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2008-04-01 Annual Reports WorkshopPLEASE TURN OFF ALL CELL PHONES & PAGERS IN COUNCIL CHAMBERS. le 1. CALL MEETING TO ORDER 2 I• AGENDA DEPARTMENT HEAD ANNUAL REPORTS A. LIQUOR STORE - MANAGER JOHN COLOTTI -B. - POLICE DEPARTMENT - POLICE CHIEF JIM KURTZ C. FIRE DEPARTMENT - FIRE CHIEF GREG PEDERSON D. CITY CLERK'S DEPARTMENT - CITY CLERK BONNIE RITTER E. FINANCE DEPARTMENT - FINANCE DIRECTOR CATHERINE PAUSCHE F. COMMUNITY DEVELOPMENT - CD DIRECTOR SARAH SMITH G. PUBLIC WORKS - PUBLIC WORKS DIRECTOR CARLTON MOORE 1. STREETS AND UTILITIES - CARLTON MOORE 2. PARKS AND DOCKS - PARKS SUPT JIM FACKLER 3. ADJOURN • Page 1 2 -4 5 -14 15 -71 72 -75 76 -81 .. 87 -101 • 5341 MAYWOOD ROAD CITY OF MOUND MOUND, MN 55364 -1687 • • MEMO DATE: February 19, 2008 TO: Mayor Hanus City Council Members FROM: Kandis Hanson/ City Man RE: Annual Reports PH: (952) 472 -0600 FAX: (952) 472-0620 WEB: www.cityofmound.com Historically, Annual Reports by Department Heads and Supervisors are presented this time of year. April 1 is recommended for Mayor and Council to receive the reports this year. These reports are the precursor to the kick -off of the 2008 Budget. They not only depict the statistics and successes from the year past, but they are intended the provoke discussion that will benefit Department Heads and Supervisors as they do their capital planning and assemble data for their upcoming budgets. Along with the data, Department Heads and Supervisors will be presenting the problems, challenges and needs with the expectation of receiving your input as to priorities. Fifteen minutes will be allotted for each. This process ensures a budget that reflects the wishes of the City Council and a smooth budget process. Recommendation: Special meeting for the purpose of receiving and discussing the Department Annual Reports — 6:30 p.m., April 1. Thank you for your consideration. printed on recycled paper - 1 - 2008 Annual Re p Ort 4/l/2008 • -2- Commerce Mound, Mn (952)472-0-64S I* • From: John Colotti, Manager, Harbor Wine & Spirits Re: 2007 Annual Report 4;: 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-comptete selection of Wine, Spirits and beer in the Westonka region. Harbor Wine & Spirits is managed by John Colotti, who possesses over twenty years of experience in the wine and spirits industry. Ron Gust is the Store Assistant Manager and held this position for two years. Ron brings twenty years of business management experience to Harbor Wine & Spirits. The store is currently staffed with seven part -time employees. Harbor Wine & Spirits does business with over forty wine, spirits and beer vendors. The year 2007 marked a crucial turning point in the history of Harbor Wine & Spirits: The store experienced its' first year of profitability!! The unaudited Summary Analysis for the year ended December 312007 reveal sales in excess of 2.5 million dollars, a gross profit percentage of 26.46 %, and net assets of over $100,000. 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 release of two individuals in mid -April. The financial impact of this maneuver saved approximately $80,000. - As we have witnessed over the last few years, the wine category has been increasing significantly. Due to this category's profitability, Harbor Wine & Spirits will continue the promotion of this category extensively. The Liquor and beer categories also -3- witnessed positive growth. (One of our largest beer wholesalers sales have increased in our store by 20% in 2007!) This proves our marketing theory that when the bell deals are purchased, our gross profit increases as well as our gross sales. This also keeps us competitive in our market. All categories will continue to grow as long as we provide constant product selection, professional customer service, and strategically accurate marketing planning. 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 also feature three store -wide wine sales each year, which continue to bear fruit. We feel strongly that we are becoming THE wine and spirits destination on this side of the lake, as we had forecasted. *I 01 91 FINANCIAL STATEMENT . MUNICIPAL LIQUOR STORE, CITY OF MOUND, MN. L�l 10 The City of Mound hereby submits a statement of the financial affairs of the Municipal Liquor Store for the year ended Dec. 31, 2007, showing a balance sheet and a statement of operations as prescribed by the Office of the State Auditor in accordance with Minnesota Statute 471.6985. Respectfully submitted, Gino Businaro Finance Director CITY OF MOUND -MUNICIPAL LIQUOR STORE BALANCE SHEET (UNAUDITED) December 31, 2007 ASSETS Cash and temporary investments Inventory, at cost Capital assets, net of accumulated depreciation Bond discounts and issuance costs TOTAL ASSETS LIABILITIES Accounts payable Bonds payable TOTAL LIABILITIES NET ASSETS (LIABILITIES) Invested in capital assets, net of related debt Restricted for debt service Unrestricted $113,332 536,421 1,224,309 26,841 1,900,903 884,719 915,000 1,799,719 309,309 105,052 - 313,177 TOTAL NET ASSETS (LIABILITIES) 101_184 c; 10 SUMMARY ANALYSIS OF MOUND MUNICIPAL LIQUOR OPERATIONS (UNAUDITED) For the Year Ended December 31, 2007 OPERATING REVENUES Sales $2,525,375 Cost of goods sold 1,857,244 Gross Profit 668,131 Gross Profit as a Percent of Sales 26.46% Operating Expenses 492,215 Operating Gain 175,916 Nonoperating Expenses 54,528 CHANGE IN NET ASSETS 121,388 NET ASSETS, JANUARY 1 - 20,789 NET ASSETS, DECEMBER 31 ADDITIONAL INFORMATION Transfers from Liquor Store Profits to City Funds: Sealcoat Fund $0 Capital Outlay 0 General Fund 0 TOTAL TRANSFERS so 0 • *I MOUND Fmc:)L.lc:o pr MOUND POLICE 2415 Wilshire Blvd. Telephone (952) 472 -0621 Mound, MN 55364 Dispatch (763) 525 -6210 Fax (952) 472 -0656 JAMES E.XURTZ Chief of Police EMERGENCY 911 Dear Citizens, Mayor, and councilmembers, On behalf of the fine men and women of the Mound Police Department, I am proud to present to you the 2007 Mound Police Department Annual Report. We prepare this report each year to inform you about police activities, crime prevention initiatives, and city emergency preparedness planning. You will be pleased! m one of the ast sfuk $18,000,000.00 in in 1 the Laker Area Er the City of Mound the weather incident. The mission of citizens and to with enthusiast your continued Sincerely, ;omunty oriented policing philosophy. mot' citizens, schools, and community concern Hurndreds of children and their Faix" tluriing t e Spirit of Lakes Festival u2d'ekiy crime prevention information lock :Club -00ur Crime Free Multi- with the residents at Indian �am�ti ie 'to get bigger and better of retaking Mound a safe place to raise a Task Force ranked as esota and seized over iat our participation in .sponse Unit has made emergency or severe 5"F"VA2A 4e. James E. Kurtz Chief of Police 10 service to our s responsibility Thank you for 0 1 *I *I lie TOTAL 309 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 118 PART IV Property Damage Accident Personal Injury Accidents Fatal Accidents Medicals Animal Complaints Impounds /Other agencies Mutual Aid Other General Investigations rlt0Y1d 1 Henn. County Child Protection TOTAL CASES CLEARED CLEARED L. ` _ . Statistics 1 `CRIME _SUMMARY UNFOUNDED EXCEPT OFFENSE ADULT REPORTS PART 1 CRIMES 0 Homicides 0 Criminal Sexual Conduct 13 Robbery 3 Felony Assault 14 Burglary 49 Larceny 205 Vehicle /Boat Thefts 20 Arson 5 lie TOTAL 309 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 118 PART IV Property Damage Accident Personal Injury Accidents Fatal Accidents Medicals Animal Complaints Impounds /Other agencies Mutual Aid Other General Investigations rlt0Y1d 1 Henn. County Child Protection TOTAL CASES CLEARED CLEARED CLEARED BY 1 1 UNFOUNDED EXCEPT ARRESTS ADULT JUVENILES 0 0 0 0 0 4 2 3 3 1 1 0 1 0 1 1 0 9 7 2 9 1 0 0 0 22 26 26 18 11 5 2 1 2 0 0 0 2 2 0 42 31 42 32 15 13 2 4 1 1 0 13 0 4 5 7 1 114 11 6 11 8 6 16 2 �7 _ 3 3 0 56 0 2 48 39 16 103 0 1 100 81 42 60 2 0 58 57 1 37 6 19 9 3 6 32 1 3 24 23 1 91 0 0 0 0 0 52 3 12 2 1 1 19 2 2 15 0 29 60 8 4 40 28 15 8 3 3 1 0 2 36 4 2 23 20 5 710 44 69 341 271 125 114 14 0 479 318 61 161 11.775 12,922 39 13,980 -7- 86 100 383 303 140 MOUND POLICE DEPARTMENT POLICEICRIME ACTIVITY REPORT FIVE -YEAR COMPARISON 2003 2004 2005 2006 2007 Hazardous Citations - 764 621 344 330 160 Non- Hazardous Citations - 564 635 673 470 494 Hazardous Warnings 234 229 115 128 123 Non- Hazardous Warnings 308 821 711 794 204 Verbal Warnings 1,375 2,069 1,223 1,228 963 Parking Citations 257 210 388 462 156 DWI 107 122 101 72 60 Over. 10 BAC 86 103 92 61 52 Property Damage Accidents 145 120 132 102 114 Personal Injury Accidents 19 15 _ 16 23 14 Fatal Accidents 0 0 1 0 0 Adult Felony Arrests 58 42 61 73 39 Adult Misdemeanor Arrests 505 602 464 318 318 Juvenile Felony Arrests 20 27 22 26 17 Juvenile Misdemeanor Arrests 173 152 112 109 125 PART I OFFENSES Reported 300 305 225 341 309 Cleared 108 97 100 99 115 Arrests Made 58 52 53 46 47 PART Il OFFENSES Reported 997 969 771 718 710 Cleared 665 694 580 490 454 Arrests Made 614 657 516 426 396 Medicals 368 375 414 485 479 Animal Complaints 288 151 162 311 318 Ordinance Violations 313 305 724 1461 1665 Other Public Contacts 4,651 5,266 6,425 8,441 8,441 TOTAL 11,532 13,139 13,176 15,953 14,431 N •I 61 10 10 10 Mutual Aid 234 -_ 162 67 - 99 161 2007 CITATIONS ADULT JUVENILES DWI 59 1 More than .10 BAC 51 1 Careless /Reckless Driving 6 3 DAR /DAS 76 0 Open Bottle 4 1 Speeding 94 16 No DL or Expired DL 16 5 Restriction on DL 3 0 Improper, Expired or No Plates 99 1 Stop Arm Violations 1 0 Stop Sign Violations 17 1 Fail to Yield 4 1 Equipment Violations 16 2 Hit and run 1 _ _ 0 No Insurance 67 4 Illegal or Unsafe Turn 0 0 Over Centerline 0 0 Parking Violations 156 0 Crosswalk 1 0 Animal Ordinances 10 0 Code Enforcement 26 0 Seat Belt 91 11 Overweight Vehicles 27 0 Miscellaneous Hazardous 7 1 Miscellaneous Not Hazardous 33 2 Underage Drinking /Driving 7 0 TOTAL 872 50 -9- MOUND POLICE DEPARTMENT 2007 YEARLY WARNINGS WARNINGS ISSUED ADULT JUVENILES Insurance 145 7 Traffic 117 6 Equipment 99 6 Crosswalk 0 0 Animals 12 0 Trash/Derelict Autos 363 0 Seat Belt 0 0 Trespassing 0 0 Window Tint 0 0 Miscellaneous 308 3 TOTAL 1,044 _ 22 WARRANT ARRESTS Felony 7 2 Misdemeanor /Gross Misdemeanor 47 1 H. 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 2007, the Unit had an active year investigating serious crimes including; ten medical deaths, burglaries, 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, Crime -Free Multi -house Program, Citizen Academy, the Emergency Response Unit, and Emergency Preparedness. -10- 0.1 lei 61 • Patrol Unit lie I* Our patrol division works to make Mound safer by providing quick, professional response, proactive enforcement, and continuous public education. The Unit consists of eight patrol officers, a police K9 and is supervised by Sergeants Ken Back and Mike Sussman. Our Patrol officers continue to train in specialized skills in order to work more effectively in the field. In 2007, officers attended training in emergency medicine, field sobriety, firing range, Pursuit Intervention Technique (PIT), human resources, advanced tactics, and crime prevention. Sergeant Mike Sussman and was certified as a Drug Recognition Expert (DRE). His certification allows him to conduct detailed physical testing on a subject to determine if they are operating a vehicle under the influence of a chemical substance other than alcohol. Community Service Officers The Mound Police Department Community Service Officers (CSO) are non -sworn officers who work in a support capacity for the city. The police department's two CSO's are responsible for animal complaints, nuisance and parking violations, maintaining-Dur fleet and building, and 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. CSO Calls for service: Animal complaints 318 Ordinance violations 1,335 Citations issued 110 Miscellaneous calls 1,068 Animal Complaints 281 Other public contacts 1,273 Reserve Officer Unit You've probably have seen them on patrol in Mound or at the scene of an emergency and didn't notice anything special about them. The brave men and women of the Mound Police Reserve Unit are volunteers who work along side our sworen police officers to provide an essential support to our community. This dedicated group of people donated over 1,700 hours to the community by providing; prisoner transports, emergency call - outs, traffic control at car accidents, special event security, and house checks. -11- The team is lead by Reserve Lieutenant Patrick Hart, Reserve Sergeant Tami Steele and • I Detective Dan Niccum who serves as the department's liaison. A very special "Thank you" goes out to the following Reserve Officers for their dedicated volunteer service to the City of Mound. Officer Hours Patrick Hart 430 Tamie Steele 304.50 Tim Hughes 175.50 Jeremiah Lee 172.50 Richard MacElroy 148.00 DeLon Cannon 141.00 Lori Sande 122.00 Jennifer Williams 94.25 Brian Clark 69.00 Stewart Simon 57.50 TOTAL 1,714.25 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 2007, the Task Force as the fourth active Task Forces in the State seizing over $18,000,000.00 in illegal drugs. The Unit was recognized for its specialized investigations of marijuana growing operations. 2007 Task Force Statistics Drug seizure class /type (units) Quantity CANNABIS BC Bud (Ounces) 2,693.50 BC Bud (Plants) 1,264.00 Marijuana (Ounces) 1,305.33 -12- 7 91 10 I• Marijuana (Plants) 2,275.00 Hashish (Grams) 24.00 HALLUCINOGENS MDMA (Escstacy) (Tabs) 446.00 Psilocybin (Grams) 6.00 OPIATES Heroin (Grams) 48.53 STIMULANTS Cocaine (Grams) 708.97 Crack Cocaine (Grams) 29.10 Crystal Meth (Grams) 47.30 Methamphetamine (Grams) 8.50 Total "street value" drugs seized $18,737,861.15 Total cash seizures $410,532.00 Total value of weapons seized $15,375.00 Total value of vehicles seized $154,600.00 [Total value of other property $774,500.00 IV. Community Policing In 2007, 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. Programs offered by the department included: • TRIAD — a senior citizen crime prevention program. • Virtual Crime Prevention Block Club - an email notification system. • Crime -Free Multi - Housing Program — a program that assists rental property owners. • DARE /School Resource Officer — a program that has a detective assigned to Grandview Middle School who also teaches D.A.R.E. • Non-profit advisory groups — Officers and staff participate in numerous community based advisory boards. • School Cross -walk - The police department in cooperation with the school district provides a cross -walk guard at Grandview Middle School. • House checks — Mound Police Reserves will check resident's homes who are away on vacation. -13- • Operation Clean Sweep — Mound Community Service Officers conduct city -wide • property inspections for nuisance and exterior storage problems. • Police Chaplains — Local pastors work with police officers to provide care and services to persons involved in traumatic events. ' V. Other Department news In 2007, Officer Bard Schoenherr was selected as the 2006 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. Officer Will Murray was awarded the "Chief s Award" which is awarded by the Chief of Police to the police employee who best exemplifies the "Spirit" of the Police Department. VI. Future Concerns As the police department moves into 2008, we do so with sufficient staffing, office facilities, and a fleet planning. Our future concerns will include a storage plan for large evidence such as; confiscated or impounded vehicles and replacement plan for our squad car computers. We currently use the Glass Plus Building to store vehicles and large evidence and it's suggested that squad car computers be replaced every five to—six years. Our seven squad computers are currently three years -old. • • -14- • • 2415 Wilshire Boulevard Mound, MN 55364 Main: 952.472.3555 Fax: 952.472.3775 www.moundfire.com 2007 Annual Report Mission Statement: To minimize loss and property in the City of Mound and Contract Cities from fires, natural disasters, life threatening situations and to assist other emergency agencies. - Vision Statement: It's our vision to be known as an innovative and progressive fire department. We are dedicated to the delivery of effective fire suppression, rescue services and quality fire safety education to the public. We strive to offer the best available education and training to our members. We are committed to providing an environment which fosters teamwork among members. We desire to have an atmosphere of open communication which promotes the health and welfare of individual members. Risk Management Philosophy: • We will risk ourselves within a structured Incident Command System to save a savable life. • We will risk ourselves a little within a structured Incident Command System to save savable property. • We will not risk ourselves at all for life and property already lost! -15- Section I Section II Section III Section IV Section V Section VI Section VII Section VIII 2007 Annual R.epait • 2007 Annual Report Index Overview & Highlights Pages 1 - 4 Organization and Staff Information Pages 5 - 9 Apparatus & Equipment Pages 10 -14 Facilities Pages - None • Finances & Budget Pages 15 -17 Department Activity Pages 18 - 28 And Performance Measurement Strategic Plan Initiatives Pages 29 - 44 General Information and Pages 45 - 55 Fire Service Issues -16- Mound Fire Department 2007 Annual Report • Overview and Highlights This summary provides a general overview of the Mound Fire Department activities, accomplishments, and highlights for the past year. The detailed information provided within this 2007 Annual Report provides much more detailed information pertinent to the important issues that we face every day. Please contact me if you have any questions, comments, or would like to discuss. Introduction and Overview The year 2007 was another successful year for the Mound Fire Department. This year we continued to focus on firefighter recruiting and staffing as we successfully recruited six (6) new firefighters. The addition of the six new firefighter staff replaced the two firefighters that left the department, plus added a net of four to our staff. Historically, we have had substantial success in recruiting and retaining our critically important firefighter staff. We continue that trend as our staff is, and remains our most important asset. In 2007 our calls for service for both Fire and Rescue call activity was up slightly from the 2006 levels. Our fire department emergency call outs in 2007 were 559 vs. 2006 call outs of 553. Our firefighter response hours for the year were up about 7% with a total firefighter emergency response hours at 12,040 hours. More detail relative to the department activity is provided later in this report. • The commitment by the firefighter's and the department many activities sustain the ongoing accomplishments of the Mound Fire Department. Once again in 2007, we have made significant progress on our department Strategic Plan and Initiatives with respect to staffing, operations, and apparatus. This annual report will focus primarily on what I consider the key critical components 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). Organization, Staff Information, Performance Measurement The Mound Fire department continues to maintain a very high level of active volunteer (paid -on -call) firefighter membership. We currently have a staff of 43 volunteer firefighters. I will likely allow this number of staff to decrease back to 40 as attrition occurs due to retirement. We continue to have a substantial waiting list of firefighter applicants. (Refer to our waiting list included in this report). As in the past years, our organization, membership, staffing, dedication and training continue to be strong! 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). is • Our fire officers and firefighters are well trained and experienced. -17- • We added six new firefighter trainees to our staff in 2007, and lost two firefighters. One due to retirement, and one due to his poor job performance that did not meet our standards. Our company and staff information is attached. • Fire and Rescue calls for service were at a relatively high level in 2007 and the • activity level was demanding with a total of 12,040 personnel hours spent at fires and other emergency calls (refer to 2007 activity report summary page). • Our fire department response generates an average of 20 -22 firefighters per emergency call. This is an extremely good response, as compared to many other volunteer or paid fire departments. • MFD firefighters worked a significant amount of hours on apparatus, equipment, and station maintenance in 2007 for a total of 1,138 hours. • Our fire department membership is better trained and more diversified than ever before. All of our members are 100% certified as Firefighter I and EIS First Responder. In 2007, our in house firefighter training hours was very high with a total of 2,519 hours. Our firefighters, through hard work and dedication continue to put in lots of volunteer hours, with a conservative estimate of all work by firefighters in 2007 at 17,105 hours. Apparatus and Equipment In 2007, we made some changes in our apparatus fleet and added some important safety equipment as well. These changes were as follows: • The City of Minnetrista purchased a new 300 gallon Tanker Pumper Truck with a 750 gallon per minute pump. This truck is a very nice and needed addition to our • apparatus fleet, especially important to Minnetrista rural area fire responses. The cost of this truck was $167,255. • We added a 1998 Chevrolet Tahoe for as a fire chief vehicle and disposed of a 1999 Chevrolet Blazer which was used for the same purpose. The net cost of this exchange was approximately $3,500. • We sold a 1954 Dodge Grass Rig, which we no longer wanted or needed. • In 2007 we made one very significant improvement to our firefighter safety program by replacing all of our Self Contained Breathing Apparatus (air packs) with new units. This program is a five year lease purchase program that costs $16,156 per year. We replaced 20 complete units and added 20 spare bottles. Important note: Our apparatus and equipment replacement plan requires that we increase our annual fund contribution (savings) to meet our needs. The Fire Commission group has agreed that we should increase the Apparatus Replacement Fund contribution by $10,000 annually. The apparatus replacement program that we fund annually in our budget is critical and necessary to support our future fire apparatus purchases. Also it is very important to note, our apparatus repair and maintenance costs have skyrocketed over the past couple of years (refer to detail in financial section). I am working on a proposal that would consider other financial options for replacing our older fire apparatus sooner, thus reducing our repair and maintenance costs annually. C, 1; Facilities The Public Safety Facility is ideal for our daily administration, staff activities, apparatus housing; equipment storage; training, and emergency response operations. There are no • significant facility issues at Mound Fire Department at this time. 16 Our neighbors in Minnetrista are still very interested in pursuing additional fire stations in their growing community. The fire station projects will definitely be a public safety necessity for Minnetrista in the future, especially as the City of Minnetrista develops. The city officials in Minnetrista are currently working on a large scale facilities study and - -- comprehensive plan, and Mound Fire will be a participant in the fire protection plan. I have completed and prepared a fire station study for Minnetrista. I gave a report and made a recommendation to the Minnetrista City Council. We are ready and prepared for more discussions and decisions on fire stations in 2008, and beyond. Finances and Budget Federal and Local grants continue to be important and significant options which can aid and enhance our MFD budget. As in the past, we will continue to work toward gaining additional grant funding to save dollars for our tax paying customers. In general, the Mound Fire Department operating expenses for 2007 were slightly over budget on the operations side, although we did not exceed our overall budget or revenue. Please refer to the budget summary page in this report for the 2007 financial details. • The fire reserve fund balance at the beginning of 2007 was $82,816 with an ending reserve balance of $103,240 at the end of 2007, an increase of $20,000. • The fire department apparatus is always a challenge to maintain and keep in top working condition. Repair occurrences and costs continue to rise as our fleet of apparatus gets older. In 2007 we spent a substantial amount of dollars on apparatus repair and maintenance with a total of $ 32,264 vs. a budget of $18,000. • In 2007, I submitted a $126,310 Assistance to Firefighters Grant (AFG) request for safety equipment. Unfortunately this request was not approved or funded this year. I will apply for additional funds through the AFG process in 2008. • Significant progress was made in 2005 and 2006 on the Western Area Fire Training Academy ( WAFTA) site investigation and cleanup as we were able to secure a Federal Grant in the amount of $250,000. The federal funds have been spent as the site investigation is completed. As President of the WAFTA Executive Board, I am seeking an additional $5 Million in Federal Aide to complete the site clean up and mitigation. The request for $5 million did not get approval in 2007, so I will continue to pursue grant funds in 2008. Challenges for the Future The following items are very important challenges for the future. This list of challenges will remain consistent for the paid -on -call (volunteer) fire service, as these challenges are • not unique to the Mound Fire Department. _fig_ The following critically important items are to be addressed as part of the Mound Fire Department Strategic Plan. All of these challenges have been clearly communicated to the MFD Fire Commission group who meets quarterly each year to discuss these topics. • Managing budgets, cost controls, and overall financial management • • Funding apparatus replacement adequately to support ISO PPC audit in 2008. • Recruiting, training and retaining volunteer firefighters. • Studying and evaluating the existing MFD Pension Plan, funding and possibly updating the pension program plan. • Expansion of Mound Fire department operations to support additional fire stations • Maintaining the current "service area" customer base (i.e. the 5 cities we serve) • Meeting all the requests for fire code and fire inspection services Strategic Plan and Initiatives In March 2004, I presented a Strategic Plan Initiative with a focus on four key areas including: Personnel, Budget and Financial Management, Equipment and Supplies, and Facilities. Many of the plan initiatives have been completed and/or are ongoing. Significant progress has been made on these initiatives, with more work to be done. Implementation of this strategic plan is essential to the successful fire operations of the Mound Fire Department in the future. The strategic plan has now been expanded to include the Minnetrista fire station project which I am confident will happen sometime in the near future. My MFD strategic plan and initiatives has both short and long term goals. A complete summary of the Strategic Plan and department accomplishments for the year 2007 is included in this report (refer to attachment). Summary The year 2007 was a very successful one for the fire department in many ways. We were able to extend our fire contracts with our neighboring city partners with a new Fire Service Protection Contract through 2009. Our staff of firefighters and office personnel, apparatus, and equipment has continued to be maintained as our key strong elements. We have an upgraded fire station facility. In the future we anticipate improving our department operations further by partnering with Minnetrista as part, of their fire service protection plan needs in the future. I believe the Minnetrista partnership will be beneficial financially to all of our other fire service partners (cities) as well. We are positioned, ready, willing, and able to expand our operations if need be. We thank our city officials, staff, and citizens for their continued cooperation and support of the Mound Fire Department. Respectfully submitted, Gregory S. Pederson, Mound Fire Chief 03/24/08 -20- *I .7 I• 16 Mound Volunteer Fire Department 2415 Wilshire Blvd. Mound, Minnesota 55364 Fire Officers and Companies Fire Chief: Greg Pederson Assistant Chief: Jeff Andersen District Chief 11: Rick Williams District Chief 21: Greg Palm Training Officer: Matt Jakubik Medical Director: Kevin Sipprell Fire Investigator /Inspector: Tony Myers Engine Co. 1 Capt. 11 Kevin Sipprell Lt. 15 Rich Rogers Kevin Grady Paul Henry Dan Grady Bob Crawford Jim Casey Mike McCarvi I le Ed Vanecek Chris Pounder Rescue Co. 1 Capt. 12 Tim Palm Lt. 11 Matt Jakubik Jason Maas Darren Poikonen Brian Berent Steve Henkels Josh Clemons Paul Jolicoeur Derak Anding Andy Drilling 1/07/08 -21- Engine Co. 2 Capt. 14 Matt Hentges Lt. 14 Kevin Flaig Paul Babb Roger Kryck Rod Stevens Mike Foley Bruce Gustafson Jerry Ricke Jason Rice Mark Lee Truck Co. 1 Capt. 15 Dennis Woytcke Lt. 12 John Larson Ben Foster Ben Gottschalk Matt Morris Jeremy Spader Matt Svi hel Matt Kvam Tony Bolden Bryan Gorman Mound Fire Department 2415 Wilshire Blvd. Mound, Minnesota 55364 • 2W8 Chain Of Command and Officer Rank Term Ex ires Chief 1 Greg Pederson Not Applicable Chief 2 Jeff Andersen 12 -31 -09 District Chief 11 Rick Williams 12 -31 -08 District Chief 21 Greg Palm 12 -31 -08 Captain 11 Kevin Sipprell 12 -31 -09 Captain 12 Tim Palm 12 -31 -08 Captain 14 Matt Hentges 12 -31 -09 Captain 15 Dennis Woytcke 12 -31 -08 Lieutenant 11 Matt Jakubik 12 -31 -09 Lieutenant 12 John Larson 12 -31 -08 Lieutenant 14 Kevin Flaig 12 -31 -09 Lieutenant 15 Rich Rogers 12 -31 -08 Fire Investigator /Inspector Tony Myers 12 -31 -09 • Most Senior Firefighter Fire Marshall Greg Pederson Not Applicable Safety Officer Fire Marshal or as Designated by I.C. 1/07/08 • _22_ [7 10 10 MOUND FIRE DEPARTMENT Seniority List NAME START DATE EQUIP. # Chief 1 1 . GREG PEDERSON _ 2/3/1975 18 Chief 2 2 JEFF ANDERSEN 9/22/1980 31 Dist. Chief 3 RICK WILLIAMS 11/7/1983 22 Dist. Chief 4 GREG PALM 2/6/1984 15 5 KEVIN G RADY 6/6/1988 10 6 PAUL HENRY 5/1/1989 38 Captain 12 7 TIM PALM 5/1/1989 17 Captain 11 8 KEVIN SIPPRELL 3/5/1990 20 9 DAN GRADY 1213/1990 9 10 EDDIE VANECEK 11/4/1991 34 Captain 15 11 DENNIS WOYTCKE 3/2/1992 24 12 PAUL BABB 9/13/1993 28 13 CHRIS POUNDER 9/13/1993 36 14 BOB CRAWFORD 3/21/1994 6 15 JASON MAAS 5/2/1994 32 Lieut.12 16 JOHN LARSON 3/6/1995 5 Lieut.15 17 RICH ROGERS 10/16/1995 19 18 ROGER KRYCK 1214/1995 27 19 BRUCE GUSTAFSON 2/5/1996 11 Captain 14 20 MATT HENTGES 5/6/1996 14 Lieut.11 21 MATT JAKUBIK 11/17/1997 37 Fire Inspector 22 TONY MYERS 5/4/1998 33 23 DARREN POIKONEN 12/19/1998 30 Lieut.14 24 KEVIN FLAIG 4/19/1999 7 25 BRIAN BERENT 4/24/2000 1 26 ROD STEVENS 10/14/2000 8 27 STEVEN HENKELS 9/10/2001 2 28 JIM CASEY 11/4/2002 4 29 MIKE MCCARVILLE 1/6/2003 35 30 JOSH CLEMONS 5/10/2004 23 31 MIKE FOLEY 5/10/2004 16 32 PAUL JOLICOEUR 5/10/2004 39 33 MARK LEE 5/10/2004 40 35 DERAK ANDING 7/26/2004 3 36 JASON RICE 7/26/2004 42 37 ANDY DRILLING 5/20/2006 25 38 BEN FOSTER 5/20/2006 29 39 BEN GOTTSCHALK 5/20/2006 26 4o TONY BOLDON 11/5/2007 12 41 BRYAN GORMAN 11/5/2007 21 42 MATT KVAM 11/5/2007 43 43 MATT MORRIS 11/5/2007 44 44 JEREMY SPADER 11/5/2007 45 45 MATT SV I H E L 11/5/2007 46 Seniority List 112707.xls -23- Over 20 years 15 - 20 years 10 - 15 years 5 -10 years Under 5 years Mound Fire Department Firefighter Participation and Response Summary January - December 2007 Firefighter Name Job Class Fire - Rescue Response % I Dept. Rank Andersen, Jeff Chief 2 438/559 78.35% 1 Spader, Jeremy Probationary 69/98 70.41% 2 Pederson, Greg Chief 1 390/559 69.77% 3 Gustafson, Bruce Firefighter 382/559 68.34% 4 Berent, Brian Firefighter 376/559 67.26% 5 Foley, Mike Firefighter 350/559 62.61% 6 Rogers, Rich Firefighter 345/559 61.71% 7 Boldon, Tony Probationary 59/98 60.20% 8 Morris, Matt Probationary 58/98 59.18% 9 Drilling, Andy Firefighter 312/559 55.81% 10 McCarville, Mike Firefighter 309/559 55.28% 11 Gorman, Bryan Probationary 51/98 52.04% 12 Palm, Tim Captain 12 279/559 49.91% 13 Casey, Jim Firefighter 278/559 49.73% 14 Larson, John Lieutenant 12 273/559 48.84% 15 Rice, Jason Firefighter 273/559 48.84% 15 Gottschalk, Ben Firefighter 269/559 48.12% 17 Palm, Greg Dist. Chief 21 267/559 47.76% 18 Jolicoeur, Paul Firefighter 261/559 46.69% 19 Hentges, Matt Captain 15 250/559 44.72% 20 Myers, Tony Fire Inspector 247/559 44.19% 21 Henkels, Steve Firefighter 245/559 43.83% 22 Henry, Paul Firefighter 236/559 42.22% 23 Flaig, Kevin Lieutenant 15 235/559 42.04% 24 Foster, Ben Firefighter 235/559 42.04% 24 Lee, Mark Firefighter 232/559 41.50% 26 Crawford, Bob Firefighter 228/559 40.79% 27 Anding, Derak Firefighter 225/559 40.25% 28 Maas, Jason Firefighter 221/559 39.53% 29 Williams, Rick Dist. Chief 11 221/559 39.53% 29 Sipprell, Kevin Captain 11 219/559 39.18% 31 Woytcke, Dennis Captain 14 216/559 38.64% 32 Grady, Dan Firefighter 214/559 38.28% 33 Stevens, Rod Firefighter 213/559 38.10% 34 Kryck, Roger Firefighter 195/517 37.72% 35 Babb, Paul Firefighter 200/559 35.78% 36 Clemons, Josh Firefighter 194/559 34.70% 37 Pounder, Chris Firefighter 185/559 33.09% 38 Kvam, Matt Probationary 32/98 32.65% 39 Poikonen, Darren Firefighter 178/559 31.84% 40 Svihel, Matt Probationary 29/98 29.59% 41 Vanecek, Ed Firefighter 163/559 29.16% 42 Grady, Kevin Firefighter 154/559 27.55% 43 Jakubik, Matt Lieut. 11/T.O. 143/559 25.58% 44 Average 46.21 3/10/2008 Participation & Response Summary - Response Time -24- • *I • • -25- co N O N M ro N N 0 0000 N N m 0 Q) 000 a) a) N 0 CO) = 20 .gig 4)00 0 a) a) 00 0 to m00 N 0 N OD 0 _a 0 a) 00 0 a 0 =00- 0 0 0 0 4) 0 .9 O � a) O i y C O 0 0 0 0 0 a 0 0 0 N a= 0 0 aa a O O d 0 a N = S m 0 d a 0 N 0 N 0- a 0 a 0 0 a 0 000219002000 0 0 0 0 0 0 0 0 0) 0 L O N D 0 D 0 CO W R (/ ) . - ' a) L a) L a) L a) L 0 L 0 0 L 0 0 a) I••' 4) 0 (1) - L 0 L 0 0 L 0 L a) U) 0 L a) '= L 0 L a) m t� a) -a L 0 -0.0 V 0 V' ^ 0 Q� a) L 0 L 0 0 0 = - 5 L 0 V/ 0/ CL ^ Y EcccWcccyccmWaoiEcctncc aaa aaa as as maa ciaa"=aa -0 cc cc�cmccE��cc��Wc- O'— o 0 as 0 0 a'�►= 0•- EE tC 7 3 a- O O o N O O o fn 0 0 mc N (n O �- 0 o Z 0 0 0 E 0 0'— LL o o F- u! 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H C O 000- 00 0 -00MOOON00 0004IT NON000Ln 'T Oh -pN't NNI� N NLOMLp0OOM � 0 LQ M� 0 LO 0 OQO O,0 ~M O O 0 ci406c V O m U) 1�LpLpNODN�a LO LO LO 0 It O LO tO � m O M O 0 N-cr r0 O�NO OcL6cit- 0OD LO 'r Lf)L 0a V =0 L 0O rOOto � 0RI. 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C 04 m� 0 0 O Z C C C L 0 0 a 0 C O aT t U a OO S N - c c .y E a « •W y E O E tU 6 0 U 0 °+ c¢mm c OS 0 p y 0 E R 0 0 p 9 0 o Y- "a%L 0 � u. ¢ a c ` O E V c C 0 o omU > C O - a N > E O i Y C �0 0 0 m 0 0 ppD D `� a g2 - Y 2 - N Ye 0 W �N 0 U. mm m 0 -25- co N O N M ro N N Mound Fire Department January 2008 Annual Apparatus Costs to Compile, Evaluate, and Consider Project Description: Compile financial data for all of the fire truck/apparatus related expenses for the existing MFD overall fleet costs per year. Then evaluate the accumulated cost data for each individual piece of apparatus and/or equipment to better understand the cost vs. utilization vs. value added of each piece of apparatus. Goals of Project: Determine the best possible direction and plan for fire apparatus replacement including; the most cost effective and efficient plan for owning and operating fire apparatus and equipment. Costs to be considered: • Apparatus Replacement Fund savings contribution made each year • The cost of money (leasing, borrowing, interest) • Apparatus and other equipment repair expenditures (account #409) • Down time expenses and transportation costs to the repair facilities • Insurance costs for each apparatus • Fuel costs for each apparatus • Annual inspection, service and maintenance costs for each rig • Annual pump test costs for all engines /pumpers • Annual ladder testing costs (for those with ladders) • Equipment and supply costs for stocking each apparatus • Tires, oil, and other maintenance costs (supplies) • General clean up, maintenance time and associated costs Expected or possible outcomes: Reduce our annual operating and maintenance costs. Increase our replacement budget and costs related to new apparatus purchases, but combine, consolidate, and utilize apparatus more frequently. Ultimately, have better fire apparatus and better equipment to serve all of our customers. The end result might be to have a few less pieces of apparatus that are more versatile at a reduced overall cost, or at a minimum similar cost. GSP 012508 -26- 0 • • � 0 [7 O 0 ca G N j •O a 0 O C > (a ` CU d 69 0 0 O N CO e- 1� M N U� 1� M co C7 00 d• O c7 r -27- O O I- O O "It O O V cq O N N C cts et CA Q O CO I- 00 O d' O O CY) O O � 00 V N O AW _ N Cl) � 0 L) Q v V Q O O O O ai CL d0 000 O N m 0 CD E CL L_ LL. 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H2o tank stage pump 100 ft Ladder #18 Engine #13 1984 Ford Pumper 1250 GPM* pump Waterous 2 stage pump 1000 gal. H2o tank #19 Rescue #12 1987 Chevrolet Rescue Automatic External 4 Wheel drive Defibrilator, Basic EMS Extrication Tools #22 Utility #11 1990 E -One Utility & Cascade Air System Heavy Equipment 20 KW Harrison Command vehicle 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 # 28 Boat #11 Gpm = gallons per minute 1973 Mack Tanker Waterous single stage pump 1999 Ford F 250 Crew Rescue Cab 2001 19' Silver Wolf Fire Rescue Boat w/ 150 H.P. Mercury Outboard -29- 250 GPM* pump 2000 gal. H2o tank 2500 gal. drop tank First Aid Basic EMS 300 GPM* floating portable pump side dive rescue door 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 Gas and air monitoring 8'x16' enclosed HazMat Detection Equipment Trailer w/ spill response A,B,C protection suits booms and equipment #33 Grass #11 1986 Chevrolet Grass Rig 1 Ton Mini Pumper #34 Rescue #11 1998 Ford F -Super Duty Holmatro Extrication Tools, Generator #35 Tanker #12 2007 Freightliner Tanker/ 3000 Gal. H2O Tank Pumper 750 GPM Pump 3000 Gal. Drop Tank # 36 Utility # 14 1998 Chevrolet Tahoe No special equipment Updated 3/18/08 Gpm = gallons per minute -30- • *I 01 r� 0 O O 1 64 O O M O LO N ELF" 0 0 M co Ln N r- O O M S m O O M "i' LO 69 � p e0 O 04 N 1� C O p r� M . � t� r W CD O L 06 r .w d. 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N c O N o U Q. r• f— } - C to N O m yi`�+ ER O c) m M W CL v r" -31- m 3 m E E N m 3 v > o m N 'a m n 0 cli 0 W V N o �CD 1- W M coO N wV 'W FL co 0 a° N W Q of N o �CD C M C N c U f6 m Y LQ O 1l- C O �: O '0-'- Uri p 0 co O Tl- -32- �, �o 0 L6 Z> • 01 *I � 0 16 Mound Fire Department November 2007 Understanding and Analyzing the 2008 Budget and Expenses Category /Description 2008 Budget $ Amount Percent *Budget Total 2008 $1,007,773.00 100% • Operating Expenses $ 587, 333.00 58.3% • Pension Contribution — Relief Assn. $ 129,600.00 12.9% • Building Rental, Lease, Debt Service $ 290,840.00 28.8% *Operating Expenses (from above) • Salaries for all Staff (all inclusive) • Operations and Supplies • Capital Outlay. $ 587,333.00 58.3% $ 316,803.00 31.4% $ 195,050.00 19.4% $ 75,480.00 7.5% Salaries for Staff Information: • Firefighter response hours 10,000 — 12,000 per year @ $8 per hour = $92,000.00 • Firefighter in -house training hours 2800 -3200 per year @ $4 per hour = $12,600.00 • Firefighter station maintenance hours 1480 per year @ $10 per hour = $14,800 • Firefighter meetings, PR events, other hours 1600 per year @ $0 per hours = $0 • Fire Officer Pay (refer to list for details) = $14,700 11/27/07 -33- Mound Fire Department 2007 Activity Report EMERGENCY CALLS FIRE /RESCUE CALLS 2007 IN OUR PRIMARY SERVICE AREA MUTUAL AID CALLS 2007 OUT OF OUR SERVICE AREA TOTAL OF ALL FIRE /RESCUE CALLS IN 2007 INCLUDING MUTUAL AID FIREFIGHTER EMERGENCY HOURS FIRE /RESCUE PERSONNEL HOURS 2007 IN OUR PRIMARY SERVICE AREA MUTUAL AID FIRE /RESCUE PERSONNEL HOURS 2007 FIRE /RESCUE PERSONNEL HOURS 2007 INCLUDING MUTUAL AID FIREFIGHTER HOURS BREAKDOWN FIRE /RESCUE PERSONNEL HOURS IN 2007 INCLUDING MUTUAL AID MAINTENANCE HOURS IN 2007 TRAINING (IN HOUSE) HOURS IN 2007 TRAINING (OUTSIDE) HOURS IN 2007 MEETING HOURS IN 2007 PUBLIC RELATIONS / FIRE PREVENTION TOTAL VOLUNTEER HOURS FOR 2007 -34- 549 10 559 11,581 459 12,040 12,040 1,138 2,519 1,136 272 17,105 • 0� *I • I* 10 0 0 0 0 o O CMDNT- O O r N N CD T" t r o N A O N ti C4 10 - r r t U ca Ma) W Ca = O •L a O � f" tU C O C 'r C O 25- �5U) • ca -35- 0 I t` N r CA O N O co (n L c0 O �liko • •' HE 1 m cu ►- 0 0 0 0 0 co O U LO d. 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U- 0 Q G CL) L_ U- O O O O O O O N O 00 c0 d' N T- T- SIIBO MM O O N co O O N LO O O N N i• M O O N N O O N T- 0 O N E l0 N co U- UL f • 01 • Ul I• yU E ->a% co Q. 0 R r U. O w, W i ■ �AH1 00 N sanoH -41- a 2 c� 0 0 3 a� L 0 a 0 a� 0 Co c 2 L ca 01 CL m m �L �F+ 0 0 0 PE� 0 0 r� V _ 4) CL d �C G d L LL. +4)+ O i 2 LL. O O O O O O O O O O 000 � N N O 000 d0 N r r r r r sanOH ILIM ti O O N I LO O O N O L O N M O O N N O O N r O O N N U C ca C N C C • el *I le 10 C C c_ E L L L CL ■� L w U- C y cO p G C O O O O O Vi o M M N N sinoH -43- ti O O N co O O N U) O O N O Z O Z N H ■ M 0 0 N N O O N r O O N V Q N = 40- U 4 & U LL. F- 4) N N C CL Q C� G ) Q 00 cm 00 t` co to d M N I- O ti ti ti ti � ti ti ti ti O sa;nuiw ti O O N CO O O N LO O O N ti N ■ O O N M O O N N O O N • *I • • Mound Fire Department February 2007 Goals Initiatives, and Priorities � 0 Never changing, ongoing and continuous: 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: 1. Initiate, schedule, and then prepare for Insurance Services Office PPC audit 2007 2. Focus on the specific public safety needs of all Mound Fire service area cities; primarily focus on improving Minnetrista 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 staff where needed. 4. Reach agreements on longer term fire service contracts for fire service partners. • GSP 02/28/07 -45- Mound Fire Department February 2007 Goals and.: Strategic Plan Initiatives (for Fire Chief Greg Pederson) I. Personnel / People a. Increase firefighter staff to 40 members b. Complete comprehensive and diversified training of firefighters c. Implementation of "Duty Officers" d. Research feasibility of "Duty Crew" e. Maintain volunteer firefighter commitment f. Reorganize department officers structure II. Budget and Financial Management a. Develop a long term financial plan for existing station #1 b. Complete a cost analysis & budget for Minnetrista fire station c. Develop a operations /financial plan for a two fire station operation d. Evaluate existing Fire Contract Formula and change as needed — e. Restructure and implement New Fire Contract formula for all f. Pursue other funding options i.e. grant money g. Establish hourly rates for firefighter staff and apparatus III. Equipment and Supplies 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 2004/05 Completed for Station #1 in 2005 Completed proposal 2006 Completed for Station #1 & 2 in 2006 Completed in 2006 Completed in 2006 Ongoing work in progress (grant list) Completed in 2006 a. Rethink, plan and budget apparatus replacement program Revised plan in 2006 - WIP b. Implement apparatus replacement plan cost saving initiatives Implemented in 2006 with $$ savings b. Continue to do annual replacement of essential safety equipment Ongoing c. Implement purchasing and cost control plan Implemented in 2005 - delegated some responsibilties IV. Facility a. Maintain existing facility b. Consider other facility needs i.e. Minnetrista c. Work on final closeout of Mound P.S. Facility project V. Fire Prevention and Inspection a. Implement comprehensive fire inspection program b. Focus on Fire Code Services and Enforcement Strategic Plan Initiative - Fire Commission updated 02/28/07 ., Ongoing Project Plan /Budget complete 2006 Project complete - slightly under budget - closeout pending Started in 2005, continues and ongoing Ongoing suucessful project • • 0 Mound Fire Department 2007 Fire Department and Fire Chief Pederson Accomplishments • Personal Accomplishments 1. Successfully completed my Associate in Applied Science degree in Major: Fire Science Technology (officially awarded 12/22/07) 2. Successfully completed both the State and National requirements for the Emergency Medical Technician Basic course. 3. Completed NIMS numerous Training courses in 2007. Fire Department Staff 1. Maintained a very well trained staff of fire officers and firefighters. 2. Complete a major comprehensive training plan for (3) new firefighters in 2007 and successfully completed probationary period making them well qualified as skilled firefighters. 3. Added (6) new firefighter recruits to the department in 2007, increasing the total paid -on -call fire department staff to 44 firefighters. Apparatus and Equipment 1. Worked with the City of Minnetrista Staff and City Council members to get approval of, purchase, and place in service a new 2007 Tanker Pumper Truck. 2. Leased all New Self Contained Breathing Apparatus (SCBA) Units in 2007 3. Upgraded our SCBA high pressure bottle fill station. 4. Purchased a new /used Chiefs response vehicle. • Other/ Miscellaneous 1. Worked with the Mound City Manager, MFD Fire Commission, and five city councils to agree upon and implement a new Fire Service Contract and Formula in 2007. Received approved and signed fire service contracts will all service area cities for 2007 -2009. 2. Completed the WAFTA Site Investigation and Cleanup effort by hiring a environmental consultant to test the WAFTA Site. Facilitated the WAFTA Grant of $250,000. 3. Personally handled most of the Public Safety Facility ongoing maintenance, code compliance, and repair issues. • 01/21/08 -47 October 10, 2007 Insurance Services Office, Inc. Public Protection Classification Department 111 North Canal Street, Suite 950 Chicago, IL 60606 Dear Sir/Madam, The purpose of this letter is to request that your office schedule and perform a Fire Suppression Public Protection Classification audit for the City of Minnetrista at your earliest convenience. The most recent PPC audit performed by ISO for the City of Minnetrista and the Mound Fire Department was completed in 1995/96. There are several reasons why we feel it is timely and important-to perform this Public Protection Classification audit at this time. The reasons are as follows: • Mr. Mike Funk is now working in Minnetrista and has everything in order. • Mound Fire Chief Greg Pederson is a super duper fire chief. • Minnetrista has mad significant improvements in the city water supply system. • Minnetrista recently purchased a new 3000 gallon Tanker Pumper Fire Apparatus for hauling water to non- fire hydrant areas of the city. • The Mound Fire Department has greatly improved its fire department operations, staff, and facilities over the past 10 years. The contact at Mound Fire and the City of Minnetrista to set up this PPC audit will be Sincerely, Mike Funk Minnetrista City Administrator MUM Greg Pederson Mound Fire Chief DRAFT • • 01 • • ISO Public Protection Classification Audit Process Contact information: Tom Geibel 1- 800 - 930 -1677 ext. 6208 Or Derrick @ ext. 6209 Notes: • Policy on PPD audit process has changed and the ISO now classifies each jurisdiction (city) on its own. Not by the fire department or fire department coverage area. • The process requires that each city /jurisdiction must send a letter from the Mayor or City Administrator requesting the PPC audit. All letters that pertain to one fire department or one city can be mailed together in one envelope. • Instruct the ISO who to contact as follow up and to arrange for the PPC audit (in this case the fire chief) in each city. • The ISO letter requesting the PPC audit must be on city letterhead (for each city) and must state the reasons why the audit is being requested and list the items that should justify an improved audit score i.e. We think we need a new up to date PPC audit because: 1. Water system improvements in the city 2. FD upgrades (equipment, staff, apparatus) 3. Water shuttle capabilities (tankers) 4. Other justifications Other detail: Note the fact that Mound Fire and St. Bonifacious Fire both cover parts of Minnetrista Target timeline for audit completion is 75 days from letter receipt. Fees to fire department and each city = $0 The ISO PPC letter should be addressed to: Insurance Services Office, Inc. Public Protection Classification Dept. 111 North Canal Street, Suite 950 Chicago, Il 60606 GSP 090707 Em Mound Fire Department ISO Public Protection Classification 2008 Audit Plan For All Mound Fire Protection Area Cities Schedule May 1, 2008 Survey the Mound Fire Department May 2, 2008 Locate all needed fire flows May 3, 2008 Tank Shuttle Evaluation May 5, 2008 Mound Water Department & Flow Test May 6, 2008 Minnetrista Water Department & Flow Test May 7, 2008 Spring Park Water Department & Flow Test (AM) May 7, 2008 Minnetonka Beach Water Department & Flow Test (PM) Audit Activities and Events • Tank Shuttle Procedures 0 5 Contact Information Sheets (1 for each city) • Pre - Survey for Dispatch • Pre - Survey for Fire Department • 4 Pre - Surveys for Water Department (Mound, Spring Park, Minnetonka Beach & Minnetrista) Assignment Categories 1. Administration — Documentation & Records 2. Operations — Apparatus & Equipment 3. Operations — Pumping & Water Supply -50- is • 61 • MOUND FIRE DEPARTMENT ISO Public Protection Classification Ratings Fire Coverage Area With Hydrants Without Hydrants Mound 4 N/A Minnetonka Beach 7 N/A Shorewood 6 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 Classification 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 fall 2006 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. • -51- ADVERTISEMENT FOR BIDS • PROVIDE ONE (1) 3000 - GALLON TANKER/PUMPER With 750 GPM Pump CITY OF MINNETRISTA, MINNESOTA The City of Minnetrista, Minnesota, will receive bids at City Hall until 11:00 a.m. on Monday, March 19, 2007, for one (1) 3000 - gallon tanker /pumper with a 750 GPM pump, according to specifications. All bids shall be made on the proposal form provided by the city and shall be accompanied by a bidder's bond for not less than ten percent (10 %) of the total bid amount. This bid bond shall be forfeited to the city in the event that the bidder fails to enter into a contract. Successful bidder must provide a 100% performance bond at time of contract. Bond must be provided by manufacturer and not sales representative. Bids shall be securely sealed and endorsed on the outside envelope with "Bid on Fire Equipment ". Copies of the specifications and proposal form will be furnished upon request to • any prospective bidder, by the City of Minnetrista. Sealed bids will be opened at 11:00 a.m. on Monday, March 19, 2007 at the Minnetrista City Hall, 7701 County Road 110 W, Minnetrista, MN 55364. The City Council reserves the right to reject any and all bids, to waive irregularities and informalities therein and further reserves the right to award the contract in the best interests of the City. Deviations from the specifications will be considered if proposed deviations are equivalent or exceed specifications, and are noted on the proposal form or attached sheet(s). -52- r� U 0 0 O V �I d iw w y 0 U �I 0 U 0 V A V H O .4 M �Cam o a, O U cu ° PH 0 .5 � � O OA .9 O .s b o � vOj 0 O U 3 � rig O O � a�aaw o ti Cl) CX N bA N H 0 W o O R o O M i y Oo 7T N w0i 0 0 C) Q b O H � Cd. ¢ o v O Q? �a �o O � C> 0i O O N —53— .4 �Cam o a, o 153 cu ° N 0 .5 � � O OA .9 O �a �o O � C> 0i O O N —53— O 0 N N ti .4 ° .5 o � 3 � N O N Gi '�bA U O rA O a`3 0 W OZ O 0 N N ti MSA Mine Safety Appliances Company • P.O. Box 426 • Pittsburgh, PA 75230 Telephone: (412) 967 -3000 Fax No. (412) 967 -3087 March 7, 2007 Kevin Flaig Mound Fire Department 2415 Wilshire Blvd Mound, MN 55364 Dear Kevin: Writers Direct Dial No. • (412) 967 -3003 Enclosed you will find lease documents between Mound Fire Department and Mine Safety Appliances Company that need to be executed. Please sign the document(s) where indicated and return to me in the enclosed envelope. You will also need to include a copy of your Tax Exemption Certificate (if applicable). Failure to return your tax exemption certificate'will result in MSA charging you sales tax on each invoice. A copy of the signed lease documents will be returned to you for your files. Attached is a preliminary amortization schedule for your review. Once you have received the material, a final amortization schedule will be mailed to you along with an invoice in the amount of $11,700.00, which will reflect the down payment for this lease agreement. This final amortization schedule will reflect the correct start date for the lease agreement based on receipt of material. When you receive the invoice, please return your check along with a copy of the invoice. You will receive future invoices from MSA according to the amortization schedule. The invoices are generated automatically in our system on the 15th of the month prior to the due date. If I can be of further assistance to you, please let me know. It has been a pleasure to be of service to. Sincerely, Tammy Skinner Lease Coordinator tas enclosures LOCATION: RIDC Industrial Park 9 121 Gamma Drive • Pittsburgh, PA 15238 F -1508 REV. 8187 -54- • • cd y y tip G� w 3 i o o o ° B cc W t., o �. 4. 64 'Or•' tto UO N an aUi c° °� 00 C� � >UVV v >aOwwdw �aww co tN COD. M r00 -- NMd o A C >, >, cd po W >zwa >zz zzzC Owv� a • ,~ �1 �, � V it •,., -55- O U O 4r U w a� a� w 0 00 0 rn N 0 a m Mound Fire Department Relief Association Pension Study Overview -DRAFT Background: The Mound Fire Department Relief Association and its Pension Plan have historically been well funded and very successful. The conception date of this pension fund, the substantial financial contributions, and the 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 of Minnesota. I believe this successful pension plan and its financial benefits for its retiring (fully vested) members are a major contributing factor to the ongoing Mound Fire Department recruiting and retention success. Proposal: As the Fire Chief and a member of the Mound Fire Relief Board of Directors, I believe it would be in the best interest of all parties involved to support a study of the current pension plan vs. the other available and viable options for improving the plan and improving benefits to the retirees in the future. The study must also compare the future costs of funding the existing pension plan as is vs. the cost of an improved plan; this assumes of coarse that there is an improved pension plan. The current pension benefit retirees, active firefighters, and all the cities that fund the plan should all be interested parties in this study. • Current Pension Plan strengths: • The pension plan has always been very well funded • Funds have been well managed and investments have been quite successful. • The fund balance is over 3 million dollars. • The pension plan been consistent, is well understood, and been in place since inception • The existing plan provides increasing (raises in paid out benefits) and ongoing financial benefits to all retired benefit recipients as investment gains allow. • The current firefighters and the retirees are familiar with the current plan and have accepted the plan as it is. Current Pension Plan weaknesses or issues: The MFD current "monthly benefit plan" vs. a lump sum benefit plan is rare among Minnesota Fire Relief Associations. Only about 1 -2% of the fire department pension plans in Minnesota use the monthly payment benefit plan format that we use 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. • -56- r� � 0 • The current pension plan forces a fully vested firefighter to retire at age 50 years, or lose his/her pension financial compensation benefits. This age limit is no longer appropriate for the times. • All of current retirees drawing a pension continue to get the same pension increases. This seems inequitable for the current firefighters and recent retirees that have made a much higher time commitment. • I have concerns about the pension fund 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 provide consistency and improved 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 (future retirees). • 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. Priorities and Options to Consider: 1. Maintain a fair and equitable benefit package for current retirees, with pension benefit fiscal increases that are reasonable and appropriate. 2. Create a pension benefit transition plan for active firefighters that allows for, and provides options (choices) for a fair and equitable pension benefit. Maybe a five year transition plan that allows for either monthly or lump sum benefits. 3. Establish a new and improved MFD relief pension benefit plan for the firefighter members that will retire further down the road and into the future. A plan that is more appropriate for the time of retirement and level of commitment required. 4. Consider both of these vesting items: a). shorten the vesting requirements in terms of years of service to possibly 10 years with reduced pension benefits b). also provide more financial benefits to those who serve the department more that 20 years. 5. Increase the mandatory retirement age to something above the present 50 years of age, to something higher like 55 or 60 years of age. 6. Consider allowing members a break in consecutive years of service, with credit for previous service time upon return to active duty. Establish clear cut rules for this. Pension Plan Study to possibly include the following parameters: • Regular (possibly annual) benefit increases or cost of living benefit increases for all retirees on the existing monthly pension benefit plan. • Analyze and forecast what the realistic outlook is for continued benefit $$ increases in monthly benefits based upon the current fund balance, anticipated fund investment • performance, and the beneficiaries. -57- • Transition to a financial pension benefits system that allows members to make a one time:, choice of either a). a monthly pension benefit plan or b). a lump sum benefit plan. • Consider shortening the vesting requirements to ten (10) years, with reduced - pension • benefits prorated for members with less than the fully vested time of 20 years. • Consider improving the pension benefits for members that serve more than 20 years, by providing equal financial benefits for each year served beyond the fully vested 20 years. • Consider increasing the mandatory retirement age to 55 — 60 years of age. • Factor into the study the costs associated with the concept of having more than one fire station (multiple fire stations in Minnetrista), and the possibility of staffing and operating 2, 3, or more fire stations. • Evaluate the pension plan "financial impact' and funding requirements of increasing the Mound Fire Department staff to 45 -48 firefighters. What is the long term financial effect and impact, all thing considered. Cost to Fund a Study — Estimate $3,000 - $5,000 GSP 112906 74 LWI • • Mound Fire Department Hires Six New Firefighters Press Release Mound Volunteer Fire Department Announcement Mound, MN — 11/08/2007 — Mound Fire Department has added five volunteer firefighters to its staff effective November 5, 2007. The Mound Fire Department recently increased the volunteer firefighter staff after interviewing numerous excellent firefighter candidates. The newly hired firefighter trainees were selected from an application pool that includes a firefighter applicant waiting list. _ The newly hired firefighter recruits are all Mound or Spring Park residents. The six new firefighters are: Matt Morris, Bryan Gorman, Matt Svihel, Tony Boldon, Matt Kvam, and Jeremy Spader. • The Mound Fire Department was established in 1923 and has had a long and successful history of recruiting and retaining volunteer firefighters. The hiring of the six new firefighters, coupled with the recent retirement of two firefighters creates a staff of 46. This staff includes 44 volunteers, a full time fire chief, and an administrative assistant. This increased volunteer staff is critical to maintaining the department's excellent service quality and performance. This increased staff of firefighters will allow Mound Fire to provide the best possible service to the five service area cities and their residents. Greg Pederson, Fire Chief -59- Mound Fire Department Firefighter Application - Waiting List 11/19/2007 iS0*111 0 • • Application Date Residence Location Count Name Status 1 Kathy Weist 5/24/2001 Orono Hold - Interested Jameson Grad 10/1/2002 Hold -Interested Robert Bradley 10/2/2003 Spring Park Hold - Interested 2 -10 -04 2 Kevin Kautzer 11/8/2005 Mound Active - Interested 3 Kenneth Bencker 1/18/2006 Mound Active - Interested 4 Karl Ricker 2/27/2006 Mound Active - Interested 5 Matthew Erickson 3/8/2006 Mound Hold - Interested 8 -15 -07 6 Jeremy Nordstrom 3/30/2006 Mound Active - Interested 7 Michael Ferrell 8/29/2006 Spring Park Active - Interested 8 Rob Just 9/11/2006 Mound Active - Interested 9 Jonathan Larson 1/15/2006 Spring Park Active - Interested 10 Tim Bozikowski 6/11/2007 Mound Active - Interested 11 Shawn Hayes 10/812007 Minnetrista Active - Interested 12 Travis Senefelder 10/31/2007 Mound Active - Interested 13 Heidi Sava a 11/19/2007 Mound Active - Interested 11/19/2007 iS0*111 0 • • • November 20, 2007 Briefing Paper/Report on Volunteer Workforce Issues Facing the Fire/EMS Delivery System in Minnesota and Our Proposed Legislative Initiatives to Address and Improve Minnesota State Fire Chiefs Association (MSFCA) Minnesota State Fire Department Association (MSFDA) Minnesota Area Relief Association Coalition (MARAC) Fire Marshal's Association of Minnesota (FMAM) Mn Chapter of International Association of Arson Investigators (ULU Problem Statement: Over the past decade (and probably longer), Minnesota has ranked 42nd to 49`' in fire protection costs (Minnesota Taxpayers Association) despite ranking 21' in population. A primary reason for this is the preponderance of fire delivery via the volunteer's firefighter delivery system. Departments such as Bloomington (88,000 population) and Spring Lake Park- Blaine - Mounds View (78,000) still operate as volunteer /combination departments. Compare this to Wisconsin where cities with population of 20,000 and more routinely have career or predominate career departments. Unfortunately, the combination of demographics and societal changes has led to a decline • in the volunteer fire /ems population as evidenced by: • More and more departments transitioning to combination or the hiring of full time staff or duty crews to cover shifts. A typical cost of a career firefighter including benefits is $50,000. The problem is exacerbated by the fact you need a minimum of 3 to 5 responders 24/7/365 for most emergencies and 20 to 25 responder for a working structure fire. • Office of the State Auditor Annual Compilation Report on Volunteer Fire Reliefs that details a decline in active plan members over the past decade despite the population growth in the state. The professional associations believe that the addition of modest incentives to entice individuals to join (tax credits) and once in, an improved pension plan to retain will ensure Minnesota residents continue to receive emergency services in a cost efficient manner. Proposed Initiatives: • Voluntary State Wide Volunteer Pension Plan • Income Tax Deductions (credits) for Volunteer Responders and Employers who allow responders to leave or arrive late to work as a function of emergency response • -61- Voluntary State Wide Pension Plan Current System Facts: • 792 fire departments of which there are 14 all career so no volunteer plan would exist • 693 volunteer plans, thus, about 85 departments have not formed a plan. These are very small rural departments • 89 plans provide a lump sum distribution via a defined contribution plan • 14 plans provide a monthly benefit distribution • 590 plans provide a lump sum distribution via a defined benefit plan • Benefits range, (using 20 years of service for comparison) from $8,000 to $250,000 • The majority of the plans, about 500, pay less than $60,000 in a one time lump sum payment: or, $3,000 per year of service for the 20 years • The volunteer pension is typically the only remuneration the volunteer receives (metro departments typically offer a modest hourly pay) • 17,000 active members as reported to the Office of the State Auditor who conducts oversight of the plans and certifies compliance to Revenue for disbursement of fire aid. • • Volunteer Fire Reliefs rank dead last on investment return at 4.8% vs. 8% for SBI (1997 to 2004) • Volunteer Fire Reliefs (VFR) must administer to same level as large plans in the state, due to decentralized system, VFR's experience the highest plan administrative costs as a percentage of plan assets • Volunteer Reliefs in aggregate hold about 1% ($380 million) of all public pension • plan assets in the state. Volunteer Reliefs account for 98% of all public pension plans. Legislative Auditor Study: • Conducted in 2006 • Presented to Legislature in 2007 • Occurred at the urging/request of the professional associations • Purpose was to determine interest in option to current system • Chart on page 46 indicates 11% of respondents either agreed or strongly agreed state should take over all aspects of plan operation. (Thus 70 to 80 plans want to get out of the business totally. One could conclude that they are not doing a stellar job of investing and administering if this is their fame of mind) • 51 % indicated the desire for an option to the current system; however, 49% either disagreed or strongly disagreed with this. Thus, the plan must be voluntary so those who want to join can. The incentive to join will be twofold; benefit increase and shedding of the administrative and investing burden. Current Status: • Working group formed with members from the three professional associations to work on crafting/drafting a bill • Draft bill completed late September • Final revisions sent to Commission Staff on November 20, 2007 • -62- • Draft Bill Major Provisions: • Creates a 7 member gubernatorial appointed board of directors consisting of active responders, city, township and public members. • Assets managed by SBI • Plan administration by MSRS • Seven benefit levels: $20,000 minimum, $10,000 increments up to $80,000 • Benefit level determined by formula of Fire State Aid multiplied by three year call volume as reported to State Fire Marshal • Mandatory annual municipal contribution of 1% of benefit level per member (example; $20,000 benefit level requires $200 per member municipal contribution per year) • Plans on cusp of benefit level can migrate one level up with accompanying municipal contribution � 0 • • 5 year vesting for plan members • 5 year minimum plan participation prior to receiving increased benefit • Plans in deficit can join and given 10 years to make payments Goals/Benefits of Plan: Provide option for those who want to get back to business of being firefighters and not pension plan administrators, this will reduce burnout and resulting turnover Provide benefit increase to facilitate retention rates thus allowing continuation of present cost efficient system. Next Steps and Needs: Finalize draft bill and distribute via professional association web pages by early December Passage of bill in 2008 session allowing formation of board and plan Funding need of $100,000 for administrative /actuarial work as part of 2008 passage. MSRS to provide staff Funding need of $10 to $15 million (estimated and difficult to do without knowing who joins). The more money and the earlier it is provided gives the investment return greater potential. -63- Tax Deductions /Credits/Incentives Background: The issue of recruitment has been one of great discussion for the past 10 years and despite various efforts, membership continues to decline to the point of being characterized as a crisis in some areas. The 2006 Minnesota Legislature passed legislation directing Commissioner of Public Safety to coordinate the formation of a task force. Participants included Mn State Fire Chiefs Association League of Mn Cities, Mn Association of Townships, Mn State Fire Dept Association Minnesota Professional Firefighters Association and the Minnesota Ambulance Association The final report was issued to the Commissioner on December 15, 2006. Rationale: The ability to recruit volunteer fire and ems responders with the enticement of a pension is difficult at best. The pension system has proven to be an effective tool in retention and can become more effective with the proposed changes. However, the delay in receiving the benefit results in minimal effectiveness in use as a recruitment tool. Additionally, the pension benefit in the vast majority of the state is modest in comparison to the sacrifices required. The addition of a front end is believed to have a more • immediate and regular benefit will have a greater impact on recruiting efforts. Proposal: Provide a Minnesota Income Tax credit, on an annual basis for those members who qualify by providing at least nine or more months of active service, $1,500. The Department of Revenue Fiscal Note placed the annual cost of this program at $24 million estimated 12,700 members would qualify on an annual basis. Additional recommendations from the Study included: Providing a similar tax credit to employers who allowed responders to leave work or arrive late due to an emergency call Provide low cost or no cost access to Health Care (MnCare) No fiscal notes have been prepared for these two items. Prepared by: Nyle Zikmund MSFCA Legislative Chair MnFAC Chair November 20, 2007 nzikmund(& sbmfire. com 612 - 860 -7442 .m • 0 • Brandon Foxworth used an ax as members of the Roseville Fire Department practiced vertical ventilation techniques. Roseville has used around -the -clock duty crews, with part - timers on nights and weekends supplementing full- timers working during the day. Area cities that rely on volunteer firefighters are having to adapt so people are available to respond. By Chao Xione, Star Tribune Last update: November 25, 2007 — 9:59 PM Garrett Grniet was on a movie date with his wife when his pager went off. Yet again, Grniet had to choose between responding to the call for medical help or continuing with his plans while hoping that other volunteer firefighters would answer the page. "The wife looked at me and said, 'Go ahead, "' Grniet said. "And then she realized I took her to a horror flick." A volunteer firefighter for Hopkins and St. Louis Park, Grniet left the theater. But enough others responded that his services weren't required and he made it back before the movie started. The balancing act between personal and work commitments is becoming more of an issue for suburbs that rely on volunteers to respond to everything from fires to rescuing ducklings from a sewer. Some local departments are moving toward different models of operation, including creative incentives to attract and retain volunteers. According to the National Volunteer Fire Council, 72 percent of all firefighters in the country are • volunteers. That's dropped 8 percent over 20 years, said council spokeswoman Kimberly Ettinger. Chiefs in the metro area have noted slipping interest. Minnetonka's chief, Joe Wallin, said he sees a couple of dozen applicants per year instead of the 35 to 40 that used to show interest. The applicant pool in Hopkins has shrunk in half over the years. -65- "This calling them out constantly is a bigger issue for the next generation," Wallin said. "They want a little more stability." • Reasons to get involved Minnetonka and Brooklyn Park are joining the suburbs that are implementing "duty crews," which staff a station with volunteers for set hours every day. In Eagan, three volunteers in their early 20s will be allowed to live at the fire station starting in January - - getting free room and board in return for their availability. "Just trying to think outside the box," said Eagan Fire Chief Mike Scott. Minnetonka, which has 74 volunteers and seven full -time firefighters, will spend about $250,000 to install beds and improve kitchen facilities for its duty crews. The title "volunteer firefighters" isn't quite accurate because the volunteers have traditionally been paid for each call they answer. Serving on a duty crew pays an hourly wage for time spent at the fire station answering calls. In Hopkins, for example, it's $12 an hour. But volunteers said that while the changes are nice, they get involved more for the camaraderie, civic pride and ongoing training that comes with the work. Training involves everything from search -and- rescue drills conducted in a darkened room to find a 180 -pound dummy to hazardous waste clean-up exercises. "It's something new every day," said Hopkins volunteer firefighter and single father Charles Lander, 36. " is a-lot of fun." Hopkins has used duty crews since June 2006, keeping two full -time firefighters at the station to respond to calls, maintain equipment and conduct outreach, such as visiting schools for fire safety and prevention • talks. Chief Dale Specken said he hopes to one day staff his Hopkins duty crews with four people at a time to ease the uncertainty of how many volunteers are able or willing to leave work or personal affairs to answer daytime calls. "During the day, it's pretty hit and miss," he said. "The big thing with volunteer fire departments is that they are constantly looking for daytime personnel," said Tim Vadnais, White Bear Lake's fire chief. Married and with a 2- year -old daughter, Grniet works on the Hopkins crew about four days a week. He worked at a bank when he began volunteering four years ago, answering as many calls as he could on weekends, evenings and lunch breaks. Grniet, 37, no longer works another job, but he continues to juggle firefighting with family life and classes at Hennepin Technical College. "Sometimes it is challenging," he said. "That's why these duty crews are important." Roseville has seven full-time and 48 "part- time" firefighters. The department has used the part- timers on duty crews at night and on weekends for several years, said shift commander David Brosnahan, 25. About two years ago, Roseville began staffing its station 24 hours a day with duty crews, supplementing them last year with three full -time firefighters in daytime shifts. "It was consistency we were looking for," Brosnahan said. Response times have dropped from about six to three minutes, he said. Firefighters also said it gives • them peace of mind because their time commitment is clearer and more stable. .. "It's go01 time management," said Roseville firefighter Andrew Winegarden, 23. "It lets people go home to their_ families." Strains of the commitment - Time.demands at work and home with children's extracurricular activities strain volunteers and potential volunteers, said local_ fire chiefs who began their volunteer firefighting careers decades ago, when stay- at -home moms were common and sports usually entailed neighborhood kids gathering in a park or back yard. Residents are also working farther from their homes. Many departments require volunteers to live or work within a certain distance from a fire station, going as far as to drive the distance with a prospective volunteer with stopwatch in hand to record the time. Brosnahan said Roseville is about to drop its requirement that firefighters live no more than 10 minutes from one of its three fire stations and is working on providing full health care benefits for the part- timers in an effort to recruit and retain more people. "It can tend to be a revolving door," Brosnahan said. Another thing working against volunteer recruitment is the fact that dual - income families don't have the benefit of a stay -at -home parent to free up the other parent to answer calls. Vadnais, the White Bear-Lake chief, has been gathering information for a year about implementing duty crews. For now, however, the city employs an unusual tool to ensure that volunteers are readily available: It rents out three houses near fire stations to volunteers at a reduced rate. The city of White Bear Lake owns two of the houses, and White Bear Township owns the other. Two of the houses are occupied by a number of firefighters, and one is occupied by a firefighter and his family. Also, one fire station has dormitory-style housing rented out at $50 a month. "It's been a very popular program," Vadnais said of the incentives, which have been in place for about 15 years. Scott, Eagan's chief, is trying to tap another source: professionals who work out of their homes. He said the idea came to him when an attorney applied last year. He now counts some stay -at -home mortgage specialists among the ranks. "That's a huge, untapped resource," Scott said. While big cities throughout the Midwest, including Minneapolis and St. Paul, rely exclusively on full - time firefighters, suburban officials say that volunteer departments are here to stay because they are too cost - effective to banish. "I don't particularly think [volunteer departments are] outdated," said Terry Ford, vice president of the Illinois Firefighters Association. "It's in our heritage." Chao Xiong • 612 - 673 -4391 Chao Xiong • cxionizAstartribune.com -67- d' O O N M O CD vm w V) � 0) c •L �1 4 T C O L E 3 Z Cl O O O O O O O O Cl O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O 00 CO 't N O 00 to N O 0 co 00 00 00 00 ti ti ti r— N v 0 0 N M O O N N O O N r O O- N O O O N O O 00 O CA CG rn O O d' d M � CA N O O O O O co 00 00 co CO co O 00 co M co • cG O O N co O T- H w C d � U CL U. U L 42 N ca 4+ O • O O O O O O O O O O O O O O O O O O O M N N T" O to • O O 0 N Lp _ S N O N M O O N N O O N r O O N O O O N (M O co O O cc qe rn N 01 0) O O W co co O fl- O co co d' co ASy,�iNilrr�, INTERNATIONAL. ASSOCIATION OF FIRE CHIEFS axe qtr +0`�. " LEGISLATIVE HOT SHEET ■ The Problem: Many fire departments across the country cannot afford the equipment, training, and staffing necessary to meet a baseline level of readiness. This situation puts firefighters and their communities in danger. Of the nearly $3.1 billion requested from the FIRE and SAFER Act grant programs to fulfill basic fire department necessities in 2007, only $662 million has been funded. ■ The Solution: The FIRE and SAFER Act grant programs augment local funding and provide much- needed assistance to meet these needs. To date, the programs are working well to improve response capability, but much more needs to be done. ■ The Explanation: If you have received a grant under the FIRE or SAFER Act grant programs, explain how you used the money and how it has improved your ability to serve the community. If you have not received a grant under these programs, explain how you could use that grant money. Give a specific example of how a FIRE or SAFER Act grant has helped or could help you serve your community. ■ The "Ask:" Vote to provide the FIRE and SAFER Act funding levels passed by the House of Representatives, $570 million and $235 million, respectively. Funding for the U.S. Fire Administration (USFA) and National Fire Academy (NFA) • The Problem: Many irf a service leaders have been concerned about the level of funding that the USFA and NFA receive, and if they will be able to fulfill their missions. • The Solution: Because America's fire service is critically important to national preparedness and response, the fire service needs to have a strong voice within the U.S. Department of Homeland Security (DHS), and fire programs need a consistent and high level of funding. • The Explanation: Explain the importance of receiving training through the NFA. If you have taken NFA courses on campus or online, explain what you learned and how it has helped you to do your job better. Discuss your local fire department's role in enhancing homeland security and how this increased burden affects your department. • The "Ask:" Vote to provide the $43.3 million for the USFA and the additional $1 million passed by the U.S. Senate to modernize the National Fire Incident Reporting System (NFIRS). Implementation of the Hometown Heroes Survivors Benefits Act of 2003 (P.L.108 -182) • The Problem: The IAFC is concerned about the U.S Department of Justice (DOJ)'s implementation of the Hometown Heroes Survivors Benefits Act, which grants survivor assistance under the Public Safety Officers' Benefits (PSOB) program to families of firefighters and police officers who die of a heart attack or stroke within 24 hours of a line -of -duty activity or training event. At issue is how the DOJ is interpreting the presumption of a line- of -duty death and the definition of "non- routine stressful or strenuous" physical activity. As of November 14, 2007, 66 claims have been denied, 39 awarded, and 178 remain unresolved. Currently, 29 denied claims are under appeal. • The Solution: The Department of Justice should award the PSOB program's benefits mandated by law to the families of public safety officers that died of heart attacks or strokes within 24 hours of a line -of -duty activity or training event. • The Explanation: The presumption of death is clearly defined in the law, the accompanying floor statements, and other legislative history. The legislation was motivated by the fact that police, firefighters, and other public safety officers put themselves at risk every day, including the risk that their stressful and strenuous activity will result in heart attacks or strokes. This is confirmed by the results of a Harvard study published in the March 22, 2007 New England Journal of Medicine, which shows that heart attacks and strokes caused 45% of the deaths that occurred among firefighters. • The "Ask ": Ask your Members of Congress to contact President Bush and the Department of Justice about the families of fallen public safety officers that have not received the PSOB benefits they deserve and push for Congressional hearings to examine the implementation of this program. Vote to provide the House -passed increase of $1.7 million to double the claims review staff of the PSOB office as part of the FY 2008 Commerce, Justice, Science, and Related Agencies Appropriations Act (H.R. 3093). -70- • • Job Protection for Volunteer Firefighters and EMS • The Problem: Volunteer firefighters can be deployed to the scene of a national emergency, but their employers are not required to retain their employment status. • The Solution: Employers should be required to protect the jobs of volunteer firefighters and EMS personnel, who are deployed to emergencies or major disasters. ■ The Explanation: Describe recent mutual aid deployments to Hurricane Katrina and other major disasters. Give concrete examples of how volunteer firefighters can be deployed away from their homes to respond to national disasters, and why these volunteer firefighters should not have their livelihood jeopardized. • The "Ask:" Cosponsor the Volunteer Firefighter and EMS Personnel Job Protection Act (H.R. 1643 and S. 2240), which will prevent employers from firing or demoting volunteer firefighters formally deployed for a maximum of 14 days to Stafford Act- defined emergencies or major disasters. Additionally, encourage Senators to take up and pass H.R. 1684, the Fiscal Year 2008 Department of Homeland Security Authorization Act, which has already passed the House and includes the volunteer job protection bill as Section 513. The House accepted this language by unanimous vote as an amendment on the House floor. Federal Taxation of Volunteer Incentives • The Problem: In many states, the Internal Revenue Service (IRS) has started to tax, as income, property tax rebates and other benefits provided to volunteer firefighters and emergency medical responders, which are commonly utilized to assist departments with recruitment and retention. • The Solution: Amend the Internal Revenue Code to exclude from income and employment taxes any property tax rebates or other benefits provided to volunteers for service. • The Explanation: Explain that taxing such incentives makes them ineffective, and may hinder recruitment and retention of volunteer emergency responders. Further, point out that the number of volunteer firefighters has dropped from a high of 880,000 in 1984 to 823,950 in 2007 according to the National Fire Protection Association (NFPA). Incentives are important for recruitiffg-and retaining volunteers who must struggle to balance their career and family obligations. • ■ The "Ask:" Cosponsor the Volunteer Responder Incentive Protection Act (H.R. 943 and S. 1466). Additionally, encourage your Senators to pass the Heroes Earnings Assistance and Relief Tax Act of 2007 (H.R. 3997), which contains a modified version of H.R. 943 as Section 103 of the overall bill. HR. 3997 passed the House on November 6, 2007. Tax Incentives for Retrofit of Fire Sprinkler Systems • The Problem: Buildings without sprinklers are a life hazard. • The Solution: Retrofitting existing buildings with sprinklers would improve public safety and reduce fire deaths. Improving a federal tax incentive would encourage building owners to retrofit by reducing the depreciation period for investments in sprinkler systems. • The Explanation: Use an example from your community about why a particular fire would not have been as devastating if the building had had a sprinkler system, or how a sprinkler system improved your ability to contain a fire. The NFPA has no record of a fire killing more than two people in a completely sprinklered public assembly or educational, institutional or residential building where the system was working properly. • The "Ask:" Cosponsor the Fire Sprinkler Incentive Act of 2007 (H.R. 1742 and S. 582), which will provide economic incentives to building owners to retrofit their buildings with fire sprinklers. -71- DATE: TO: FROM: March 20, 2008 Mayor and City Council Bonnie Ritter, City Clerk SUBJECT: 2007 Department Annual Report PERSONNEL 5341 MAYWOOD ROAD • MOUND, MN 55364 -1687 PH: (952) 472 -0600- ` FAX: (952) 472 -0620 WEB: www.cityofmound.com The City Clerk's Department consists of myself and Jodi Rahn. I have been with the City since February of 2001 an-d—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, sorting, and reconciling water and sewer bill payments, scanning city records on the Laser Fiche system, scheduling the Depot rentals, performing the administrative side of the Cemetery, and assisting in the administration of elections. She also is the "go -to" person for other Departments on special projects. HRA PROCEEDINGS There were 18 regular meetings and 2 special meeting of the Housing and Redevelopment Authority in 2007. There were also 8 resolutions adopted by the HRA in 2006. CITY COUNCIL PROCEEDINGS The City Council had 23 regular meetings, and met 11 times in special session, for a total of 34 meetings in 2007. One of the 11 special meetings was regarding the proposed budget for 2008. printed on recycled paper -72- RESOLUTIONS AND ORDINANCES • In 2007 the Council adopted 105 resolutions. The resolutions that have to do with land use must be certified and recorded with Hennepin County. There were 15 ordinances passed, published and effective in 2007, 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 46 General Licenses and /or Permits in 2007. This category includes liquor licenses, garbage collectors, tree removal, and public gathering, among others. General Licenses and /or Permits generated $18,150 in revenues in 2007, compared to $16,985 in 2006. The Depot generated $3,950 in 2007, compared to $4,125 in 2006. There were 69 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 1 * days when the Depot was used, but only 50 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 The historic records that were previously transferred to microfiche have now been converted to Laser Fiche. The original records were retrieved from the MN Historical Society and transferred to CD's so that the obsolete microfiche equipment can be disposed of. There is much more we can do with this system by adding software, etc., and we hope to be able to do this in the future. Many cities that use Laser Fiche utilize the Agenda Manager software. Agenda packets can then be produced in paperless format, making the whole packet accessible through our website. This feature eliminates the need to print paper agenda packets, having the Councilmembers access the packet • electronically. This is something to think about for the future. -73- CEMETERY • Revenue from grave site purchases and site locations totaled $4,200 in 2007, compared to $4,100 in 2006. Seven grave sites sold in 2007. 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 2007; 9 for casket burials, 7 for urn burials, and 7 for monument placements. ELECTIONS 2007 was a non - election year for the City of Mound. Be prepared, however, because 2008 should be a doozy! DEVELOPMENT AGREEMENTS There were no new development agreements executed in 2007. NEWSLETTER There were four issues of the City Contact sent out in 2007. The newsletter is now being published in- house, which creates cost savings of about $700 /issue. We now send our print -ready publication via CD -ROM to the printer and after the proof is approved the printer delivers the newsletters to the post office. We pay approximately $2,000 an issue for the newsletter, with about $1200 of this being printing costs and approximately $800 for postage. STREET RECONSTRUCTION PROJECT There were 346 parcels included in the 2007 Street Reconstruction Project. Unlike in past years, we did not certify any special assessments for the street project in 2007. The Council decided to delay the assessment hearing until the summer of 2008, in order to have more accurate construction costs and actually allow time for the project to be completed. This delay also enables me to have more time to get these assessments certified to the County Auditor. With their deadline being November 30th of each year, and having to give property owners 30 days to prepay their assessments after the assessment hearing, I usually only had 2 -3 days to prepare the final assessment for certification to the County. This time constraint was always a challenge in the past, so to have more time will be advantageous, plus it will cut out the main complaint that I received, being residents could not justify paying in full for the project when it wasn't complete. • -74- 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. Ul I* 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. -75- CITY OF MOUND March 26, 2008 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 2007 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 2007. • The year 2007 was a productive one in the Finance Department. I would like to thank the staff of the department, Joyce, Collette and Sue, for their hard work during this challenging year. The department would also like to recognize Gino Businaro as he retires, for his 15 years of dedication and service to the citizens, elected officials and employees of Mound. Respectfully, Catherine Pausche Acting Finance Director printed on recycled paper -76- • C7 • � 0 FINANCE DEPARTMENT My first responsibility is the supervision of the Finance Staff. The current personnel in the Finance Department are as follows: NAME TITLE STARTING DATE Sue Schwalbe Accounts Payable Clerk 09 -15 -99 Collette Roberts Accounting Clerk/Payroll 03 -12 -99 Joyce Nelson Utility Billing Clerk 05 -31 -77 Catherine Pausche Finance Director 09 -01 -06 The Senior Accountant position is currently open due to my promotion to Finance Director after the retirement of Gino Businaro. Accomplishments of 2007 • 3,592 residential accounts that are billed quarterly on a cyclical basis (the City is divided into three billing districts). • 140 commercial accounts that are billed monthly. • In 2007 more than 2,000 checks were issued which totaled $13.8 million. Wire transfers and electronic payments totaled $52 million. • In 2007 more than 1856 payroll checks were issued to employees and more than 386 were issued for other payroll related purposes for a total of more than $4.2 million. • Completed the Radio Read implementation with the exception of a 12 properties. • Converted Recycling program to single sort, biweekly pick -up with Allied Waste as the new contractor. Participation increased from 36% in January of 2007 to 62% in January of 2008. • Renewed the contract with NRG for leaf -drop off and held a fall and spring clean up day. • Converted from Medica to Healthpartners Medical Insurance Plan and implemented a High Deductible Health Plan with Health Savings Account option. • Annual Levy and Budget: Starting in June of 2007, we worked with the City Manager, all Department Heads, and the Council to prepare a preliminary and final levy and budget to meet the statutory deadlines. • Financial Audit: In May of 2007 we presented to the City Council the Comprehensive Annual Financial Report for the year ended December 31, 2006. The report is required by the State. It was audited by the Independent Auditor and it was submitted to the State Auditor, to other Federal and State Agencies, to the County and the local school district, and a summary was published in the local newspaper. Again, we received the Certificate of Achievement for Excellence in Financial Reporting (19th consecutive year). • Coordinated the calculation and payment of the Arbitrage Rebate on the 2002 Bond Issues. • Municipal Bond sales: In 2007 the City sold bonds in the amount of $5,260,000 for the 2007 street reconstruction, for Water and Sewer Funds, and for Police, Street and Parks Equipment. Moody's Investor Services rating was Aaa. • Updated the Key Financial Strategies Plan in May of 2007. It was the first update since the original plan was created in 2005. -77 Efforts underway • Fill vacant Accountant position. • Training and Disaster Recover Planning to prepare for major catastrophic events as required by Federal and State Security Agencies. • Implement the audit requirement to document specific internal accounting controls and internal controls in general with more active participation in the preparation of the annual financial report. Create /update employee manual to ensure adequate communication of key policies and procedures. • Increase control over Capital Assets by improving documentation, taking inventory and properly accounting for additions and disposals. • Perform periodic update of Financial Management Plan and monthly reporting analysis to ensure cash flow requirements are met, fund balance levels are adequate and credit ratings stay intact. • Coordinate the assembly of TIF documentation and ensure compliance with State statutes and optimization of the use of funds. Work with Planning Department and City Attorney to ensure proper execution of our developer agreement. • Determine whether or not an Arbitrage Rebate is due to the IRS on the 2003 Bond Issues. • Review of the City web page with possible improvements. • Evaluation of the City computer and technology needs. • Goals /needs of the department: • Personnel: Assemble the right people to meet the ever increasing duties and responsibilities of the Department, including cross training. • Training: Conference and training dollars at a level that will enable us to get the education and skills necessary to perform our jobs in an efficient and professional way. • • Technology: All computers owned by the City should have the same capabilities with the same versions of software and operating system. Automate processes where possible and take advantage of new technologies to improve efficiency, information and analysis. CONCLUSION Thank you for having given me the opportunity to point out the areas of special note in the operation of the Finance Department. Thanks to a dedicated staff and the resources made available by the City, the year 2007 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. • No PRELIMINARY AS OF 3 -26 -08 BUDGET REVENUE REPORT 100.00% -79- 2007 2007 YTD PERCENT BUDGET REVENUE VARIANCE RECEIVED GENERALFUND Taxes 3,643,886 3,660,846 16,960 100.47% Business Licenses 19,600 18,150 -1,450 92.60% Non - Business Licenses /Permit 243,300 197,520 - 45,780 81.18% Intergovernmental 318,060 320,985 2,925 100.92% Charges for Services 92,000 98,073 6,073 106.60% Court Fines 100,000 53,387 - 46,613 53.39% Street Lighting Fee 108,000 105,182 -2,818 97.39% Franchise Fees 298,000 318,380 20,380 106.84% G.O. Equipment Certificates 165,000 168,783 3,783 102.29% Charges to Other Dpts 12,000 8,137 -3,863 67.81% Park Dedication Fees 0 3,300 3,300 0.00% Other Revenue 262,500 326,227 63,727 124.28% TOTAL REVENUE x,262.346 5.278.968 2� 100.32% FIRE FUND 828,890 845,741 16,851 102.03% DOCK FUND 155,573 169,281 13,708 108.81% MOUND HRA 92,281 97,342 5,061 105.48% WATER FUND 950,000 922,697 - 27,303 97.13% SEWER FUND 1,450,000 1,469,182 19,182 101.32% LIQUOR FUND 2,400,000 2,525,960 125,960 105.25% RECYCLING FUND 158,500 174,894 16,394 110.34% STORM WATER UTILITY 135,820 213,852 78,032 157.45% INVESTMENTS (Net of Exp) 666,931 -79- PRELIMINARY AS OF 03 -26 -08 CITY OF MOUND BUDGET EXPENDITURES REPORT 100.00% Area Fire Service Fund 2007 2007 2,088 PERCENT Dock Fund BUDGET EXPENSE VARIANCE EXPENDED Capital Projects 1,480 GENERAL FUND - 3,046,905 Parking Deck 1 0 Council 84,590 80,692 3,898 95.39% Promotions 5,500 5,500 0 100.00% City Manager /Clerk 336,445 331,060 5,385 98.40% Elections 2,850 2,153 697 75.54% Finance 362,470 357,915 4,555 98.74% Assessing 86,950 87,969 -1,019 101.17% Legal 135,460 123,812 11,648 91.40% City Hall Building & Srvcs 112,270 85,110 27,160 75.81% Computer 13,950 12,279 1,671 88.02% Police 1,743,398 1,748,942 -5,544 100.32% Emergency Prepardeness 7,100 6,383 717 89.90% Planning /Inspections 431,051 371,050 60,001 86.08 % Streets 889,269 953,032 - 63,763 107.17% Parks 465,399 423,516 41,883 91.00% Park Dedication Fees 60,000 126,285 - 66,285 210.48% Cemetery 10,447 8,557 1,890 81.91% Recreation 5,000 5,000 0 100.00 Transfers 467,783 467,782 1 100.00% Cable TV 43,000 44,032 -1,032 102.40% Contingencies 16,700 8.274 8,426 49.54% GENERAL FUND TOTAL 5.279"632 x,249 343 30.289 Area Fire Service Fund 828,621 826,533 2,088 99.75% Dock Fund 195,609 129,291 66,318 66.10% Capital Projects 1,480 3,048,385 - 3,046,905 Parking Deck 1 0 4,799,869 - 4,799,869 TIF 1 -2 Downtown Mound 0 1,988 -1,988 TIF 1 -3 MHR 0 64,715 - 64,715 Water Fund 1,085,060 1,188,898 - 103,838 109.57% Sewer Fund 1,398,168 1,499,952 - 101,784 107.28% Liquor Fund 528,186 548,042 - 19,856 103.76% Recycling Fund 171,531 193,227 - 21,696 112.65% Storm Water Utility 143,040 137,769 5,271 96.32% no • 0 is � 0 � 0 § 2 R k 940 o a \ � � 2 0 me #A (D (D G w $ p- W) 0 C 2 � § _ « R S § � § 8 S ° % Cl E o n d © $ B G A . 2 o oo ■ M CV) ® — . © @ . cli V - . o _ m 8 8 8 8 © ° G A ° 8 C o E � C C 0 0 0 o co (D C p- le tr) co a co � � co _ w EL > � q � ^ C o < _ Q CO) 14 \ d g $ 't q v It It I . ui % 8 @ 8 § ■ C le § k k d d IL « U ■ D o CL f . � 7 ® L) 8 k IL o o t U) d u z a ■ % , w a 0 k IL a & § 9 ■ 2 a E ° ƒ w w e § z a A & / / / k k S o b & A A 2 { �. e Q w w 2 n / / \ w w O ® ■■ w V) k ! § § U 3 ■ ■ 2 § R ! ■ ■ LL U. ■ k « « « ; m & m 0 / ■ § § 0 ® k \ k \ ( / ( ( m E m ■ ■ o . § q ca IV § § C C 0 0 0 o \ me Mound Community Development Department Annual Report to City Council 2007 On behalf of the Planning and Building Inspection Department, I am pleased to present the 2007 Annual Report to the City Council for review and consideration. PERSONNEL 0 � Department Staff. The Planning and Building Department is staffed by Administrative Assistant Jill Norlander who was hired in February 2001. My tenure as Community Development Director for the City of Mound began in July 2001. The Planning and Building Department is also provided technical support from Planning and Engineering Technician Ray Hanson who was hired in May 2005. Building Inspection. The Building Official position was eliminated in Jannuary 2005 and full -time building inspection services were assumed by Waldron and Associates on a contract basis. Dan Menth is the designated Building Official for the City of Mound. Planning Services. Effective January 2008, Rita Trapp of HKGI will again be providing consultant planning services to the City of Mound. Interim planning services were provided by Jeff Miller for most of 2007. 0 � 59 2007 BUILDING PERMIT SUMMARY Building Permit Information 2003 -2007. Year Building Valuation Permits Issued 2007 258 $10,855,936 2006 329 $17,709,317 2005 385 $14,148,260 2004 393 $17,348,680 2003 523 $22,271,695 2007 Highlights. • Completed 2nd year of City policy requiring the submittal of "foundation" and "as- built" surveys for new construction projects. • Completed the 4th year of implementation of PermitWorks, the building permitting software program. • Completed 3rd year of contracting for building inspection services with Waldron & Associates. Scott Qualle, President of Waldron and Associates, gave a presentation to the City Council in 2007. • Year 2 implementation of GIS system for P &BI and Engineering Departments. COMPLAINTS AND ORDINANCE ENFORCEMENT The Planning and Building Inspections Department continues to provide assistance and support to other City departments with regard to code complaints and nuisance related issues. • The majority of complaint and /or other related issues (ie. construction problems, exterior storage, drainage, etc.) are handled by Community Service Officer Brian Clark and Planning and Engineering Technician Ray Hanson. • Staff continues to review and revise ordinances to address deficiencies within the City Code. An update of the City Code is underway. Im • Longstanding uncompleted building projects and / or nuisance issues were resolved on Longford Road, Westedge Boulevard and Gull Lane. • The cooperation the P /BI Department has received from the Police Department has been exemplary and the P /BI Department applauds the efforts of Ray Hanson, Brian Clark and Chief Kurtz. Additionally, City Manager Kandis Hanson and the Police Department are to be complimented for their strong support of the "Operation Clean Sweep" program. PLANNING COMMISSION ADMINISTRATION 2007 Planning Commission Cases. A total of (32) land use cases were submitted to the City of Mound in 2007. Members of the Council are advised that (51) cases were reviewed in 2006; (84) cases were reviewed in 2005; and (36) cases were reviewed in 2004. 2007 Projects List~ The following includes a list of major projects undertaken by the Planning Commission: • Annual review of PC work rules. • 2030 comprehensive plan update. Note: Document currently under 6 -month agency review. • Amended Mound City Code to include new regulations as follows: - banners and portable signage - Shoreland Overlay District (SOD) regulations for twinhomes - fence standards for commercial districts - accessory sheds in business districts • Researched electronic signage and need for possible amendment(s) to City Code Chapter 365. PLANNING AND BUILDING INSPECTIONS DEPARTMENT PROJECTS Listed below is a list of projects which were undertaken and /or completed by the Planning and Building Inspections Department. It is important to note that several of these projects were done in cooperation and with assistance from other City Departments and consultants: • Land use and building permit fee ordinance amendment(s). • Prepared shoreland overlay informational handout following approval of "Flexibilty Request" by DNR. • Stormwater Pollution Prevention Plan (SWPPP) implementation and annual reporting (June 2007.) 0 ME, • Mound Harbor Renaissance (MHR) downtown redevelopment project: - LCDA grant extension request. - Snowmobile trail permit from DNR for Lost Lake channel connection to Maywood Road in cooperation with Westonka Snowmobile Club. - Little League Baseball Association (Wolner Field) parking lot improvement project in cooperation with MCWD. - Joint MCWD /City funding agreement(s) for innovative stormwater projects in downtown Mound. - Project Team meeting agenda coordination and distribution. - TOD grant application and award for Deck 2 in Auditor's Road ($200K.) Transit District parking deck project - TOD grant reimbursement (in cooperation with E /PW and Finance Depts.) PLANNING AND BUILDING INSPECTION DEPARTMENT RECOMMENDATIONS Joint Planning Commission / City Council Communication. City staff would like the City Council to continue its policy of meeting annually with the Planning Commission to continue discussion regarding cooperative projects. 2008 Projects List. The following list includes the preliminary projects list for the Planning Commission / Staff for 2007. • 2030 comprehensive plan update and commencement of formal review process. • Review of City Code chapter(s) per annual joint PC /CC workshop. • City Code update (in cooperation with City Departments.) • Preparation of new rental regulations and inspection program (in cooperation with WAL, Mound Fire and Mound Police Departments.) SUMMARY On behalf of the Planning and Building Inspections Department, I would like to express my sincere thanks to the City Council and Planning Commission for their dedication and commitment to our department and to the City of Mound. The countless hours that are spent on land use and permitting issues do not go unnoticed. Additionally, I would like to thank the other City departments and consulting staff that have provided assistance and staff support throughout the year. It is an honor and a privilege to work with such wonderful and talented individuals who assist in- every area. of my job and also make it fun to come to work every day. As always, we welcome any suggestions or comments that the City Council may have. You can be assured that we will continue our endeavors to improve efficien department. cy and customer service in our • •I :. PUBLIC WORKS AND PARKS 2007 ANNUAL REPORT I. Parks Department 2007 Annual Report .. ............................... 1-5 II. Public Works 2007 Annual Report ........ ............................... 6-8 III. Public Works Department 2008 Capital Improvements ............. 9-10 IV. Public Works Department Work Plan/ Initiatives .....................11 -13 • lei • -r CITY OF MOUND Parks Department 2007 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, Transit Center Parking Deck 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, a part -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 (POSC) were • combined into one Commission in 2006. The Parks, Open Space and Docks Commission ( POSDC) is set up to act as advisories for bringing recommendations to the City Council regarding their respective issues. General Comments During 2007, 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 Park, Alwin Park and Wieland Park. In 2005 a new play structure was completed at Belmont Park. For 2007 the POSDC has replaced the play structure at Tyrone Park. In 2008 play structures at Scherven Park and Philbrook Park are scheduled for replacement. 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 responsibility comes a highly visible commitment of how the City is going to respond to development. It is staff's belief that this amenity is high priority for maintenance scheduling. The Streetscape and Greenway will be a daily visit for the Parks crew • to provide a well groomed entrance into the main business area of Mound. 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 2007. City Beaches The lifeguard program was not funded for 2007. Municipal Cemetery The Mound Cemetery was established in 1884, operating under an 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 2007, 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, 2 non - 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 2007. Adult, resident Adult, non - resident Baby, resident Baby, non - resident Ash Burial, resident Ash Burial, non - resident Locate Maintenance Agreement Ash Burial on top of casket 2007 $600 $850 $300 $400 $300 $400 Actual cost (Min $25) $15 $ 50 .a 0 401 • • 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, 2007, the yearly total of hazardous tree removals from City property was 66 trees removed, 3 stumps chipped, 3 trees trimmed that posed a hazard, and 5 sites had brush removed. From private property, 5 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 2007 approximately 16 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. • Municipal Dock Sites The 2004 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 2007 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 2007 the Docks Program saw 535 boats registered at the 312 dock sites and 97 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. 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. -91- On 12/31/2007, the 2007 Dock Fund balance was approximately $183,426 and the reserve fund had $25,000. 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.) 0-1 $100 /per day Mound Resident FREE Mound Westonka Community Civic and Non -Profit is Charitable Organizations Fees were waived on 48 groups, resident payments totaled $3,300.00, non - resident payments totaled $1,300.00. Total rental payments received were $4,600.00. 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. 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. -92- is 1 • Parks, Open Space and Docks Advisory Commission In 2006 the Parks and Open Space Advisory Commission and the Dock and Commons Advisory Commission were mer ed to ether t o f o m th a P ar k s O p S e d D oc k AA—; 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 2007: • Park Districts • Distribution of funds allotted for park improvements • Park planning for new developments • DOCKS & SLIPS: • Issues discussed and reviewed in 2007: • 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. -93- • g g en pac s sory "e CITY OF MOUND Public Works Department 2007 Annual Report 2007 At A Glance The 2007 street improvement project was not completed but will be this spring with the placement of the final wearing course of bituminous. A number of new watermain gate valves were installed along with new watermain. We did three storm sewer projects this year. One at the South end of Gladstone, Highland Blvd, and the West end of Maple Road. The new lift station on Arbor Lane was put into service and the wet pits for the new lift stations on Sinclair and on Baywood Shores were also constructed and will be completed early this summer. Publics Works also refurbished two plow trucks and a new front end loader. 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: is 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 in charge of both Public Works and Parks. Vicki Weber is the full - time Administrative Assistant to both Public Works and Parks. Joyce Nelson, a full -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; Scott Kivisto, Harry Strickland, and Brian Welch. There are 3 full -time employees in the Water Department; Steve Tacheny, , Brian Berent, and Matt Morris. 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. Two years ago, we 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. • ., Street Department • 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. 10 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, 2 1 -ton dumps with plows and sanders, 1 skid -steer and 2 snow machines for the 11 miles of sidewalks. This year we also cleaned the Central Business District and are now maintaining the parking ramp. Right -of -way repair and maintenance began in the early spring of 2007. This included repair of watermain break patches, tree trimming, hanging summer banners, storm sewer cleaning, and street sweeping. Street sweeping is a huge, time consuming task. We have 2 street sweepers, 2 sidewalk 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. The City storm sewer system is very large with 584 catch basins, which are cleaned once a year, and 84 sump catch basins, which are cleaned twice a year. While we still contract out the larger repairs, the storm water fees we now receive allow us to make yearly repairs and upgrades to the system. Public Utilities: Water Public Utilities for the City of Mound consists of 2 departments; water distribution and sanitary sewer collection. Public Utilities operates much like a business. Revenues are generated from the sale of water to over 3500 customers, from meter sales, and service charges. Salaries, benefits and operating expenses are paid from the revenues received. There are also two budgets prepared for Public Utilities; one for the Water Department and one for the Sewer Department. In 2007, the Water Department budget was $1,085,060. The Sewer Department budget was $1,398,168. Line item expenses for both departments do not vary much from year to year. The biggest percentage of the budget each year is for capital outlay, workers compensation, liability insurance and the Met Council sewer charges. -95- The City has 4 wells, one booster station, and a combined storage of 700,000 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, meter readings, tower inspections and hydrant flushing. In 2007, we pumped 302,000,000 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 expected to continue with the 2008 Street Reconstruction Project. Storm Sewer There are 545 storm catch basins, and approximately 55 outlets. The systems is being upgraded through are Street Reconstruction Project. Last year we upgraded 5 storm sewers in different parts of the city. We will start a program for the cleaning of the storm outlets in 2008. Scheduled maintenance for cleaning the lines begins in the spring of each year. 00 • lI \) Public Works Department 2008 Capital Improvement Projects & Initiatives Street Reconstruction Proiect As part of the 2008 street reconstruction / rehabilitation project approved by the Council, areas in Dutch Lake 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. This includes watermain upsizing in specific areas as necessary to improve pressure. 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. • 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. • Seal Coat Program No seal coat is scheduled to be performed this year. Storm Sewer The City Engineer is reviewing locations that are in need of storm sewer improvements for 2008 Sanitary Lift Stations Two sanitary sewer lift stations are proposed to be reconstructed this year. One is located at Mound Bay Park and the other is at 5330 Bartlett Blvd. New underground wet pits and control panels, pumps, and SCADA are included in the proposed project. -97- Inflow / Infiltration Study • The City Engineer completed a study of the sanitary sewer lift stations and Inflow / Infiltration into the sewer lines. The results of this study will determine where the city needs to perform pipe lining in future years to come into compliance with the Metropolitan Council Environmental - Services directive to reduce the amount of I /I or pay surcharge penalties. It is anticipated the city will be able to avoid the surcharge by following the study recommendations. 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 this spring and connect with Shoreline Drive. The project is scheduled for bid opening in April. OTHER HIGHLIGHTS • Public Works staff is researching the availability of grants for a variety of possible projects. Examples are for Homeland Security on City infrastructure, Parks, and stormwater improvements, and redevelopment. • 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 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. • FAA CITY OF MOUND Public Works Department Work Plan / Initiatives Capital Improvement Proiects • Annual City Street Reconstruction / Rehabilitation • Annual Retaining Wall Replacement • Upgrade SCADA system • Lost Lake Greenway • MHR Development • Inflow / Infiltration Study • Sanitary Lift Station Reconstruction Surface Water Management _ • Annual Review of Surface Water Management Plan to insure compliance with administrative and maintenance requirements • Annual Review NPDES II permit and insure compliance • • Annual Review Storm Water Pollution Prevention 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 go 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 • Upgrade /reconstruct lift stations • Coordinate as needed with proposed development Water • 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 • Develop multi -year Seal Coat Program -100- is U • • • Upgrade office filing system and record retention • Develop mini GIS capacity • Develop updated inventory of City's infra - structure and mapping. • Implement GIS street and utility mapping capabilities when completed by consultant. -101-