city-wide property inspections for nuisance violations including; junk vehicles, exterior storage problems, noxious weeds, and houses without street numbers. 2006 Clean Sweep statistics Complaints received 764 Warnings issued 282 Warning follow-ups 321 Citations issued 40 Other Public contacts 1,262 • V. Other Department news In 2006, Detective Dan Niccum was selected as the 2005 Mound Police Department "Police Officer of the Year". This annual awarded is given to one of the department's officers using a selection process involving employee annual review scores and peer rankings. Detective Niccum was also awarded the 2005 "Chief's Award" which is awarded by the Chief of Police to the police employee who best exemplifies the "Spirit" of the Police Department. Last year, the police department remodeled its commercial dog kennels, completed the on-board squad car computer program, and gave our marked patrol units a new look. The new blue-white color scheme provides a clean and professional image and at the same time incorporates some long-time law enforcement and city traditions. • -57- • •i • ~~~'L) ~r~x~.u~~l epc3~-t 20C)Ci -58- Mound Fire Department • 2006 Annual Report Overview and ~ghlights This summary provides a general overview of the Mound Fire department highlights, accomplishments, and key activities for the past year. The detailed information provided in this 2006 Annual Report supports the important issues emphasized in this overview. Please feel free to contact me if you have any questions or comments. Introduction and Overview The yeaz 2006 was a very busy, but successful year for the Mound Fire Department. The yeaz was a bit of a transitional yeaz for the fire department as we successfully recnuted and trained approximately ten new firefighters over the past 24 months, including three new firefighter/rookies in 2006. The addition of the new firefighter staff creates a situation where approximately 25% of our staff is relatively new. Our staff has worked very hard to train these new firefighters quickly and thoroughly. We have a superior staff of firefighters ready to respond as needed. In 2006 our calls for service for both fire and rescue call activity was up dramatically from the 2005 yeaz levels. Our fire department emergency call outs total in 2006 was 553 • vs. a 2005 total call outs of 409. As you will see within this report, the ongoing activities and the many significant accomplishmens of the Mound Fire Department for this past yeaz have been exceptional. We have made significant progress on our strategic plan and initiatives with respect to staffing and apparatus. This annual report will focus primarily on what I consider the key critical componenrts necessary to meet the ever changing needs of the fire service, including: organization, staff and resources, apparatus and equipment, facilities, strategic planning, challenges, and budgets (financial support}. These critical components are as follows: Oganzzation. Staff Information, Performance Measurement The Mound Fire Department continues to maintain the highest level of active volunteer (paid-on-call) firefighter membership of 40 as approved by the City of Mound. This high level of participation and membership level is a unique situation, and we continue to have a substantial waiting list of firefighter applicants (candidates}. Refer to our waiting list included in this report. As in recent yeazs, our organization, membership, staffing, dedication and training continue to be strong! • -59- The following points about organizational resources are supported by the documentation and graphs included in the pages that follow (please refer to the lists, graphs, and charts). • • Our fire officers are well trained and experienced with a combined total of 200+ years of service (refer to seniority list). • We added three new firefighter trainees to our staff in 2006, and also lost two firefighters due to poor job performance that did not meet. our standards. • Fire and Rescue calls for service were at a relatively high level than in 2006 and the activity level was demanding with a total of 11, 73 S personnel hours spent at fire and other emergency calls (refer to 2006 activity report summary page). • Our fire department yearly "response average" per member for 2005 is consistent with our recent past at a very high at 499/0. This means, on the average, each member responds to about one half of the emergency calls. • MFD firefighters worked a significant amount of hours on apparatus, equipment, and station maintenance in 2006 for a total of 1,365 hours. • Our fire department membership is better trained and more diversified than ever before. All of our members are 100% certified as Firefighfer I -First Responder. In 2006, our in house firefighter training total amounted to 2,386 hours. Our firefighters, through hard work and dedication continue to be our strongest and most important resource. A conservative estimate of volunteer work hours by volunteer firefighters in 2006 is 16,869 hours. Apparatus and Eauinment • Our fire department apparatus and equipment is another critical and necessary component. In 2006, we have made some major strides in improving our apparatus fleet at a low cost to the tax payers. The purchases made in 2006 will pay major dividends now and in the future. Some key items to highlight for 2005 are: • In 2006, we were able to find a real bargain Rescue Truck and purchase Rescue Truck (used and well equipped) from Eden Prairie Fire Department for $SS,000. This was a real bargain for Mound Fire Department as we had budgeted for a new rescue truck in our capital equipment replacement plan for 2006 or 2007. • In 2006, our firefighter maintenance team fabricated a new Grass Fire Truck by utilizing a Minnesota DNR excess property chassis to make a more versatile Grass Rig replacement truck. The existing grass fire response truck is unreliable, unsafe, and very one dimensional. The cost of fabricating this truck was $41,000, and it will be used for more purposes than the existing truck for many years. Our apparatus and equipment replacement plan continues to support our needs short term, but will. require increases in contribution to meet our future needs. The Fire Commission group has agreed that we should increase the Apparatus Replacement Fund by $10,000 annually to help better fund our needs. • 2 -60- The apparatus replacement program that we fund annually in our budget is critical and necessary to support our future fire apparatus purchases. I have included in this report a • spreadsheet that provides detail regarding the condition of our existing apparatus. Faciltt The year 2006 was a "normal operating" mode as far as the faculties are concerned. The Public Safety Facility is ideal for our daily administration, staff activities, apparatus housing, equipment storage, and emergency response operations. There are no significant facility issues at Mound Fire Department at this time Our neighbors in Minnetrista are still very interested in pursuing additional fire stations in their growing community. The Minnetrista fire station(s) project will definitely be a public safety necessity for Minnetrista in the very near future, especially as the city develops. The city officials have asked the Mound Fire department to staff and operate at least one fire station in their city. I have competed and prepared a complete study, report and made a recommendation to the Minnetrista City Council. Stay tuned and be prepared for more discussions and decisions on this project in 2007, and beyond. I have included several documents pertaining to the Minnetrista Fire Station project in this report. Finances and Budget • The Mound Fire department operating expenses for 2006 were slightly under budget. I did use funds from the Apparatus Replacement Fund to make two major truck purchases in 2006 (refer to apparatus section above). Refer to the budget summary page in this report for financial details. Federal and local grants continue to be important and significant contributions to our MFD budget. We will work toward gaining additional grant funding to save dollars for our customers. There were several key budget and expenses items that had a positive or negative impact on expense in 2006. They are as follows: • Mound Fire department applied for and received an Urban Area Security Initiative (UASI) Grant for three new Mobile Data Computers to be located in our fire apparatus. These computers will be installed in fire trucks in 2007, and will be provide a direct link to the Hennepin County Sheriff Radio Computer Aided Dispatch (CAD) system. The value of this grant is approximately $15,000. • The fire department apparatus is always a challenge to maintain in top working condition. These fire apparatus are quite expensive t repair and maintain. In 2006 we spent a substantial amount of dollars on apparatus repair and maintenance with a total of $ 26,427 vs. a budget of $17,800. • Significant progress has been made in 2005 and 2006 an the Western Area Fire Training Academy (WAFTA) site investigation and cleanup. In 2004 the WAFTA Executive Committee and I, as President were able to secure a Federal Grant in • the amount of $250,000. These federal funds have been used to investigate the cleanup of ground pollution at the WAFTA owned site. The site investigation is -61- completed. The WAFTA Executive Committee is seeking $6 Million in Federal Aide/Cxrants in 2007 to complete the site clean up and mitigation. • In 2006, I invoiced private parties for several Hazardous Material Response calls • that we responded to. The total amount of the invoices and actual receivables for 2006 was over $22,000. • The fire reserve fund balance at the beginning of 2006 was $137,198 with aua ending reserve balance of $85,144 at the end of 2006. • Just as a general informational update, a pie chart showing the contributions made by each city to the Mound Fire Department in 2006 is included as an attachment. Challenges for the Fug The following items are very important challenges for the future. I consider these as major challenges for the future of the paid-on-ca11(volunteer) fire service. These items must all be addressed as part of the MFD Strategic Plan. • Recruiting, training and retaining volunteer firefighters. • Budgets, cost corrtrols, and overall financial management • Funding apparatus replacement needs adequately to support existing ISO Ratings • Expansion of Mound Fire department operations to support additional fire stations • Maintaining our current "service area" city customer base i.e. the 5 cities we serve • Meeting atl the requests. for fire code and fire inspection services Strategic Plan and Initiatives • In March 2004, I presented a Strategic I'dan Initiative with a focus on four key areas including: Personnel, Budget and Financial Management, Equipment and Supplies, and Facilities. Many of the plan initiatives have been completed and/or are ongoing. Much progress has been made on these initiatives. Implementation of this strategic plan is essential to the successful fire operations of the Mound Fire Department in the future. The strategic plan has now been expanded to include the Minnetrista fire station project which will happen in the near future. Our strategic plan and initiatives has both short and long term goals. A copy of the plan as well as department accomplishments is included in this report. A summary of the Strategic Plan Initiatives is included in this report. One very significant accomplishment in 2006 was the successful evaluation, revision, and implementation of a new Fire Services Contract and Formula. This new fire contract is a benefit to all parties (cities) involved. Summary The year 2006 was a very successful one as we extended our fire service contracts from 2207 through 2009, and beyond with our neighboring city partners. Our personnel, apparatus, and equipment have continued to be maintained as our key strong elements. We have upgraded our facility and apparatus, and plan to improve our operation further by partnering with Minnetrista expansion in the future. • 4 -62- I believe the Minnetrista partnership will be beneficial financially to all of our fire service partners as well. We are positioned, ready, willing, and able to expand if need be. We thank our city elected officials, the city manager, city staff, and citizens for their continued cooperation and overall support of the Mound Fire Departmern. Respectfully submitted, Gregory S. Pederson Mound Fire Chief 42/28/07 i• • -63- • Organization, Staff Information, and Performance Measurement ~~~~ ~. S+.~z^aa~ra...~ • F `~~ r 3~. •i MFD Annual Report 2006 -64- t_ MOUND FIRE DEPARTMENT • Seniority List START NAME DATE EQUIP. # Chief 1 1 GREG PEDERSON 2/3/1975 18 Chief 2 2 JEFF ANDERSEN 9/22/1980 31 Dist. Chief 3 RICK WILLIAMS 11/7/1983 22 Dist. Chief 4 GREG PALM 2/6/1984- 15 . 5 RON STALLMAN 1/5/1987 21 6 KEVIN GRADY 6/6/1988 10 7 PAUL HENRY 5/1/1989 38 Captain 12 8 TIM PALM 5/1/1989 17 Captain 11 9 KEVIN SIPPRELL 3!5/1990 20 10 DAN GRADY 12/3/1990 9 11 EDDIE VANECEK 11/4/1991 34 12 DENNIS WOYTCKE 3/2/1992 24 13 PAUL BABB 9/13/1993 28 14 CHRIS POUNDER 9/13/1993 36 15 BOB CRAWFORD 3/21/1994 6 16 JASON MAAS 5/2/1994. 32 Lieut. 12 17 JOHN CARSON 3/6/1995 5 • Lieut. 15 18 RICH ROGERS 10/16/1995 19 19 ROGER KRYCK 12/4/1995 27 20 BRUCE GUSTAFSON 2/5/1996 11 Captain 15 21 MATT HENTGES 5/6/1996 14 Lieut. 11 22 MATT JAKUBIK 11/17/1997 37 23 PAT HANLEY 5/4/1998 12 Fire Inspector 24 TONY MYERS 5/4/1998 33 25 DARREN POIKONEN 12/19/1998 30 Lieut. 14 26 KEVIN FLAIL 4/19/1999 7 27 BRIAN BERENT 4/24/2000 1 28 ROD STEVENS 10/14/2000 8 29 STEVEN HENKELS 9/10/2001 2 3o JIM CASEY ~ 1 /4/2002 4 31 MIKE MCCARVILLE 1/6/2003 35 32 JOSH CLEMONS 5/1012004 23 33 MIKE FOLEY 5/10/2004 1s 34 PAUL JOLICOEUR 5/10/2004 39 35 MARK LEE 5/10/2004 40 36 JEROLD RICKE 5/10/2004 41 37 DERAK ANDING 7/26/2004 3 38 JASON RICE 7/26/2004 42 • 39 ANDY DRILLING 5/20/2006 25 40 BEN FOSTER 5/20/2006 29 41 BEN GOTTSCHALK 5/20/2006 2s Active List w seniority 020507.x1s -65- "7 Over 20 years 15 - 20 years 10 - 15 years 5 - 10 years Under 5 years • .E-+ ~ ~ ~ Q U J Q H N L Z ~ Q ~ ~ O -66- 0 Mound Fire Department 2415 Wilshire Blvd. Mound, Minnesota 55364 r~ • • Chain Of Command 2007 and Officer Rank Term ExQires Chief 1 Greg Pederson Not Applicable Chief 2 Jeff Andersen 12-31-07 District Chief 11 Rick Williams 12-31-08 District Chief 21 Greg Palm 12-31-08 Captain 11 Kevin Sipprell 12-31-07 Captain 12 Tim Palm 12-31-08 Captain 14 Open Position 12-31-08 Captain 15 Matt Hentges 12-31-07 Lieutenant 11 Matt Jakubik 12-31-07 Lieutenant 12 John Larson 12-31-08 Lieutenant 14 Kevin Flaig 12-31-07 Lieutenant 15 Rich Rogers 12-31-08 Fire Inspector Tony Myers 12-31-08 Most Senior Firefighter Fire Marshall 1 Greg Pederson Not Applicable Fire Marshall 2 Tim Palm 12-31-07 Safety Officer 1/02/07 Fire Marshal or ns Designated by I.C. 9-s7- Mound Fire pepartment Firefighter Participation and Response Summary January -December 2006 ~ Firefighter Name ~ Job Class ~ Fire-Rescue Response ~ % Dept. Rank Andersen, Jeff Chief 2 451/530 85.09% 1 Berent, Brian Firefighter 381/530 71.88% 2 Pederson, Greg Chief 1 378/530 71.32% 3 Gustafson, Bruce Firefighter 375/530 70.75% 4 Foley, Mike Firefighter 350/530 66.03% 5 Rogers, Rich Firefighter 340/530 64.15% 6 McCarville, Mike Firefighter 313/530 59.05% 7 Jolicoeur, Paul Firefighter 312/530 58.86% 8t Palm, Greg Dist. Chief 21 312/530 58.86% 8t Palm, Tim Captain 12 298/530 56.22°!0 10 Rice, Jason Firefighter 281/530 53.01 % 11 Drilling, Andy Probationary 185!346 53.46% 12t Gottschalk, Ben Probationary 185/346 53.46% 12t Anding, Derak Firefighter 283/530 53.39% 14 Hentges, Matt Captain 15 280/530 52.83% 15 Flaig, Kevin Lieutenant 15 266/530 50.18% 16 Foster, Ben Probationary 172/346 49.71 % 17 Henkels, Steve Firefighter 259/530 48.86% 18 Kryck, Roger Firefighter 256/530 48.30% 19 Larson, John Lieutenant 12 255/530 48.11 % 20 Henry, Paul Firefighter 240/530 45.28% 21 t Williams, Rick Dist. Chief 11 244/530 46.03% 21t Lee, Mark Firefighter 238/530 44.90% 23 Vanecek, Ed Firefighter 234/530 44.15% 24 Sipprell, Kevin Captain 11 233/530 43.96% 25 Ricke, Jerry Firefighter 226/530 42.64% 26 Crawford, Bob Firefighter 225/530 42.45% 27 Clemons, Josh Firefighter 224/530 42.26% 28 Woytcke, Dennis Captain 14 223/530 42.07% 29 Grady, Dan Firefighter 218/530 41.13% 30 Myers, Tony Fire Inspector 215/530 40.56% 31 Casey, Jim Firefighter 204/530 38.49% 32 Pounder, Chris Firefighter 197/530 37.16% 33 Maas, Jason Firefighter 195/530 36.79% 34 Babb, Paul Firefighter 188/530 35.47% 35 Stevens, Rod Firefighter 182/530 34.33% 36 Poikonen, Darren Firefighter 180/530 33.96% 37 Grady, Kevin Firefighter 171/530 32.26% 38 Stallman, Ron Firefighter 167/530 31.50% 39 Hanley, Pat Firefighter 163/530 30.75% 40 Jakubik, Matt Lieut. 11/T.O. 129/530 24.33% 41 Average 48.38% 2/23/2007 Participation & Response Summary -Response Time • • • IG 68 C~ D V ~~ N ~ ~ d ~ ~ •~ C ~ d .~ LL .tr CQ L G LL d' O O N ~ U C tQ ~ "r .~ ~" ~ M O O N N O O N r O O N • sanoH ~ ~ -69- O O O O O O O O C v o0p~ ~ ~ N O o0p ~ d' N r e- ~ ~ `- • .1.+ .~ _ _~ •~ L L Q. •a+ as s ~ ,~ ~ ~- L L .~ LL C N ~ ~ ~ 2 sanoH )~-70- O O N t1') O O N d' O O N N Z O O N N O O N r O O N •i • 0 0 0 0 0 0 0 0 ~°n °o -°~ °o ~° o ~°n ~'') M N N r r C7 J C V L .~ r A i0 M 00 N N t0 GO O p y~ n O Q! 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O N ~ f~ ~ ~ O N ~ ~ a ~ O o ~ In N ~ M \, ~ ~ tO ~ ~ st ~ tn N ~ tn N ~ ln a ~ ( ~0 CO ~ f~ ~ IO ~ `~ 0 ~ tA t `O Ln ; e- ~ ~ Lp a - ~ M ~ ~ t a Ln ~ ~ a ~, ~ a ` ~ (+~ a ~ a ~ "• N ~ ~ ~ ~ O ~ M ~ ~ ~ p ~ r- C •- N C7 ~ e 0 ~ O I~ t() r, ~ ~- ~ m E Z C y :~ ~ .., m m N O 'a O ~ C •~ m Q; Y ~ 'O ~ C O „' ~ m N Y = N m om L O V p ~ W m ` m E E po i ~ O L = V Y N E O C y E m O ~ ,M C m C C Q ca m m m N W U E m U S ~ ._ L ~ - LL ~ ~ Il N O LL ~ .. o t6 L U L G + - N 3 ~ - C W = C m = m = C m 2 ~ Y /0 -i V O ~L~ Y L L l0 J J .x W ~ C N V ~ ~ a lC a m ~ Y '- O a 7 O s ~ C U •- ~ O ~ _ fn E - ~ m > m -- (~ N C l0 __ _ O 'S . m a x w ~ W C .~ E r U -a > m .Y c ~ c C ._ C m ~ .,... ~ ~ m o ~, m O ~ c ~ ~- c N y ~ s ~ ~ ~ m > ~ N ;~ m ~ ' D a L pp . => N p m c Q Y ~ m c m 0 m Y m ~ a ~ a ~ ~ m ~ o ca o ~ ~ ~ ~ ~ ~ m Y o F- C9 ~'" m L 'L co ~ m ~ .~ a' > ~ ° o '° W n c ~ m ` ~ a ~ C~ O U Y ~ ~ ~ Q m ~~ • n o ~ N N N ~~ • -72- ~~ N O O N r: N ~ d ~ •- Q Rj i W ~ 0 ~ L_ ~.~. ~ N C G cO Q- G d L 0 N ~" M O O N N O O N C7 .~ 3 . 73 ~ ~ 00 ~ 00 f~ CO ~ d: M N r f~ ~ ti ti ti ti ~ ti ti ti ti ~ sa~nui~y ~_J Apparatus and Equipment • MFD Annual Report 2006 ~~ 74- i• • MOUND FIRE DEPARTMENT Apparatus and Equipment Alias & Unit# Radio fD Description of Apparatus Special Equipment #16 Grass #11 #17 Ladder #11 #18 Engine #13 #19 Rescue #12 #22 Utility #11 1954 Dodge Grass Rig 4 x 4, FMC Bean pump 1981 Sutphen Aerial Ladder 100', Hale single stage pump 1984 Ford Pumper Waterous 2 stage pump 1987 Chevrolet Rescue 4 Wheel drive 1990 E-One Utility & Heavy Equipment Command vehicle 10 GPM* pump 200 gal. H2o tank 1500 GPM* pump 300 gal. H2o tank 100 ft Ladder 1250 GPM* pump 1000 gal. H2o tank Automatic External Defibrilator, Basic EMS Extrication Tools Cascade Air System 20 K1N Harrison generator,scene lighting system #24 Engine #12 1996 Freightliner Pumper 1250 GPM* pump Waterous single stage 750 gal. H2o tank pump w/ Class A foam 30 gal. foam tank #25 Tanker #11 # 26 Utility #12 1973 Mack Tanker Waterous single stage pump 1999 Ford F 250 Crew Rescue Cab 250 GPM* pump 2000 gal. H2o tank 2500 gal. drop tank First Aid Basic EMS # 27 Grass #12 1970 Gamma Goat Grass 15 GPM* pump Rig 6 x 6, Twin II single 300 gal. H2o tank pump Gpm =gallons per minute -75- ~~ • # 28 Boat #11 2001 19' Silver Wotf 300 GPM* floating Fire Rescue Boat w/ portable pump 150 H.P. Mercury side dive rescue door Outboard Boat #12 Zodiac Rescue boat 15 HP motor Life vests, floating stokes # 29 Engine #11 2003 Salisbury Pumper 1500 GPM* pump Hale single stage pump 765 gal. H2o tank w/ Class A foam 5 KW Honda EM- 5000S generator #30 Utility #13 2003 Pace American 8'x16' enclosed HazMat Trailer w/ spill response booms and equipment #32 Utility #14 1999 Chevrolet Blazer #33 Utility #15 1986 Chevrolet Grass Rig Gas and air monitoring Detection Equipment A,B,C protection suits No special equipment Under construction #34 Rescue #11 1998 Ford F-Super Duty Holmatro Extrication Tools, Generator Updated 4/20106 •i • Gpm =gallons per minute -76- ~o • 1Vlound Fire Department purchases a Rescue Truck April 2006 The Mound Fire Department recently purchased a 1998 Ford -Rescue and Emergency Response truck from the Eden Prairie Fire Department. This track is an incredible value and fits well with our Mound Fire Department Strategic Plan and budget This slightly used, but well equipped rescue truck is in near perfect condition with low miles (12,784 miles) and is an ideal fit for our situation. It combs equipped with high quality extraction tools and an on-board power generator as well. The costto purchase this truck, including some major add-ons that are already installed in the truck was $55,000. This price is an absolute bargain for Mound Fire Department. After 20 years of use, our existing 1987 Chevrolet rescue truck needed to be replaced in • either 2006 or 2007 at an estimated a cost of $125,000. In an effort to control costs and manage our budget fiugally, The Mound Fire Department purchased the well equipped (used) Eden Prairie truck for the bargain price of $55,000. The fire apparatus replacement fund balance as of 12/31/05 was $137,198. This fund and the current cash balance are more than adequate to purchase the Eden Prairie Rescue Truck. The apparatus replacement fund $$ is intended for this type of purchase. This rescue truck is a budget bargain for MFD, to say the least. The truck will serve our communities well for the next 12-15 years. Crreg Pederson Mound Fire Chief • ~q _~~_ U Z g W ~ ~i a W W ~ ~ o ~ o ~ z 0 o ~ z ~ ~ ~ o ~ ~ a a 0 v C (h ~ ~ M a O Np n Qc U ~ ~~~VV 8N f~ ~~„ ,a~ •i ~ ~ ~ '~ a ~ • ~ ~ ~ ~i ~ ~ _ ~ ~ ~ E ~ ~. ~ ~ ~ E Y ~ ~ ~ C ~ W ~ ~ Y ~ ~ ~, ~ a ~~. m Z ~ ~ ~ ~~. ~ W~ o~ Z$ Z~ Z~ t ~p a m ~ 7 ~ ~ o m ~ ~, o ~ ~ ~ ~ $ '. Z 1~ N N N ~ e- fh ~ 'cF ~ If! O ~ 1~ p to ~ is ~ is to ~ p ~ iVVJ~~~ ~ c~j erg y ~ ~ ~ r ~ ~ ~ d m N N ~ ~ O ~ N r v 8 ~ ~ ~ ~ ~ -5~ ~ a LL ~ ~ ~ ~ ii ~ a ~ z z a ~ > >~ .. w ~ ~ ~ ~ ~ ~ m w ~ ~ ~ lL ~ ~ O IL ~ ~ ' ~ ~ Z 41 C ~ S. n, ~ m ~ ~- °p ~ ~ ~ ~- ~ ~ ~ ~ ~ ~ ~. ~ ~ ~ S J -° ~ ~ N ~ C7 ~ 2 C9 ~ m M ~i '8i U ~ t r T ~ Q L a ~. ~ ~. p ~ ~ ~ 3 ~ ~ ~ ~ ~ ~ ~ m m m ~ ~ Q' ~ N V ~ j ~j p~ O ~ ~ W ~ ~ ~ ~ O ~ ~ ~ ~ ~ W ~ C ty~Q' ,~ ~ O ~ v ~i E ,2~ ~ ~ U ,~ t ~ V w a ~ ~ ~ ~ ~ ~ ~ U w W ' ~ W ~ ~ O tL rn n ~ w r fn r ~ ~ •- ~ N ~ _ r ~t ~ n ~ O N N ~ N N N (V r r r ~ -78- • Mound Fire Department Apparatus Replacement Fund Balance Fund Balance as of 12/31/05: $ 137,198 2006 Apparatus Fund Contribution 42 000 2006 Year End Balance (projected) $179,198 2006 A.puaratus Egpendi~t~ures • Purchase used Rescue Truck from EPFD: $56,665.10 Fabricate/Build Mini-Pumper Grass Rig (2006 costs): 34 010.63 Total Truck Replacement Fund Expenditures 2006: $90,675.73 Remaining Truck Fund Balance 12/31/06: $ 88,522.27 GSP 03/13/06 updated 02/27/07 ~` 79 • Facilities •i • MFD Annual Report 2006 -80- ~^ Minnetrista Fire Station #1 Project Development Phases anal Schedule Phase I -Planning and Development (2004} • Develop an acceptable operations contract agreement • Establish Minnetrista Fire Station space needs • Formulate a Capital Equipment Plan (apparatus) • Create a basic staffing plan • Complete short and long term financial plain and budget Phase II -Foundation Base Establishment (2007/8} • Finalize and sign a contract agreement • Determine fire station location and acquire property • Design and Build fire station facility • Order necessary apparatus and equipment • Initiate recruiting and staffing plan Phase III -Beginning Transition to Operations (2009) • • Allocate and place fire apparatus • Install necessary fue operations support equipment • Establish fire and emergency response protocol • Assign firefighters, fire officers, and staff to station Phase IV -Controlled Part Time Operations (2009) • Begin limited part-time fire and emergency responses • Initiate staffing plan that launches transition to full time operations • Increase apparatus and equipment capabilities as appropriate • Determine response sequencing and response area (for fire stations) Phase V -Fully Operational Station (2010) • Insure that all resources are in place (staff, apparatus, equipment} • Coordinate and refine fire station activities with other stations • Review and modify response protocol as appropriate Phase VI -Evaluation of Operation Effectiveness (2011) • Evaluate response times and customer service quality • Review the cost vs. benefit of operations • Consider the overall effectiveness of the operation • Recommend and make changes as necessary to improve the operation • 7/1/04 (revised and updated 073106) -81- LS Mound Fire District Concept October 2005 Proposed Staffing Plan Assumptions: this staffing plan considers, and is based upon the Mound Fire Department operating another fire station in the City of Minnetrista in the near future. Notes: 1. No staff increases are anticipated in either full time or part time staff (volunteer) beyond the existing positions if there is only one Mound fire station in operation. 2. Staff numbers and positions will likely be increased if (when) the Minnetrista Fire Station project moves forward. Staff or Description Fire Chief -full time Administrative Assistant -foil time Firefighter staff assigned Mound Minnetrista Station #1 Station #2 1 0 1 0 Full Time Staff - 2 28-30 16-15 Total firefighter staff with one fire station - 40 Total firefighter staff with two fire stations - 45 Other Fire and Rescue apparatus as is now 1 Pumper 1 Tanker 1 Rescue EMS 1 Grass Rig Facility size 22,.000 sq. ft. 6040 sq. ft. •i •I _82_ ~--r • Minnetrista Fire Station Space Needs Estimate -Station #1 Description Administrative Office Radio Dispatch Firefighter Lounge Restroom -Mens Restroom -Womens IT Equipment Room ElectricaUMechanical Training Room KitcheNBreak Room Conference/N Room Total aratus Bay 3240 ipment Storage 140 A -Air Maintenance 140 General Storage 240 Unisex Restroom Decon 160 Fire Hose Drying Area 120 Mechanical Room 100 Total 4,140 Administrative, Offices, Training Area Apparatus Bay, Maintenance, Storage Area Total 6,040 square feet Q $225.00 per square foot = up~ted 6/16!2006 • Administrative. Offices. Training Area So. Feet 200 120 24Q 120 120 140 160 400 200 200 Comments Office for fire officer and administrative person Dispatch room 8~ report writing Gathering area to accommodate 12 firefighters Mens restroom -handicapped accessabie Womens restroom -handicapped accessable Technology room -phone, computer, etc. Mechanical room Firefighter training room to accommodate 20 firefighters Kitchen & Break area to accommodate 8-10 firefighters Conference - TV room to accommodate 8-10 firefighters 1,900 Apparatus Bav Maintenance. Storage Area Summary -Area and Costs 1,900 sq. ft. 4.140 sq. ft. 6,040 sq. ft. Four stall apparatus and maintenance bay Fire hose ~ equipment storage Breathing air fiA 8 maintenance General storage & tool maintenance area Restroom -Mens 8~ Womens w/Decon Shower Room/Area w/racks for hose drying Air compressor(s), mechanical $ 1,359,000.00 -83-^ r..- V ~O a 0 .~ J../ .,Ly .,~ L L~ .~, O '~ 4~ d~ O .~ U .~ W V a~ ~MMv F+~~1 Q w O N O F+~ ~3 ~ N ° a~ o O o v~ ~ ~ ~ f ~ ~ e t r -+ U ~ sg a~ 3 a 0 a~ ~, U CC3 .~ ~° "C~ a~ O c~ .~ a~ A 0 0 N O b ~ ~ ~ ~ .~ ~ .~ r-+ O U a . r., H .o • N +: O U ~~ c ~a ~ Q ~• ~ U ~ a C = ~ o~ ~ T ~ ~ ~ o ~ ~ ~O ~ ~ 0 ~ ~ O d' ~1 ar bA r- \° 0 M .~ M n d' 6i4 00 00 M b1S 0 0 N d' M o~ c+i M N 6f3 ~ . ~ ~ ~ ~ U ~ -84- `.~. 0 ~ • 0 Finances and Budget • • MFD Annual Report 2006 °/ 2'; 85- ~~ c o° a ~ a. ao m ~ g ~ Z W a LL Z z c °O W ~ O O N ~ 0 ~ o 0 c ci ~j °a m °o N ~ I O O G ~ ~ M o ~' N ~ • •i m E L'~ ~ ~~~ o ' LL ~ o~i d ~ ~ ~ ~ ~ a ' d: °M° °o o °d o u ~ ~ e m 0 .,. 0 0' ~ ~ ~ ~ ~ ~ ~. ti} d3 fR V} d9~ d4 H . W ~ ~ °o °o °o o a°O °O m c~ w a , ~- ~ m m O O S M1 o' , O a -~ f= o ~ ~ `O ~ v k N N ,. ~ fl3 d9~ iH d?= ~ W a O d O O O O Q O ~ ~p ~ O O O 0 C O O O ~? O m m 0 0 ~ O O ' ~ 0 ~ , ' ~ N C? V N ti. r O C ~ ~ ."~ C Y ~ C c ~ O ~ ~ 2 v ~~ O c ~a • ~ ~ :~ as ~ co , a c ~. ~ i 'S a ~ m ~' o o v m~ ~~ ~ ~ °„ ~£ ~~ °o °u o ,ti m °o ~'!~ ~ N m N et' Y? iA 113 oe o o~ ~ o~ ti V °LV „ ~s rn !f} to ~}. p rp O' O O A tND t~~~, r N Vii'! Q1 !f} fA 69 r.. ,. , ~`' C C ~_ up ~ ~ C H Q ; ~~_ -86- r~ 0 0 0 • to Q. W 0 L C 0 ~J ~_ V .~ O '~ ~L V .~+ 7 m 0 Q N N M t~ L V «s ca c 0 a~ c c L fl. c~ ~L C C ^ C O • a_R-s7 M N Mound Fire Department Fare Department Grant Summary Year Description of tram items mount 2003 Life Safety Trailer for HazMat - $ 39,850 fully equipped with decontamination and detection equipmern. 2003 2004 800 MHz Radios -mobiles and portables $ 30,800 Federal funds to investigate for cleanup of the Western Area Fire Training site 2004 Firefighter Safety -Fill station, Thermal Imaging Camera, Gas Detector 2005 Self Contained Breathing Apparatus (air tanks and masks for firefighters) 2006 Mobile Data Computers (MDC) for installation in fire apparatus - 3 each $ 242,500 (T) $ 24,250 (M) $ 23,185 $ 15,750 $ 15,000 Total $138,835 Pending -not fgnded 2006 Self Contained Breathing Apparatus $ 126,310* (for daily use, rescue, and general response) Working On Source UASUDEM HC Emergency. Preparedness Metropolitan Radio Board U. S. Economic Development Administration FEMA Firefighter Grant program UASUDEM HC Emergency Preparedness UASU Homeland Security Homeland Security Assistance to FF Grant program 2006/07 Federal Funding to clean up Western $ S - 6 million* U.S. Economic Area Fire Training Academy site Development Ground contamination issues Administration * NOTE: indicates some matching funds required, either 5% or 10'/0 Cl C7 • 88 • C • G 0 d LL 'C7 C 7 • O U K S .~ W a 8 8 8 8 8 8 8 8 $ 88 885 8 ~ ~ ~ ~ ~ ~ ~ ~ ~ ~~ ~~~ ~ a~ r r b M M H Vi (H ,, 88 $8 8 8 8 $ $ 8$ 888 8 y ~ l 7~ ti p l' 7~ V '~ p ~1 7Q~~ N r Y 1 M H Y 4 h M M1 a $$ ~$ ~ $5 ~ 8 8° e` ~b, g ~i, o . Cf O N/ ~ ~ Nf~ ~ O N~ p p 8 l7Q~ fh N Q r s N ~ Mr Md l H M "' S O O O S 8 S O p p 5 0 5 0 O ~ ~ ~1 gg ® ~ ~ ~ ~ ~d ~~~ ~ ~ rG ~ D - t0 r 0l O r Wf r p N rN hNN1 A OI a dl tl l~ l l J M hl l 4 ? 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"~ ~ m o ~ ~ ~ ~ U a ~p ~-00~C7r'rd'tnrOtA~t71`I.f3000ch ~ Oi~-aCJdOONM(hMtA+rrOONr('OM r r r r r ~- r r ~- r N N M M M '~t ~!' d' 32 90-, .Q m .i m c c 0 m a E°- v~ a~ O O r r O ti '~' O r O (~ N (O r N 0 m rn a~ N+ M C M to m tp P• 0 .a? 0 L (p ~ 0 'Cpp N m ~ ii ~ • •i C, ;: • • i " ~ ~ rrt .. rw:,, .L, ~.:~ ;.... ~~ ~~,,~ ~ ~r~ '` Fi '.~?t :'... ~:. ~ 3 ~ Y'. Strategic Flan Initiatives MFD Annual Report 2006 -91- 3:~i Mound Fire Department February 2007 Goals and Strategic Plan 1'nitiatives (for Fire Chief Greg Pederson) I. Personnel t People a. increase firefighter staff to 40 members b. Complete comprehensive and diversified training of ftrefighters c. Implementation of "Duty Officers" d. Research feasibility of "Duty Crew" e. Maintain volunteer firefighter commitment f. Reorganize department officers structure 11. Budget and Financial Management a. Develop a long term financial plan for existing station #1 b. Complete a cost analysis ~ budget for Minnetrista fire station c. Develop a operations/ftnanaal plan for a two ftre station operation d. Evaluate existing Fire Contract Formula and change as needed e. Restructure and implement New Fire Contract formula for all f. Pursue other funding options i.e. grant money g. Establish hourly rates for firefighter staff and apparatus 111. Equipment and Supplies a. Rethink, plan and budget apparatus replacement program b. Implement apparatus replacement plan cost saving initiatives 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 c. Work on final closeout of Mound P.S. Facility project V. Fire Prevention and Inspection a. Implement comprehensive fire inspection program b. Focus on Fire Code Services and Enforcement Strategic Plan Initiative -Fire Commission updated 02!28107 _92_ Status Completed in 2004!05 -ongoing Completed in 2005 -ongoing Implemented part time 2005 Incomplete but in the budget 2007 Completed, but ongoing Completed in 2004105 Completed for Station #1 in 2005 Completed proposa12006 Completed for Station #1 ~ 2 in 2006 Completed in 2006 Completed in 2006 Ongoing work in prognass (grant list} • Completed in 2006 Revised plan in 2006 - WIP Implemented in 2006 with ~~ savings Ongoing implemented in 2005 -delegated some responsibilties Ongoing Project PIaMBudget complete 2006 Project complete -slightly under budget -closeout pending Started in 2005, continues and ongoing Ongoing suucessful project • Mound Fire Department February 2007 Goals Initiatives, and Priorities • Never changing, ongoing and cantinuous: 1. Provide a high level of service, quality, value, and continuous improvement 2. Focus on very well thought out strategic goals and initiatives 3 . Create short term and long term business plans and then work the plan 4. Budget and spend wisely resulting in cost effective and efficient operations 5. Maintain or expand existing customer base 6. Have insight, vision and contingency plans for the future Short Term Goals, Initiatives, and Priorities: l . Initiate, schedule, and then prepare for Insurance Services Office PPC audit 2007 2. Focus on the specific public safety needs of all Maund Fire service area. cities; primazily focus on improving 1Vlnnetrista fire response in 2007 by purchasing a Tanker/Pumper truck. 3. Proceed with a "Lease Purchase" Plan to replace all Self Contained Breathing Apparatus (SCBA) for firefighter safety purposes. 4. Achieve consistency in policies, codes, and fees for all service cities (i.e. adoption of Minnesota State Fire Code, Medical Auto Starts, etc.). 5. Initiate a Mound Fire Relief Association "Pension Plan Study" for the purpose of evaluating the existing Pension Plan, then recommend changes to the plan if and as necessary. 6. Somehow capitalize on the abundant MFD firefighter application waiting list by adding more firefighters (trainees) to the staff for future department benefits. Long Term Goals and Priorities: 1. Maintain our existing fire service customer base 2. Expand the Mound Fire department customer base by adding and operating strategically placed fire stations in Minnetrista. 3. Improve overall public safety quality of service in all areas including, EMS, fire suppression, fire prevention, and fire inspection by adding staffwhere needed. 4. Reach agreements on longer term fire service contracts for fire service partners. • GSP 02/28/07 ~~93 MOUND FIRE DEPARTMENT • ISD Public Protection Classi•;~CCauon Ratings Fire Coverane Area With Hydrants Without livdrants Mound 4 N/A Minnetonka Beach 7 N/A Shorewood b 9 Spring Park 6 6 Minnetrista 8 9 PPC rating effective date September 1, 1996 NOTES• 1. Residential property insurance rates only improve up to an I. S.O. Rating of 7; anything above a rating of 7 generally does change/reduce insurance premiums for residential properties. 2. The city and residents that has the most to gain from an ISO Public Protection Qassification audit is Minnetrista. 3. The most recent Insurance Services Office (ISO) Public Protection Classification audit for the Mound Fire Dept. and our service area cities was performed in 1996. 4. Our next planned ISO Public Protection Classification audit is planned for fa112006 or spring 2007. This depends upon ISO scheduling. The Mound Fire Chief has contacted ISO about this audit. 5. ISO audits are typically done approximately every 10 years. •i • ~~ 94- • Mound Fire Department • • Relief Association Pension Study Overview-DRAFT Background: The Mound Fire Department Relief Association and its Pension Plan has historically been well funded and very successful. The early conception date of this pension fund, the substantial financial contributions, and well managed investments have all contributed to the success of the plan. All of these factors have contributed to making the Mound Fire Relief Pension Plan one of the better funded fire department pension plans in the State. I believe this successful pension plan and its financial benefits are a major contributing factor to the Mound Fire department recruiting and retention success. Proposal: As the Fire Chief and an Ex-officio member of the Mound Fire Relief Board of Directors, I believe it would be in the best interest of all parties involved to do (fund) a study of the current pension plan, the future funding costs, and the possibility of changing the plan and its benefits. The current and pension benefit retirees, active firefighters, and the cities funding the plan should all be interested parties in this study. I also believe that many of the current relief association members; both active and retirees are apposed to changing the pension plan. The current plan beneficiaries may not be in favor of this proposal to even perform a study. Current Pension Plan strengths: • Has always been well funded • Funds have been well managed and investments have been successful. • Has been consistent, is well understood, and in place since inception • Provides increasing (raises in benefits) and ongoing financial benefits to all retired benefit recipients. • Firefighters and retires are familiar with the plan and have accepted the plan as is. Current Pension Plan issues: • • The MFD current monthly benefit plan vs. a lump sum benefit plan is rare among Minnesota Fire Relief Associations (only 1-2% in Minnesota use the monthly payment benefit plan today). The firefighters can only be vested after 20 consecutive years of service, nothing less than 20 years. This is also quite uncommon in pension plans today. The firefighters that serve the department more than 20 years do not receive equitable pension benefits for time worked beyond 20 years. This is a disincentive for firefighters to stay beyond 20 years. -95- • All of current retirees drawing a pension continue to get the same pension increases. This seems inequitable for the current firefighters that have made a • much higher time commitment. • I have concerns about the pension funds balance and its financial ability or wherewithal to support the existing plan and benefit format in the future. Goals of the Study: • Continue to improve the MFD Relief Association Pension Plan and all of the benefits provided to all its members. • Insure fair and equitable benefits are provided now and in the future for both the current retirees and active firefighters. • Consider retirement benefit options that make the pension plan more appropriate for today's environment and based upon firefighter years of service issues. • Evaluate and compare the existing pension plan to other plans or several other available options, to see if changes need to be made. • Update the pension plan only if it is determined to be beneficial to all parties involved and as appropriate for now and the future. GSP 112906 • DRAFT r~ -96- L J Mound Fire Department NEWS Mound Fire department Renews Fire Contracts! Effective on January 1, 2007 the City of Mound, the Mound Fire Department, and fow neighboring cities agreed to a new three year fire service contract which is effective 2007 through 2009. This is Great News as the Mound Fire Department and its firefighters will continue to provide high quality emergency response and protection services to the cities of: Mound, Minnetrista, Spring Park, Minnetonka Beach, and Shorewood. Did you know this? • The Mound Fire Department provides fire suppression, fire prevention and public education, emergency medical response, hazardous materials mitigation, ice and water rescue, and many other services to (5) FIVE different cities. • The Mound Fire Department fire service coverage area is approximately 24 square • miles and includes a population base of about 1G,500 residents. • The Mound Fire Department budget and operation is funded by X11 five cities, which results in lower taxes for all cities and residents. The lower tax bwden is primarily due to the "cost of operation sharing" which means all cities share in the cost of the fire department operation. • The cost sharing among the five cities allows the Mound Fire Department to be better staffed and better equipped to handle more situations, more calls for service, and all types of major emergencies. • The fire department cast of operation sharing is a HUGE benefit to all parties involved including: the City of Mound, the Mound Fire Department, and the other four service area cities. One important benefit is that it makes the Mound Fire Department better funded resulting in more firefighter staff, newer and superior fire apparatus and equipment, and better, facilities. The end result: a better fire department! C7 -97- ~:.. , • February 2, 200? Congressman Jim Ramstad 1809 Plymouth Road South #300 Minnetonka, MN 55305 Re: Western Area Fire Training Academy (WAFTA) Site Deaz Congressman Ramstad: I am writing this letter to inform you that the WAFTA firefighters group has recently completed the environmental study of the WAFTA site. The environmental study was completed utilizing the funds that you and Congressman Kline had helped secure for WAFTA. We aze very appreciative of your assistance in that regazd and aze now looking forwazd to completing the clean-up phase of the site. The WAFTA site is currently enrolled in the Voluntary Clean-up Program ("VIC") with the Minnesota Pollution Control Agency ("MPCA"). WAFTA has prepared a preliminary Response • Action Plan ("RAP") and submitted it to the MPCA for their review and comment. WAFTA anticipates that this RAP will be approved with very few, if any, modifications by the MPCA. Upon receiving that approval, WAFTA would like to commence with the final aspect of this project which involves implementing the RAP and remediation at the site. The preliminary estimates indicate that to remediate the formerly used defense site to the clean- up standazds as set forth in the RAP will cost WAFTA in excess of Six Million Dollars. As you aze awaze, the WAFTA membership cities do not have the money to perform this remediation. The purpose of this letter is to once again request your assistance in obtaining federal funding to clean up the WAFTA site. I am attaching previous correspondence regarding the site with this letter for your review and information. WAFTA sincerely appreciates your efforts in helping secure funding to finish the remediation of this site and Looks forwazd to working with you to help secure that end. Should you need any additional information please do not hesitate to contact me at your eazliest convenience. Very truly yours, By: Gregory S. Pederson WAFTA President) Mound Fire Chief _gg_ Mound Fire Department Firefighter Application -Waiting List • Application Residence Name Date Location Status Charles Christensen Jr. 4/26/1999 8/12/2001 Hold -Interested Kath Weist 5/24/2001 Orono Hold -Interested Daniel Peters 6/25/2001 Hold - No Re I 2/04 Jameson Grad 10/1 /2002 Hold -Interested Chris Geisen 4/12/2002 9/23/2002 Hold - No Re I 2/04 Sha ne Bosma 6/30/2003 Hold - No Re I 2/04 Robert Bradle 10/2/2003 S rin Park Hold -Interested 2-10-04 Kevin Kautzer 11/8/2005 Mound Active -Interested Kenneth Bencker 1 /18/2006 Mound Active -Interested Tro Bakker 1 /30/2006 Mound Active -Interested Karl Ricker 2/27/2006 Mound Active -Interested Matthew Erickson 3/8/2006 Mound Active -Interested Rachael Graham 3/23/2006 S rin Park Active -Interested Jerem Nordstrom 3/30/2006 Mound Active -Interested B an Gorman 4/18/2006 Mound Active -Interested Jerem S ader 5/17/2006 Mound Active -Interested Wade Kahout 7/7/2006 Mound Active -Interested Michael Ferrell 8/29/2006 S rin Park Active -Interested Rob Just 9/11/2006 Mound Active -Interested Matthew Kvam 10/26/2006 Mound Active -Interested Jonathan Larson 1/15/2006 S rin Park Active -Interested Isaac Reule 2/27/2007 Mound Active -Interested 2J27~2o0~ -99- • ~~ Year End Summary •i • MFD Annual Report 2006 100- ~~ y- ~~~~;<<,t.__.__ r • Mound Fire Department 2006 Activity Report GRAND TOTAL OF ALL FIRE/RESCUE CALLS IN 2006 530 INCLUDING MUTUAL AID GRAND TOTAL OF FIRE/RESCUE PERSONNEL HOURS IN 2006 11,735.50 INCLUDING MUTUAL AID TOTAL OF ALL FIRE/RESCUE CALLS IN 2006 513 EXCLUDING MUTUAL AID TOTAL OF FIRE/RESCUE PERSONNEL HOURS IN 2006 10,811.50 EXCLUDING MUTUAL AID i• Activity Report Summary FIRE/RESCUE PERSONNEL HOURS IN 2006 11,735.50 INCLUDING MUTUAL AID MAINTENANCE HOURS IN 2006 1,365.50 TRAINING HOURS IN 2006 2,386.50 MEETING HOURS IN 2006 1,382 TOTAL VOLUNTEER HOURS FOR 2006 16,869.50 i• ~j 01 • 0 O o 0 0 0 o O N ~OCC to d' O Cfl~Ni~~t N~r=~M ~ ~ ~ C r ~ ~ r O ~ O N Q. 0 O ~~~ o o O i ~ N cp ~ ~ cD N O O LL 2 ~ U O 0~~~~ ~. t;n~-r~~ d0 L V (~ v>a c ~ ~ ~ ~ ° ~ c~ cc~ ~ CC~ ~ G G ~ L O I~ N N ~ ~ LLB O ~ m N ~ ~ US Q Q r.. ~ ~ 0 N ~ ~ ~ - r + C~ CC~ ~, C G N • 1~ u c,C O O N Q .+ 7 02_ i• ~ ~ c ~ ..• L ~ L 3 c~ Y O\ \° \° o o \ d ~tn N~~ 0.. 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Upon arriving Mound Fire personnel found the patient in labor with a full term pregnancy and lying on the driveway. The patient and father were in the process of leaving for the hospital when her contractions became too frequent and intense to continue. • As birth of the child was imminent the fire rescue crew chose the only availably course of action, which was to deliver the child there in the driveway. The Mound Fire department personnel were able to safely deliver a healthy baby boy, along with assistance from a retired county sheriff who was on scene as well. The baby delivery occurred on the driveway, prior to the arrival of an ambulance. Upon amval of Ridgeview ambulance, a Mound firefighterlEMT road with the ambulance and assisted the paramedics in route to Methodist hospital. At the hospital, both mom and baby were reported to be doing just fine. -111-