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2011-04-19 CC Agenda PacketPLEASE TURN OFF ALL CELL PHONES & PAGERS IN COUNCIL CHAMBERS. AGENDA Page 1. CALL MEETING TO ORDER 2. DEPARTMENT HEAD ANNUAL REPORTS A. LIQUOR STORE — MANAGER JOHN COLOTTI 1 -7 B. POLICE DEPARTMENT — POLICE CHIEF JIM KURTZ 8 -17 C. FIRE DEPARTMENT — FIRE CHIEF GREG PEDERSON 18 -59 D. CITY CLERK'S DEPARTMENT — CITY CLERK BONNIE RITTER 60 -63 E. FINANCE DEPARTMENT — FINANCE DIRECTOR CATHERINE PAUSCHE 64 -66 F. COMMUNITY DEVELOPMENT — CD DIRECTOR SARAH SMITH 67 -72 G. PUBLIC WORKS DIVISIONS 73-87 1. PUBLIC WORKS a. PUBLIC WORKS DIRECTOR CARLTON MOORE b. PUBLIC WORKS SUPERVISOR RAY HANSON 2. PARKS AND DOCKS a. PUBLIC WORKS SUPERINTENDENT JIM FACKLER 3. ADJOURN • Harbor Wine &Spirits • Annual Report 2010 • To: Mayor, City Council and City Manager From: John Colotti, Manager, Harbor Wine & Spirits Re: 2010 Annual Report Harbor Wine & Spirits provides our community with a great service. In addition to giving our customers a pleasant 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 in 2010 will again contribute to the financial well being of the City of Mound. The City of Mound, like many other municipalities in the State of Minnesota, operates liquor stores for two critical reasons: To control the sale of alcohol in the community and to generate revenue for the city. In one of the very first phases of the redevelopment of Mound in 2003, the Mound liquor store changed its' location and its' name to Harbor Wine & Spirits. The marketing concept of the new store was to get away from the "hole in the wall" image and create a more upscale atmosphere, with a larger selection and more professional service. By building on all of the positives that had been established at the old Mound Liquor, Harbor Wine & Spirits has established itself, (and continues to establish itself) as THE premiere wine & spirits destination of Westonka. Harbor Wine and Spirits is a member of the Minnesota Municipal Beverage Association. The MMBA is a statewide association of Municipal Liquor Store facilities. Its purpose is to assist members in operating their stores more efficiently and economically through education and consultation. The MMBA is also our strongest voice in the on -going legislative battle against the "Wine in Grocery" legislation, which if passed would allow the sale of wine in the state's grocery stores. Any changes in the current State Statutes that would allow the sale of wine in grocery stores would not only be detrimental to the financial well being of this community, but would also increase the risk of underage consumption and abuse. The staff of Harbor Wine & Spirits strives to provide a pleasurable shopping experience for all of its' customers. We accomplish this by providing an unparalleled level of customer service, a professional attitude, along with a clean and healthy shopping environment. We also possess the most complete selection of Wine, Spirits and Beer in the Westonka region. 2 • Harbor Wine & Spirits is managed by myself. I possess 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 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. The year 2010 was again a profitable year. The unaudited Summary Analysis for the year ended December 312010 revealed sales have increased to just under 3 million dollars and that we experienced an overall gross profit percentage of 26.89 %, and net assets of over $390,000. 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 two full -time clerk positions, resulting in the unfortunate release of two individuals in mid -April. However, the financial impact of this reduction in staff saved approximately $80,000. As we have witnessed the Wine category has been our most profitable category. Due to this category's profitability, Harbor Wine & Spirits will continue the promotion of this category extensively. In December of 2010, we featured a one week sale of a 30% discount on all wine $30 or more. The Liquor and Beer categories also witnessed solid growth. The year 2010 also was a year of change for Harbor Wine & Spirits. We identified a need to drastically reduce inventory levels in order to maximize profits. We ended the year 2010 with a $112,000 reduction in inventory from year end 2009. We will continue to reduce inventory in the year 2011, until we arrive at an overall total we identify as best. I have involved the help of the MMBA on this subject, for additional guidance and support. Another area we altered in order to maximize profitability was our business hours. We decided that opening the store at 9:00a.m. weekdays instead of 8:00a.m.would reduce operating expenses drastically without harming profitability. 2011 will be our first full year of this alteration. We will continue to be open on such holidays such as Labor Day, Memorial Day and Independence Day. We also altered our long - standing Senior Citizen policy. Senior Citizens had previously been offered a 10% discount on all liquor items every day of the week. In November we 3 began offering the discount on Tuesdays & Fridays only, coinciding with Jubilee's Senior Discount day. We continue to discover new opportunities to expand our existing customer base with weekend wine samplings, aggressive wine sale pricing and a Wine & Beer of the Month program. We are also continuing our standard annual storewide wine sales each year. We feel strongly that we are becoming THE wine and spirits destination on this side of the lake, as we had forecasted. • • 4 MINNESOTA STATUTES 2010 471.6985 • 471.6985 MUNICIPAL LIQUOR STORE. Subdivision 1. Publish balance sheet, operations. Any city operating a municipal liquor store shall publish a balance sheet using generally accepted accounting procedures and a statement of operations of the liquor store within 90 days after the close of the fiscal year in the official newspaper of the city. The statement shall be headlined, in a type size no smaller than 18- point: "Analysis of ......(city)...... municipal liquor store operations for ......(year)...." and shall be written in clear and easily understandable language. It shall contain the following information: total sales, cost of sales, gross profit, profit as percent of sales, operating expenses, operating income, contributions to and from other funds, capital outlay, interest paid and debt retired. The form and style of the statement shall be prescribed by the state auditor. Nonoperating expenses may not be extracted on the reporting form prior to determination of net profits for reporting purposes only. Administrative expenses charged to the liquor store by the city must be actual operating expenses and not used for any other public purpose prior to the determination of net profits. The publication requirements of this section shall be in addition to any publication or posting requirements for financial reports contained in sections 471.697 and 471.698. The statement may at the option of the city council be incorporated into the reports published pursuant to sections 471.697 and 471.698, in accordance with a form and style prescribed by the state auditor. Subd. 2. If $350,000 sales, audited statement. Any city operating a municipal liquor store with total annual sales in excess of $350,000 shall submit to the state auditor audited financial statements for the liquor store that have been attested to by a certified public accountant or the state auditor within 180 days after the close of the fiscal year, except that the state auditor may • extend the deadline upon request of a city and a showing of inability to conform. The state auditor may accept this report in lieu of the report required by subdivision 1. • History: 1981 c 331 s 3; 1984 c 543 s 66; 1992 c 592 s 14; 2010 c 191 s 11 Copyright © 2010 by the Office of the Revisor5f Statutes, State of Minnesota. All Rights Reserved. FINANCIAL STATEMENT MUNICIPAL LIQUOR STORE, CITY OF MOUND, MN. The City of Mound hereby submits a statement of the financial affairs of the Municipal Liquor Store for the year ended Dec. 31, 2010, 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, Catherine Pausche Finance Director CITY OF MOUND -MUNICIPAL LIQUOR STORE BALANCE SHEET (UNAUDITED) December 31, 2010 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 TOTAL NET ASSETS (LIABILITIES) $ (326,672) 430,931 • 1,116,784 . 21,960 1,243,004 112,048 740,000 852,048 376,784 107,178 (93,006) $ 390,956 0 • SUMMARY ANALYSIS OF MOUND MUNICIPAL LIQUOR OPERATIONS (UNAUDITED) For the Year Ended December 31, 2010 OPERATING REVENUES Sales $ 2,738,975 Cost of goods sold 2,002,456 Gross Profit 736,519 Gross Profit as a Percent of Sales 26.89% Operating Expenses 553,018 Operating Gain 183,501 Nonoperating Expenses 56,727 CHANGE IN NET ASSETS 126,774 NET ASSETS, JANUARY 1 264,182 NET ASSETS, DECEMBER 31 $ 390,956 ADDITIONAL INFORMATION Transfers from Liquor Store Profits to City Funds: Seaicoat Fund $ Capital Outlay General Fund TOTAL TRANSFERS $ 7 Aloundpolico Vopdrtmont 2010 ?Ynnual koport • • C U Dear Mound Residents, Mayor, and Councilmembers: It is with great pride that I present to you the 2010 Mound Police Department Annual Report. This report highlights police response statistics, community education, patrol and investigation activities, and significant events from the past year. In 2010, the Mound Police Department continued to provide professional police services to the residents and business owners in Mound despite being down two -and -a half staff positions. As you will see, the police department was called upon to respond to a variety of situations. Our department takes a very proactive approach to keeping our community safe through traffic enforcement, cross -walk guard, alcohol and tobacco compliance checks, the Predatory Offender Registration Program, the Safe &Sober Program, and Operation NightCap. In addition, the department provides drug education through our D.A.R.E Program, crime prevention through our senior citizen TRIAD Program, Boots - n- Badges Safety Fair, Night to Unite, Virtual Crime Prevention Block Club, Vacation House -Check Program, School Liaison Officer Program, Police Explorer Post, and we continue to participate and coordinate the Lake Area Emergency Response Unit. This past year the police department had a number of significant events that I would like to share with you. Members of the department revived a young child who drowned in Lake Minnetonka, the Mound Police Explorer Post won two State Championship Awards, Administrative Assistant, Shirley Hawks successfully completed the department's Bureau of Criminal Apprehension date and systems audit, members of the Mound Police Department organized and hosted the `Evelyn Bruce" Fundraising event that raise over $40,000 to help Evelyn and her family pay for medical expenses, Sergeant Mike Sussman successfully prepared the police department for the State of Minnesota and Hennepin County Detention Facility Audit, Detective Jami Wittke received state honors from the Minnesota Sex Crimes Investigator Association for her outstanding work in apprehending and successfully prosecuting a man who coerced his 12- year -old niece into a sexual relationship by forcing her to live as though they were married. In addition, members of the police department arrested and successfully prosecuted three parties responsible for a burglary ring that involved communities in Hennepin and Carver counties, and our Drug Task Force seized over five million dollars worth of illegal drugs. The mission of the Mound Police Department is to provide professional service to our citizens and to protect life and property. Our officers and staff take on this responsibility with enthusiasm, dedication, professionalism, and personal commitment! Thank you for your continued support of our department. Sincerely, %A or, xek� James E. Kurtz Chief of Police I. Statistics CRIME SUMMARY PART I CRIMES Homicides Criminal Sexual Conduct Robbery Felony Assault Burglary Larceny Vehicle /Boat Thefts Arson TOTAL PART II CRIMES Child Abuse /Neglect Forgery/NSF Checks Criminal Damage to Property Weapons Narcotic Laws Liquor Laws DWI Simple Assault Domestic Assault Domestic (No Assault) Harassment Juvenile Status Offenses Public Peace Trespassing All Other Offense TOTAL PART 1118 PART IV Property Damage Accident Personal Injury Accidents Fatal Accidents Medicals Animal Complaints Mutual Aid Other General Investigations TOTAL Henn. County Child Protection Inspections TOTAL 86 13 0 549 153 137 8.834 9,772 21 383 11,021 74 89 373 333 95 10 • • CASES CLEARED OFFENSE CLEARED CLEARED By REPORTS UNFOUNDED EXCEPT ARRESTS ADULT JUVENILES 0 0 0 0 0 0 16 6 2 5 7 0 2 1 0 1 1 0 6 1 1 2 2 0 26 7 4 2 4 2 199 19 20 29 17 15 14 4 2 2 2 0 5 0 0 2 2 0 268 38 29 43 35 17 10 3 2 4 5 0 8 0 1 1 1 0 78 6 5 4 4 1 11 0 2 4 3 1 55 2 1 52 48 7 67 1 1 65 80 16 49 0 1 48 47 1 36 6 17 6 6 0 45 1 3 42 38 4 60 0 0 0 0 0 29 4 14 1 1 0 32 2 3 27 0 35 32 0 4 26 21 7 22 4 1 17 16 1 43 7 5 33 28 5 577 36 60 330 298 78 86 13 0 549 153 137 8.834 9,772 21 383 11,021 74 89 373 333 95 10 • • r1 �J MOUND POLICE DEPARTMENT POLICE /CRIME ACTIVITY REPORT FIVE -YEAR COMPARISON 2006 2007 2008 2009 2010 Hazardous Citations 330 160 281 168 174 Non - Hazardous Citations 470 494 608 846 990 Hazardous Warnings 128 123 64 76 68 Non - Hazardous Warnings 794 204 569 605 596 Verbal Warnings 1,228 963 1,058 1,071 1,202 Parking Citations 462 156 327 235 228 DWI 72 60 59 61 49 Over .10 BAC 61 52 51 55 43 Property Damage Accidents 102 114 102 114 86 Personal Injury Accidents 23 14 27 12 13 Fatal Accidents 0 0 0 0 0 Adult Felony Arrests 73 39 44 48 43 Adult Misdemeanor Arrests 318 318 390 408 363 Juvenile Felony Arrests 26 17 11 22 18 Juvenile Misdemeanor Arrests 109 125 89 110 79 PART I OFFENSES Reported 341 309 272 240 268 Cleared 99 115 99 97 110 Arrests Made 46 47 43 62 52 PART II OFFENSES Reported 718 710 712 674 577 Cleared 490 454 475 480 426 Arrests Made 426 396 460 473 376 Medicals 485 479 465 542 549 Animal Complaints 311 318 258 154 153 Ordinance Violations 1,461 1,665 475 289 383 Other Public Contacts 8,441 8,111 7,863 8,052 8,834 Mutual Aid 99 161 212 177 137 TOTAL 16,011? 14,431 13,934 13,959 14,853 MOUND POLICE DEPARTMENT 2010 YEAR CITATIONS CITATIONS ADULT JUVENILES • DWI 48 0 More than. 10 BAC 43 0 Underage Drinking /Driving 0 0 Careless /Reckless Driving 7 3 DAR/DAS 90 0 Open Bottle 3 0 Speeding 93 2 No DL or Expired DL 25 5 Restriction on DL 4 5 Improper, Expired or No Plates 83 1 Stop Arm Violations 0 0 Stop Sign Violations 18 1 Fail to Yield 4 0 Equipment Violations 63 0 Hit and run 2 0 No Insurance 125 1 Illegal or Unsafe Turn 3 1 Over Centerline 1 0 Parking Violations 228 0 Crosswalk 1 0 Animal Ordinances 4 0 Code Enforcement 18 0 Seat Belt/Child Booster Seat 177 5 Overweight Vehicles 15 0 Miscellaneous Hazardous 35 3 Miscellaneous Non Hazardous 37 8 TOTAL 12 1,129 35 • • MOUND POLICE DEPARTMENT 2010 YEARLY WARNINGS WARNINGS ISSUED ADULT JUVENILES Insurance 109 7 Traffic 66 2 Equipment 87 4 Crosswalk 0 0 Animals 38 0 Trash /Derelict Autos 57 0 Seat Belt 9 0 Operation Clean Sweep 146 0 Hazardous Miscellaneous 0 0 Non - Hazardous Miscellaneous 137 2 TOTAL 649 15 WARRANT ARRESTS Felony 8 1 Misdemeanor /Gross Misdemeanor 65 1 II. Police operations Investigative Division In 2010, the Mound Police Investigative Division was comprised of Lieutenant John McKinley and Detectives Dan Niccum, Jami Wittke, and Brent Rasmussen, who served on the Drug Task Force. Our investigative Unit says very busy and the year 2010 was no exception with the Division investigating serious crimes including; deaths, burglaries, sexual assaults, adult 13 and child protection incidents, and theft. Many of these incidents required search • warrants, administrative subpoenas, witness interviews, and many hours of investigation. Detective Jami Wittke was recognized by the Minnesota Sex Crimes Investigators Association for her work in successfully prosecuting a Mound resident who coerced his 12 year -old niece into an illicit relationship by maker her believe she was his wife. The Investigative 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. Patrol Division Our patrol division consists of eight patrol officers, a police K9, and is supervised by Sergeants Ken Beck and Mike Sussman. In 2010, the Patrol Division worked to keep the City of Mound by actively working traffic control, DWI enforcement, business checks, neighborhood patrol, and by performing special security details at events like the "O.L.L.Blast" and the fire department "Fish Fry." Our Patrol Division is the most visible component of our department as they are the ones • who respond to medical emergencies, domestic disputes, thefts, and in- progress calls. As was the case on August 5, 2010, when Officer Paul Hooper and Sergeant Mike Sussman responded to a "drowning" call on Lake Minnetonka. The officers, along with members of the Mound Fire Department, Ridgeview Ambulance crew, and local residents, performed C.P.R on the seven year -old victim and he was later revived at the hospital and survived the terrifying ordeal. 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 our fleet and building, maintain our on -site kennel, and help cover the front office. In addition, they perform cross -walk duties at Grandview Middle School and coordinate our crime prevention activities. In 2010, the police department was authorized 1.5 FTE's: full -time employee, Mike Wocken, and part-time employees, Zack Hway (left Aug. /2010), Stewart Simon, and Philip Spanjer. Reserve Officer Unit The Mound Police Reserve Officer program has a rich tradition of providing community service to the City of Mound. Each year the brave men and women of the Reserve Unit volunteer hundreds of hours keeping our community safe by providing; prisoner transports, emergency call -outs, traffic 4tro1 at car accidents, special event security, • and house checks. Team members receive specialized training in defensive tactics, advanced first -aid, traffic control, interviewing and observation, and department operating procedures. The quality of the Mound Police Reserve Program was best illustrated in 2010 when four of the reserve officers; Timothy Hughes, Jeremiah Lee, Richard MacElroy, and Zack Hway were hire as full -time licensed police officers for three different police agencies and have all successfully completed their agencies' field training programs. In 2010, the team was lead by Reserve Lieutenant Richard, Sergeant Stewart, and 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 Richard MacElroy 413.75 Tamie Steele 67.75 Stewart Simon 593.05 Jeremiah Lee 34.75 Phillip Spanjers 405.50 Zack Hway 91.75 Lori Sande 64.50 Jen Ingbretson 227.20 Scott Isaacson 31.75 Matt Cohen 22.00 Mike Fulton 51.00 Chad Dressel 41.90 TOTAL 2,044.90 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 2010, the Task Force continued as one of the most active Task Forces in the State, seizing over $5,000,000 in illegal drugs. 15 2010 Task Force Statistical Overview Search Warrants executed 84 Arrests 64 Firearms seized Rifles 5 Handguns 9 Shotguns 16 Total 30 Marijuana seized High grade 3,811.00 grams Low grade 179.25 grams Marijuana grows dismantled 20 Plants seized 970 Cocaine /crack seized 169. 90 grams Methamphetamine seized 247.50 grams Prescription meds /designer 206.50 tablets drugs TOTAL STREET VALUE $5,215,812.00 OF DRUGS SEIZED IV. Community Policing In 2010, 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. 16 • • • 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. • 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 2010, Detective Dan Niccum was selected as the 2009 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. Evelyn Bruce 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 In 2010, we made significant improvements and upgrades to our workstation computers, • we replaced five squad car MDC computers, and our patrol and investigative fleet is in excellent condition. In the next budget cycle the department must consider a Records Managements System (RMS) to maintain proper compatibility with state, county, and neighboring community record systems and to improve department efficiencies. 0 17 2010 Annual Report 2415 Wilshire Boulevard Mound, MN 55364 Main: 952.472.3555 Fax: 952.472.3775 www.moundfire.com Vision Statement: It's our vision to be known as an innovative and progressive fire department. We are dedicated to the delivery of effective fire suppression, rescue services and quality fire safety education to the public. • We strive to offer the best available education and training to our members. We are committed to providing an environment which fosters teamwork among members. We desire to have an atmosphere of open communication which promotes the health and welfare of individual members. This Annual Report is prepared for the Mayor and Councilors for the City of Mound, and also the Mayors and Councilors of the four other cities we serve. This report is also presented to and reviewed with our Mound Fire Commission members. i:7 • • 2010 Annual Report Section I Overview & Highlights Section II Organization and Staff Information Section III Department Activities And Performance Measurement Section IV Apparatus & Equipment Section V Facilities (no documentation) Section VI Finances & Budget Section VII Strategic Plan Initiatives Section VIII Fire Department Challenges And General Information 19 Mound Fire Department 2010 Annual Report Overview and Highlights This Overview and Highlights section provides a general, but important summary of the Mound Fire Department activities, accomplishments, and goals met for the year 2010. The detail and support documents provided within this 2010 Annual Report provide much more comprehensive information significant to the Mound Fire Department and the fire department operations. Please contact Fire Chief Greg Pederson if you have any questions, comments about the information, or would like to discuss any of the issues. General Note: This Annual Report is prepared for the Mayor and Councilors for the City of Mound, but also the Mayors and Councilors of the four other cities we serve. This report is also presented to and reviewed with our Mound Fire Commission members. Introduction and Overview The year 2010 was another productive year for the Mound Fire Department. We continued to work the Strategic Plan which focuses on hiring and maintaining our firefighter staff, continuing to implement our Apparatus Replacement and Efficiency Plan, tightening budgets with conservative financial management, maintaining our fire service contracts, and studying options for improving our Fire Relief Association Pension Plan. Our well trained and active paid -on -call firefighter staff remains our most vital asset. In 2010, our firefighter staff was reduced by two firefighters as our staff went from 43 to 41. It is important to note that the nationwide and local trend is that less people are volunteering as firefighters, so we are fortunate to have had much success in hiring and maintaining our staff of dedicated firefighters. Footnote: we currently have a waiting list of firefighter applicants. The dedication and commitment of the Mound firefighters that help uphold the service quality of the Mound Fire Department. In 2010 our calls for service for Fire and Rescue call activity increased slightly from the 2009 call for service levels. Our fire department emergency call outs in 2010 were 557 vs.551 call outs in 2009. Our firefighter response hours for the year were up minimally and about 7% higher than the 2009 levels with a total firefighter emergency response hours at 11,990 hours. The time commitment and effort that is required by firefighters continues to increase (refer to detailed breakdown which shows department activity). One very significant change occurred in our department administrative staff in the fall of 2010. In September 2010, we reduced our administrative assistant staff person to "half time" or 20 hours per week. This staffing change was necessary for budget balancing reasons, administrative efficiency reasons, and a need to reallocate some of our budget dollars. This annual report, like reports in the past will focus primarily on what I consider the essential components necessary to meet the ever changing needs of the fire service, including: administration and organization issues, staffing resources, apparatus and equipment needs, facilities, strategic planning, anticipated chal20iges, 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 staff. We currently have a staff of 41 volunteer firefighters, plus one part- time administrative assistant and a full time fire chief. We currently have a waiting list of applicants for the firefighter position. The following points about organizational resources are supported by the documentation and graphs included in the pages that are included in the report. • We did not hire any new probationary paid -on -call firefighters in 2010, and actually reduced our paid -on -call staff of firefighters by two. • There were two firefighters that left the department in 2010 for retirement, upon completion of 20 years of active service. Firefighter Dr. Kevin Sipprell retired on 4/06/2010 and Firefighter Dan Grady retired on 12/06/10. • Fire and Rescue calls for service were steady and at a typical level in 2010, however the department remains very active. Although call activity was considered to be at a relatively normal level, the overall activity level was quite demanding with a total of 11,990 personnel hours spent at fires and other emergency calls (refer to the 2010 activity report). • Mutual Aid requests and mutual aid personnel hours for Mound Fire increased significantly in 2010. The trend of increased requests for mutual aid will likely continue because of lack of resources at area fire departments, especially during daytime hours. We should anticipate • mutual aid requests for assistance will continue to be at higher rates than in the past years. • Our fire department response continues to generate an average of 20 -22 firefighters per emergency call. This high number of responders is an particularly good response, as compared to many other volunteer or paid fire departments. • MFD firefighters also worked a significant amount of hours on apparatus, equipment, and station maintenance in 2010 for a total of 1,214 hours. • In 2010 our staff training hours was high at 2,823 hours. Our fire department staff is well trained and more diversified than ever. We know that staff training is absolutely critical to our success. All of our members are 100% certified as Firefighter I, Firefighter II, and EMS First Responder. • Our fire department staff including all fire officers and firefighters are skilled as well qualified with a total of 437 years of accumulated firefighting experience. Our firefighters, through hard work and dedication continue to put in many volunteer hours, with a conservative estimate of all work by firefighters in 2010 at 18,497 hours. Apparatus and Equipment In 2010, we continued to work on our plan to implement our Apparatus Replacement and Efficiently Plan. We have made some major changes in our apparatus fleet and are making the transition to more efficient lower cost apparatus. Capital Expenditure spending on apparatus and equipment was rather significant in 2010. Changes to our apparatus fleet and other important related topics were as follows: • In 2009, we issued equipment certificates in the amount of $250,000 to support apparatus, tools, and equipment purc'2ies in 2010. • In the spring of 2010, we took delivery of a new 2010 Freightliner 1250 GPM Tanker • Pumper truck, with a 2000 Gallon Water tank (unit cost of $ 228,725). • Also, in early summer 2010, we took delivery of a new 2010 Chevrolet Tahoe 4 x 4 Duty Vehicle that is fully equipment (unit cost of $ 29,622) • Our 1980 Sutphen 100' Aerial Ladder truck is now over 30 years old, it has become obsolete, requires constant care and maintenance, and needs to be replaced soon. The ladder truck has had many ongoing operational and functional failures or problems. The truck operational failures have often been a safety concern. NOTE: The cost of replacement for a 100' Aerial Ladder truck depends upon the path we choose (i.e. buy new truck, buy used truck, or refurbish existing truck). The cost of a new aerial ladder truck that is similar in size and performance to ours would be approximately $935,000. In any case we need a ladder truck for fire response and suppression, high level rescue, in support if our fire protection contracts, and our ISO Public Protection Classification in all cities. The Fire Commission has asked me to make the ladder truck replacement a priority topic and a standard agenda item at the 2010 Fire Commission meetings. There have been numerous conversations about the ladder truck replacement throughout 2010, and the ladder truck is listed in the Capital Plan Equipment Plan for replacement in 2012. Note: We continue to analyze and consider new concepts to meet our ever changing needs for fire apparatus and equipment. We believe our fire apparatus replacement program plan considers all of the practical and available options for prudent and cost effective apparatus replacement purchases in the future. The Fire Commission meeting discussions often deal with apparatus needs, replacement plan, and future purchases. Representatives from each contract city are given the opportunity to weigh in on the capital apparatus purchases. Facilities The Mound Public Safety Facility remains ideal for our daily administration, staff activities, apparatus housing, equipment storage, training, and emergency response operations. There were only a few insignificant facility issues that needed attention in 2010. Facility Notes: We are still interested in the possibility of refinancing the Public Safety Facility Debt to lower our facility interest expenses and help the overall budget. The call date on the bonds is not until 2012. Refinancing could be a savings in the future if we can achieve lower interest rates. The City Council and City Administrator in Minnetrista continue to inquire about creating a fire district, especially as Minnetrista develops. At some point our friends and neighbors in Minnetrista will be adding fire stations in their growing community. The Minnetrista — Mound Fire protection project will be a Public Safety necessity for the city in the future. The City Officials in Minnetrista are very supportive of Mound Fire Department and will likely • want us to actively participant in the Minnetrista fire protection plan. We believe we have a great working relationship with all of our fire protection contract cities. 22 0 Finances and Budget The Mound Fire Department expenses for 2010 were under budget. Please refer to the budget summary page in this report for the 2010 budget vs. expenditures and financial details. • The fire account reserve fund balance at the beginning of 2010 was $185,354 with an estimated ending reserve balance of $208,335 at the end of 2010. • Through careful and conservative spending, the fire fund balance actual increased by approximately $72,681 to a year end balance of $258,202. • In 2010, I submitted a Centerpoint Energy Grant request for a 3 new four- gas monitors and a calibration system. We were awarded a grant for $1,900 to purchase these items. • The Mound Fire Department Relief Association Pension Fund made additional financial strides in 2010, with a positive investment return of 12.12 %. The MFD Relief Fund gained $408,700 in value throughout 2010 which included the 2010 pension deposits or contributions (refer to integrated performance review summary report). The fund value on 12/31/09 was $4,114,415 vs. fund value year end 12/31/10 was $4,523,115. NICE! Challenges for the Future We are well aware of the nationwide trends and the struggles that many paid -on -call fire departments face today and challenge that are anticipated in the very near future. While the challenges are many, the primary ones are: recruiting and retaining volunteer firefighters, maintaining the financial support and budgets needed to support apparatus and equipment purchases, wisely managing fire and emergency call volumes in consideration of firefighter or staff time commitment, and sharing services (mutual aid or other) among communities to insure efficient high quality service. In late 2010, and in an effort to be proactive with regard to sharing services with our neighbors, the Cities of Mound, Minnetrista, and St. Bonifacius applied for a Minnesota Department of Public Safety "Fire and Rescue Shared Services Grant". This grant program is intended to fund and allow communities to study viable options for improving local fire and rescue services. We were fortunate to be awarded a grant in the amount requested which was about $39,800. This study project is moving ahead and will be completed in 2011. In 2010, the Mound Fire Commission and Mound Volunteer Fire Department Relief Association Board of Directors authorized the funds needed to perform a study of the existing pension plan. An actuarial consultant, VanIwaarden and Associates was hired to assist as an advisor and perform all of the tasks as defined in the pension plan study overview and details. The results of the pension plan study and all relevant data is currently being analyzed and evaluated. to determine the financial impact and feasibility. There will be more information to come on this very important topic as the pension plan is critically important to the long term success of the fire department staff. • Strategic Plan and Initiatives In 2004, I began a Strategic Plan Initiative with a focus on four key areas including: Personnel or Staffing, Budget and Financial Management.23pparatus and Equipment, and Facilities. Many of the plan initiatives have been completed and /or are ongoing. While this Strategic Plan is a roadmap to long term success, significant progress has been made on these initiatives with more work to be done. Implementation of this strategic plan is essential to the success of the Mound Fire Department in the future. Summary The year 2010 was another very successful year for the Mound Fire Department. We believe we have continued to serve our residents and customers well by providing an essential service at a low cost with a high value. There has been no budget or cost increase from 2009 to 2010. Our staff of firefighters and office personnel, apparatus, and equipment has continued to be maintained as our key strong elements. We also have very nice functional fire station facility. As we look to the future, we anticipate improving and expanding our department operations further by partnering with Minnetrista as part of their expanded fire service protection plan. A Minnetrista partnership (and possibly a fire district concept) will lead to more efficient use of our fire staff, apparatus, and equipment. A fire partnership or fire district will most likely be a financial benefit to the residents of Mound, Minnetrista, and possibly St. Bonifacius, plus provide an added benefit to all of the fire protection contract cities as well. We thank our city officials, staff, fire commission members, and citizens for their continued cooperation and support of the Mound Fire Department. 0 Respectfully submitted, Gregory S. Pederson Mound Fire Chief 12 April 2011 24 • • 0 J v NO A� M LO \ to C O V) Q� 7 O m L 3 Ul) N 0 N y N N y E- W— L M-4000z0•-+= CL CL - 100000 O zN Vt .L- 0200000000000000 Ct t� .-� .-a .-4 � .-4 .-4 .-4 O .-4 O =icy N N N N N N N N N N N N N N N N N N N N `X w d u" c cy o oco cy 0 N+ cm O• + .N� .Ni .Na .N- rN -�N-� .Nr .N-� PI Z s d v s N * .-� N I- to N y N w 01 .-r •-+ .�. N u v 'L 'L C C C Q Q d N 01 N 01 N +- +- 4- +' } +� t t y n p Q C v a o v v v v v o ...� ..� 25 c L E N L � a co t- o V L II. d \ a L H O \ a, 0 } O y Q 01 LM = N H N N > L c U- H N 't' L y Vf LL. Q Q F-1 d Cl .N d AO V1 C L O S y L d L L V 4- O d D 0 .r 0 \ W4 O Y N y E- CL CL rn O �_ Vt } 7 Ct t� H s d v s N * .-� N I- to N y N w 01 .-r •-+ .�. N u v 'L 'L C C C Q Q d N 01 N 01 N +- +- 4- +' } +� t t y n p Q C v a o v v v v v o ...� ..� 25 c L E N L � a co t- o V L II. d \ a L H O \ a, 0 } O y Q 01 LM = N H N N > L c U- H N 't' L y Vf LL. Q Q F-1 d Cl .N d AO V1 C L O S y L d L L V 4- O d D 0 .r 0 \ W4 O Y � O }1 O .� N� Q J• Q N V y 0 2 co oa } c d u" c aaY o oco 0 s d v s N * .-� N I- to N y N w 01 .-r •-+ .�. N u v 'L 'L C C C Q Q d N 01 N 01 N +- +- 4- +' } +� t t y n p Q C v a o v v v v v o ...� ..� 25 c L E N L � a co t- o V L II. d \ a L H O \ a, 0 } O y Q 01 LM = N H N N > L c U- H N 't' L y Vf LL. Q Q F-1 d Cl .N d AO V1 C L O S y L d L L V 4- O d D 0 .r 0 \ W4 O n\ W � M L LO �a t Q� C L O O V-4 N m Zi L *b 3 W4 lw O N C v LL. c wn v N � AY O CO . - Q � i � O •V a to N 4 H i� O L •_C lL CL Q y L E fa - N = 4- N 4j 0 s o� rn V r %n � V N O V H y y L Q 6 LL y w, W v a y=3� � W Y L � V p v " o� } v N v N t3 _ D p y M = v d s y y °) t 3 y 4- N d N o y I- tilt -� C- a o o v- d 3 s d Y !�h0 jm�14C t > S F'yN2 V C v CL V J LO M N O O c O y M to m y -= O Q O� N C = pij N d N o y I- tilt �U- tilt Y_ a CL d �► v ca 4- t > S N V C V *t-owcccccmm L } a v° C. i d N +: W v° u.. N V N N O O to L �L m L t3 L c 7 O > .d tilt �U- tilt Y_ CL d �► v ca +- .� A r1 N 0 o L } a v° C. i 26 v d' M W" • .-4 .-4 } V J • 0 y -O Y Y O N O O '$ d N •v N to ° lL O V F7 Y _ O Q CD to E'7 a f'7 0 U +: N CL o v U 0 0 N o E b 0 N L y 7 = O CL d �► v A +- Y S N 0 o .-4 .-4 } V J • 0 y -O Y Y O N O O '$ d N •v N to ° lL O V F7 Y _ O Q CD to E'7 a f'7 0 U +: N CL o v U 0 0 N o E b 0 Over 20 years 15 - 20 years 10 -15 years 5 -10 years Under 5 years 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 Captain 11 5 TIM PALM 5/1/1989 17 6 EDDIE VANECEK 11/4/1991 34 Captain 14 7 DENNIS WOYTCKE 3/2/1992 24 8 PAUL BABB 9/13/1993 28 9 CHRIS POUNDER 9/13/1993 36 10 BOB CRAWFORD 3/21/1994 6 11 JASON MAAS 5/2/1994 32 Lieut.11 12 JOHN LARSON 3/6/1995 5 13 RICH ROGERS 10/16/1995 19 14 ROGER KRYCK 12/4/1995 27 15 BRUCE GUSTAFSON 2/5 /1996 11 Captain 12 16 MATT HENTGES 5/6/1996 14 Captain 15 Fire Marshal 17 18 MATT TONY JAKUBIK MYERS 11/17/1997 5/4/1998 37 33 19 DARREN POIKONEN 12/19/1998 30 Captain 16 20 KEVIN FLAIG 4/19/1999 7 Lieut.12 21 BRIAN BERENT 4/24/2000 1 22 STEVEN HENKELS 9/10/2001 2 Lieut.14 23 MIKE MCCARVILLE 1/6/2003 35 24 JOSH CLEMONS 5/10/2004 23 25 MIKE FOLEY 5/10/2004 16 26 PAUL JOLICOEUR 5110/2004 39 27 MARK LEE 5110/2004 40 28 DERAK ANDING 7/26/2004 3 29 JASON RICE 7/26/2004 42 30 ANDY DRILLING 5/20/2006 25 Lieut.15 31 BEN FOSTER 5/20/2006 29 32 BEN GOTTSCHALK 5 /2wow 26 33 TONY BOLDON 11/5/2007 12 34 BRYAN GORMAN 11/5/2007 21 35 MATT MORRIS 11/5/2007 44 36 JEREMY SPADER 11/5/2007 45 37 MATT SVIHEL 11/5/2007 46 38 AARON CRANDALL 10/512009 8 39 JEFF HARRISON 10/5/2009 10 40 SHAWN HAYES 10/5/2009 38 41 MIKE SHEPHERD 10/5/2009 41 27 1/5/2011 Over 20 years 15 - 20 years 10 -15 years 5 -10 years Under 5 years Mound Fire Department 2010 Activity Report EMERGENCY CALLS FIRE /RESCUE CALLS 2010 IN OUR PRIMARY SERVICE AREA 533 MUTUAL AID CALLS 2010 OUT OF OUR SERVICE AREA 24 TOTAL OF ALL FIRE /RESCUE CALLS IN 2010 577 INCLUDING MUTUAL AID FIREFIGHTER EMERGENCY HOURS FIRE /RESCUE PERSONNEL HOURS 2010 IN OUR PRIMARY 10,673 SERVICE AREA MUTUAL AID FIRE/RESCUE PERSONNEL HOURS 2010 1,317 FIRE /RESCUE PERSONNEL HOURS 2010 11,990 INCLUDING MUTUAL AID FIREFIGHTER HOURS BREAKDOWN FIRE /RESCUE PERSONNEL HOURS IN 2010 11,990 INCLUDING MUTUAL AID MAINTENANCE HOURS IN 2010 1,214 TRAINING (IN HOUSE) HOURS IN 2010 2,823 TRAINING (OUTSIDE) HOURS IN 2010 1,182 MEETING HOURS IN 2010 874 PUBLIC RELATIONS / FIRE PREVENTION 414 TOTAL VOLUNTEER HOURS FOR 2018 18,497 J: \admin \Performance Measurement Staff\Fire Call Percentage\2010 Information\2010 Incident Report • • • Mound Fire Department 2010 Activity Report 2009 vs. 2010 2009 2010 Fire / Rescue Calls In Our Primary Service Area 542 553 Mutual Aid Calls Out Of Our Service Area 9 24 Total Of All Fire / Rescue Calls Including Mutual Aid 551 577 Fire / Rescue Personnel Hours In Our Primary 10,735 10,673 Service Area Mutual Aid Fire / Rescue Personnel Hours 420 1317 Fire / Rescue Personnel Hours Including Mutual Aid 11,155 11,990 Fire / Rescue Personnel Hours Including Mutual Aid 11,155 Maintenance Hours 1,096.5 Training (In House) Hours 2,541 29 e:\2010 fire dept staff response activity, and mutual aid\activity report 2009 vs 2010.doc 11,990 1214 2823 C d E CL d U. c 3 O Fd U m C 3 O .a Y m N L O (1 t dD V=- O U- L �) Ln � i '1 0 'n N NI N een Ln � Ln r4 M N *f* *r, N Ln two � co tk0 M O 0 o 'n NI Ln T4 w Ln co C" N co 00 ^ C v � m t0 ,Y to 'p a O G p C % C O N2=V) 2 30 m d-� OE� N C O1 N 94 V4 N N In Ch Rt vq 94 0 co 01 00 "I IA cc N m U M O Fa- a x o P-j • 0 • U C � CL 0 0 U. V O U N O r O N LO O Ln O to o M M CN N T- Sligo 31 v Q .a O O N O L L C) t� N m Y C O N c c .O N C C od r— ca a 0) C �L Q. Y • v U dU E It � � N Q. 0 � o ®_ L t UL O° 20 O O O O O O O ° 0 0 0 0 0 0 0 [� CC to ti tr3 N �- sinoH 32 'a Q O w O .a O 0 L CO m Y O cr CU m v � 4) c c Y to a rn c M CL .o c 0 C 'C O CL a� -o 0 co .Q c 0 0 rn c d LL U m LL c a� E 0 0 a� a� c pq a 'c E 9 Mound Fire Department Call Breakdown by City for 2010 City # of Calls I Fire Related I Rescue I # of Personnel Hrs. I % of Total Mound 329 145 184 6,347 Minnetrista 80 40 40 1,585 Spring Park 108 34 74 2,045 Minnetonka Beach 32 23 9 602 Shorewood 4 2 2 94 Total 40 Maple Plain St. Boni Orono Minnetrista Brooklyn Park Elk River Excelsior Loretto Wayzata u Total GRAND TOTAL 553 244 309 10,673 Mutual Aid Breakdown By City For 2010 # of Calls I Fire 3 3 0 89 Maple Plain 3 3 0 110 St. Boni 5 5 0 196 Long Lake 7 7 0 435 St. Boni 1 1 0 90 Brooklyn Park 1 1 0 120 Rogers 1 1 0 21 Excelsior 1 1 0 60 Loretto 2 2 0 196 Wayzata 24 24 0 1317 33 E:12010 Fire Dept Staff Response Activity, and Mutual Aid12010 Incident Report -2003 0 010 to cc a O CL O 7 N O LL c N w 3 C O = 02 ML W o co N N r O O O �34� piV len ;nW o� o N O O O N O O O N O O N N � � } r_ C7 O 0 N O O N M O O N N O O N • • • E s • C 0 LO QL = O �p N a �o 0 EL N C � O a O O O O O O O O N O co w 'Q N r r r sinOH 35 op o�N O O O N O O O N O O N N >. _ O ' O N S O N M O O N N O O N C -5 d 5 C r V- � O d '~ N � W � = co LL u O C�p N Q O in O La V) in O L O t O O t Ln Iq v M M N N V- •- iunoH 36 0 0 N a7 O O N m 0 N _ 0 0 N • 0 • • • C d d � E d a c CD W via L L �s c oL 21& O O O O O o O O O O COO co N O COD (00 N sinoH 37 O O N O O O N O O O N ti O N � c t{f � c o O N 0 0 N V O O N M O O N i C d e E I t L CL i+ d i L � LL LL C Op i a o a a a o o a �rj m N N � sjnOH 38 0 O N O O O N I ti O O N LO Z_ } Z 9 c0 1- O e N 0 O O N O O N V) O O N 4 0 c c 1= d t 0 0 S C 5LL 7 !0 0 c 0 0. 40-0 x 'c E • 0 0 Fel(D t` h dO co 00 ti 00 (3) O 00 (G (G (O (O (O Cfl (fl (O (O (fl c0 39 O dr- � O N G O tm r Q d o 0: g _ ;U) O o LL. z CO) o JJ d M M M I t O t o O t C ) O 'tt (O `t N t - - r• t o 00 4A C O MC � 00 L la � v S W V1 d ii W G c W W = c of ce w U. 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O LL 2::) MOUND FIRE DEPARTMENT 201012011 Apparatus and Equipment pp Unit Number Description of Apparatus Radio Alias ID Comments # 17 1981 Sutphen Aerial Ladder Ladder #11 Top replacement priority # 18 1984 Ford Pumper Engine #14 Sell in fa112011 # 22 1990 E -One Utility Heavy Utility #11 Equipment Command Vehicle # 24 1996 Freightliner Pumper Engine #12 Xe7mains Engine #12 # 26 1999 Ford F 250 Crew Utility #12 � # 28 2001 19' Silver Wolf Boat #11 # 29 2003 Salisbury Pumper Engine #11 #30 2003 Pace Am. HazMat Trailer Utility #13 #33 1986 Chevrolet 1 Ton Grass #11 Grass Rig Mini Pumper #34 1998 Ford F -Super Duty Rescue #11 # 35 2007 Freightliner Tanker Pumper Tanker #11 750 GPM -3000 Gallon Tank #36 1998 Chevrolet Tahoe Utility #14 Kliefs Command Vehicl #37 2008 Polaris 6 x 6 SUV Utility #15 #38 2009 Zodiac 11' C340 — 15 HP Boat #12 # 39 2010 SUV — Tahoe 4 x 4 Rescue #12 NEW in 2010 # 40 2010 Freightliner Tanker Pumper Engine # 13 NEW in 2010 1250 GPM — 2000 Gallon Tank # 41 2010 Haulmark Command Trailer Utility # 16 NEW in 2010 Update 041311 Apparatus- Equipment Henn. Radio Alias EVA E i . A N U� 0 N T7 O O O N O O W v f r r N o r m A c�0 CO O t� O N r (3) V O M m � O O 6 Q► CO � W ` M C O cOC � d •` Cn Co c0 Cf) U) O C w -0 .`-.. C14 ` c O O a C. -0 69 6R 6H to 69 6% 6& iR r N N 4 O Q a N N i' co O> O rn O eo f- i M V7 O N O N r �3+ 'C V o L C 40 4 W C Z Q lc �== (A ° O T- O O M CMO .. W K u') M W W W N p w 619, 69 «? to), 64 !il iR N E9 G. t: w 2 UJ 0 m w W Z Q OG w a W N W w C Q ' O O O O O m Z F— m O ++ N O w Cf) r C cf) CA C r v 7 � j t1 t� .L+ cOD m m co O M M N v M Cf) W C N G w V E C) r N LL O E O N 69 d9 69 6fi d9 69 fA to p to (A N v M � j 0 N ai v W C cA O 2 v aV o� w o 'p co C) a '= .r � o N CL tu r r 6� 2 o c� m � W a w `43 O- C) 0 0 a, � Minnetonka Beach 56,395 Minnetrista 181,026 Shorewood 17,440 Spring Park 87,033 Mound 415.523 AREA FIRE SERVICE 2011 OPERATING Mound 54.9% COSTS Minnetonka Beach 7.4% .. Minnetrista 23.9% >horewood 2.3% Park 11.5% • • • • • O 0 N Q d W O N Q e v 00 M O M Ol� M N N N O O O C O O O O CA N �Q N r i v, mot, o vi � M � O N O � ER 60el vs f/4 64 19 605 O M O N cV M N e a O O O O O O N D 00 00 06 o vi Gd izl 4� CA > 0 O elf kn C> IT m en M O M It M O •-+ l� N 619 69 fos f!s Vt f s 69 69 � w N PC OO 04 N o � N 00 F� O C N 10 M n W-4 �O .M N V5 69 69 69 fie 69 69 69 0; Q O I O co rh c Ax ..r p ?�C � L"r • � �„ c� � cd �+ W 04 ch W O PO 91 a� 45 O 0 N Q d W O N Mound Fire Department 9 Fire Department Grant Summary Year Description of grant items $$ amount Source 2003 Life Safety Trailer for HazMat - $ 39,850 UASI/DEM fully equipped with decontamination HC Emergency. and detection equipment. Preparedness 2003 800 MHz Radios — mobiles and portables $ 30,800 Metropolitan Radio Board 2004 Federal funds to investigate for cleanup $ 242,500 (T) U.S. Economic of the Western Area Fire Training site $ 24,250 (M) Development Administration 2004 Firefighter Safety — Fill station, Thermal $ 23,185 FEMA Firefighter Imaging Camera, Gas Detector Grant program 2005 Self Contained Breathing Apparatus $ 15,750 UASIUDEM (air tanks and masks for firefighters) HC Emergency Preparedness 2006 Mobile Data Computers (MDC) for $ 15,000 UASU Homeland installation in fire apparatus — 3 each Security 2009 Radio Grant for 800 MHz Portable and $ 13,225 Metro Emergency Services Board - PSIC Grant 2010 Gas Detector Monitors and Calibration System $ 3,896 Centerpoint Energy AWARDED $1900 (50% match required) Total $153,960 • • • • MFD Grant summary continued Aualied for but not funded 2006 Self Contained Breathing Apparatus $ 126,310* (for daily use, rescue, and general response) 2007 Self Contained Breathing Apparatus $ 109,543* and Breathing Air fill Compressor 2008/09 Tanker Pumper 2500 gallon Apparatus with 1,000 GPM pump 2008/09 Training funding assistance — Driving Fire Officer II, HazMat, Fire Motor Operator 2009 Firefighter Training — various classes 2009 Aerial Ladder Truck Refurbish or Replace Currently Workina On Year Description of grant items $ 173,601 * $ 19,130* $ 15,975 $ 225,000 $935,000 amount Homeland Security Assistance to FF Grant program Homeland Security Assistance to FF Grant program Homeland Security Assistance to FF Grant program Homeland Security Assistance to FF Grant program Homeland Security FEMA — AFG Homeland Security FEMA - AFG Source 2006/07 Federal Funding to clean up Western $ 5 — 6 million* U.S. Economic Area Fire Training Academy site Development Ground contamination issues Administration * NOTE: indicates some matching funds required, either 5% or 10% 47 0 0 N E U cs a \4 �i A Z A 15 •O a_ d W R fl. d 1 LL. C 0 L w d L 06 d i eeeQe "r- A e o � 4 CC C � um p M "r ti I0 N O O O r J C i ° CL ca N I V d d m � � ED U- N .e w =wvw 0. Co i W CL l0 ' w R C C F � i 43 ++o o p I� C S U ctoH d LL 1 = c I o E CL � w co .� aQ vyitQQLUUe- ■ N E I 31 CL a o� ti yl c N G r d C p � LL W in N a V � p 9 ,Z O c m r vo = W a 0 ee oo10 eeeQe "r- e o e� 4 CC C � um p M "r ti N N O O O r V ca N co •r0�.. W C d m U- .e w =wvw o -a CL l0 ' w R C F � N d o p 1-_8 C S U ctoH d aq ee oo10 eeeQe "r- ee ui 4 CC r O M V m .e o m � o Z a • o E w co .� aQ vyitQQLUUe- E $ E E 8 rya 8 8 0 `o Lo -L a CL Y N N R ' 8 o� W e y y U a a E m Ln �� U Q LO G Q C !D d C 4 0m P- a m g'og� =8r E E o LL s U m CL Q m 07 CL H C Oa TE" _LA I y if Q c S is U o n� �n F A, e l J H CO Z. h"1 c a �! 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O Minnesota Department of Public Safety State Fire Marshal • Fire and Rescue Shared Services Feasibility Study Grant Program Introduction: Governor Tim Pawlenty created a "Fire and Rescue Shared Services Task Force" through Executive Order #09 -13 on December 4, 2009. The task force was assigned to investigate issues and the comparative benefits attendant to different models for shared fire and rescue service delivery. The task force has developed "A Blueprint for Shared Services" document which contains several Minnesota fire service models of shared services, and has obtained grant funding through the Fire Service Advisory Committee /Department of Public Safety for outside consulting services that explore a shared services model for multiple fire services. The grants will be administered by the Department of Public Safety through the State Fire Marshal Division. Shared Services refers to any number of methods where fire and rescue service organizations are doing something together to become more effective or more efficient. The shared service concept does not necessarily mean a savings in terms of money. Anticipated Individual Grant Amount: It is anticipated that two or more fire service agencies will jointly apply for grant funding to study ways of increasing efficiency, effectiveness, and /or cost savings through voluntary and cooperative shared services. Available funding will pay for 5 to 8 grants of between $25,000 and $40,000. A local match of at least 10% of the grant award is required. Local match may include administrative costs to manage the consultant contract. The expected outcome of the study will include a report delivered to the State Fire Marshal that outlines possible alternatives for the parties to share fire and rescue services. Eligible Applicants: Any two or more fire service agencies applying for a grant must include a letter from all participating jurisdictions indicating their intent to cooperate in the study to be eligible to apply for a grant. The letters must be from the governance entity, e.g. a letter from the City Council for a city Fire Service. A Fire service agency is defined as having a Fire Department Identification number (FDID) from the State Fire Marshal Division. Grants will be made to the lead jurisdiction that submits the grant application. The grant contract must be signed by a representative of the lead jurisdiction that has the legal authority to sign contracts for that jurisdiction. This may be documented by a resolution or official minutes from the jurisdiction and will be required at the time that the grant contract is to be signed and is not required for the grant application. Application Process: All applications will consist of a Project Information Sheet and a Project Application Narrative. All forms and information are available electronically on the Department of Public Safety web site at www.dr)s.state.mn.us. 51 s Of State Fire Marshal • Shared Fire and Rescue Services I Program Narrative Description sr� M. Jurisdiction: City of Minnetrista and City of Mound Participating Jurisdictions: City of Minnetrista, City of Mound, City of St. Bonifacius Budget Period: January 1. 2011 through December 31, 2011 1. Describe how you envision that your study will address the Study Requirements listed in the application materials. (45 points) Our plan in this study is to utilize the fire department's years of experience, performance measurement tracking, response records, and all of our administered staff skills to support all aspects of the study. Our plan includes the hiring of a professional and experienced consultant to work with the Mound Fire Department and The St. Bonifacius Fire Department staff to thoroughly* assess and study the current situation, examine various options, and ultimately create a new model for improved fire protection efficiency and operational effectiveness. Our plan, through the use of our fire department staff and a well qualified professional consulting firm would systematically and methodically study all critical components of Fire and Rescue Services. Components to be studied would essentially meet every requirement listed in the application materials including: • Organizational evaluations of fire departments and fire response effectiveness • Assessment of fire department's involved including: standards of response, a deployment analysis, and an assessment of overall capabilities • Cooperative effort concepts, functional and operational consolidation, Mutual Aid, Automatic Aid, and various staffing options. • A NFPA 1710 and 1720 evaluation based upon the established response standards • Consideration of opportunities for shared facilities, staff, apparatus and equipment • Thoughtful Master Planning, Strategic Planning, and Growth Management Planning • Fiscal and Financial Analysis for operations and equipment which would benefit our customers and multiple jurisdictions. Describe the population and geographic area to be included in this study. The entire city limits of the cities of Minnetrista, Mound, and St Bonifacius; which represents a total combined population of 18,384 in a geographic area of approximately 37 square miles (a map is attached). The individual break down of population per city is as follows: Citv Population Mound 9,787 Minnetrista 6,234 St. Bonifacius 2.363 Total 18,384 Square Miles FDID# 4 27120 32 1 27128 37 * The primary study includes the cities of Mound, Minnetrista, and St. Bonifacius. This study is also expected to be very beneficial to s5Zral other fire protection communities served by the Mound Fire Department; including 100% of the City of Spring Park, 100% of the City of Minnetonka Beach, and a small portion of the City of Shorewood. • C 2. List jurisdictions committed to the study. (20 points) The three communities committed to the study are the City of Minnetrista, City of Mound, and the City of St. Bonifacius. Attached are letters of support from each of these communities. The City of Minnetrista currently contracts with the two neighboring communities of the City of Mound and the City of St. Bonifacius to provide fire protection services. Minnetrista's geographic size is approximately 32 square miles and the City of Mound Fire Department generally covers the eastern one -half (50 %) of the city while the City of St. Bonifacius Fire Department covers the western one -half (50 %) of the city. The attached map reflects the current fire service coverage areas. 3. Describe your history of working together successfully. (15 points) The City of Mound Fire Department and the City of St. Bonifacius Fire Department each have a governing fire commission that meets quarterly to discuss operations, budget (including capital), and general oversight of the department. The City of Minnetrista has been actively involved as a member of both fire commissions. It has been through these commissions that have allowed open and active communication regarding critical issues needed for successful operations; which include such items as response time, personnel, and improved equipment. While the model for providing service to the residents of Minnetrista and the western metro suburbs has been through the current contractual arrangement, the three communities have been discussing the possibility of studying joint service delivery for years. This grant gives us the opportunity to address and explore other means of providing a much more effective and efficient service. Some items discussed to this point include establishment of a fire district, more mutual aid response, and increased joint training opportunities. One significant recent accomplishment initiated by the fire departments of Mound and St. Bonifacius have been automatic mutual aid. Other examples of the fire departments and city cooperation are: • Frequent mutual aid responses and cooperation with the Mound Fire Department and St. Bonifacius fire departments • Both departments are participative and active members in Hennepin County Fire Chiefs Association (HCFCA) Mutual Aid group and the Lake Region Mutual Aid Group. Mound Fire and St. Bonifacius Fire have been mutual aid partners for over 35 years. • In March 2008, both the Mound and St. Bonifacius Fire Departments implemented an automatic mutual aid component to help improve fire response in our area. • Both departments have a long history of training jointly and have shared in the costs for Firefighter I and Firefighter II Rookie training courses. • The Fire Chiefs and Fire Departments of both communities regularly communicate about the issues and work together to find solutions. 4. Describe any unique approach or ideas for your study. (20 points) Our approach to, and plan for the Shared Fire and Rescue Services study creates some unique challenges based upon the current demographics of the communities for the grant applicant cities. The two fire departments involved also provide another set of challenges due to the disparity in firefighter responses and r- -ponse times (one department well staffed, one department short staffed). Some unique A3s include: • Studying any new ideas and all of the available options for providing consistently high quality fire and rescue response to a mix of rural (500/6 of service area) and urban (50% of service area). We need to evaluate response coverage. based upon new "Standards of Response" • Studying the placement or allocation of additional fire stations, staff, and apparatus based upon geographic needs and infrastructure (Le. available firefighting city water supply vs. non - hydranted areas of the cities). • Consideration of new ideas or concepts for staffing during daytime or short staff hours or periods. • Study new and innovative options to deal with the huge population growth and development potential of the 32 square miles within the City of Minnetrista. This community growth and development will result in necessary and fire department expansion in size and activity level. GRANT FUNDS REQUESTED: $ 39,200.00 LOCAL MATCH: $ 4,000.00 PROJECT TOTAL: $ 43,200.00 • • 54 n LJ n LJ City of Minnetrista City of Mound City of St. Bonifacius Shared Fire and Rescue Services Grant Application November 23, 2010 In August of 2010, Mound Fire Chief Gregory S. Pederson attended the International Fire Chiefs Association annual conference in Chicago, Illinois. During the conference Chief Pederson attended an informative class /seminar specific to Shared Fire and Rescue Services. The seminar presenters were from a very reputable company called Emergency Services Consulting International. The Grant Funds requested in our Shared Services Grant are based upon estimates from Emergency Services Consulting International. Grant Request Financial Summary Phase I — completion of the initial or preliminary organizational evaluation of fire departments and fire protection are response, interviews and fact finding work based upon the current fire and rescue current situation. Phase I - Cost $1,800.00 Phase II — completion of all of the required or necessary feasibility study components including the fire departments, department staffing, equipment, facilities and fire protection municipalities or districts. Phase II — Cost $ 28,500.00 Phase III — completion of Capital Improvement Plan for future growth, efficiency, and cost effectiveness. Phase III — Cost $ 8,900.00 Public Meeting Option — utilize consultant and their expertise to facilitate a public informational meeting. Optional — Cost $2,000.00 Total Grant Funds Requested - $39,200.00 (without Public Meeting Option) Local Match - $4,000.00 TOTAL Project $ 43,200.00 6^10 TO: Kandis Hanson, City Manager FROM: Greg Pederson, Fire Chief 2415 Wilshire Boulevard Mound, MN 55364 Main: 952.472.3555 Fax: 952.472.3775 www.moundfire.com August 13, 2010 SUBJECT: MFD 2011 Fire Department Budget and Financial Considerations On July 29th the Mound Fire Commission met for our regularly scheduled quarterly meeting. At the meeting the group discussed and accepted (with some reservations) the 2011 proposed fire department budget which reflected a 1.44% percent increase over the 2010 budget. Further discussion on the 2011 budget identified and focused on some of the major budget • concerns for the fire department and the financial challenges for all municipalities. In the end, the representatives from the fire commission cities asked me to revisit the 2010 proposed budget and reduce line items wherever possible, including the proposed staff pay increases. The result of further reduction of line items resulted in the current proposed 2011 Fire Department budget which reflects a .84 % overall increase over the 2010 budget, with a .35 % increase in operating costs (refer to attachment). The acknowledgment of our future (major) Budget and Financial items and commitments should be considered as we forge ahead. The key items discussed were: • The Mound Fire Department Budget and Cost Control Plan includes cautious firefighter staffing levels, use of duty officers or duty crew staffing, continued implementation of the apparatus utilization plan, and other cost saving concepts. • The MFD Apparatus Replacement Program and the fact that this account is likely underfunded, primarily because of the need to replace our 1981 Sutphen 100' Aerial Ladder Truck. Note: this aerial ladder truck is a key component of our current Insurance Services Office Public Protection Classification rating in all cities we serve. • Completion of a MFD Relief Association Pension Plan study and continuing to maintaining adequate funding of the Mound Fire Relief Pension Fund, which took a major investment hit in 2008 and 2009. The above listed topics are very important and should be considered and discussed as part of our • budgeting process for the future. 56 • • 0 00 0 0 N A ao O� r Ni C .Ll t t� V d c 0 m E z c 0 0 0 0 0 0 LO Lo Go co o 57 00 02 190 02 "oo 000e, so oe, 1600e 00 o,, z00e, "O Ors 00 Ors 6'6, 06' so 66" zo -10 00 a0 s0 �0 A0 s0 e19 L 0 0 OD OD Mound Fire Department • 2011 Firefighter Staffing Summary Name Activity/Description StaffmE Level All Staff 2007 total of all department staff 46 (Includes chief and administrative) All firefighters 2007 total MFD volunteer staff 44 Jerry Ricke resigns after 4 years on March 4, 2008 43 Kevin Grady retired after 20 years on August 11, 2008 42 Paul Henry retired after 20 years on May 5, 2009 41 Matt Kvam (1.5 years) purchased a home 5/22 out of service area 40 6.4 miles away and resigned 6/09 Rod Stevens (8.5 years) purchased a home 7/31 out of area in 39 Norwood Young America and resigned 8/09. • Hired four new probationary firefighters 10/05/09 43 Kevin Sipprell (19 years) retired after 20 years served on 04/0610 42 Jim Casey (19 years) resigned 05/13/10 with health issues related to 41 workers compensation injuries (non -fire dept.) Dan Grady (18.5 years) retired on December 6, 2010 Other considerations Jeff Andersen (30 + years) Rick Williams (27 +years) All can retire anytime fully vested pension - 4 ( ?) Greg Palm (27 years) Tim Palm (21+ years) is r1 LJ Considerations, Options and Action Plan Items • The ramp up to a staffing level of 47 employees was obviously the right thing to do! • MFD's consistently high firefighter staffing levels is very important to our fire service customers and contracts. • Our recent ISO survey and final report considers MFD very good with the high number of firefighter staff responding to fires on first alarms. • It is much more difficult for firefighters today to maintain the high level of response percentages, and as expected of firefighters in the past. In this regard, more staff is better to achieve the same result. • Affordable housing in Mound (and other service cities) is becoming a problem for maintaining firefighters. • We have valid and interested firefighter candidates on waiting list as potential hires • • Each firefighter costs the department budget approximately $5 -6K per year (low) • Basic training of new recruits and the evaluation of firefighter's capabilities take about 15 -18 months. Training requires much more time classroom and certification. • Add a financial incentive for to staff (those that want to stay on) to continue by changing and improving pension plan. This will likely not cost much if anything. • We can and should consider all staffing options and rules for membership or employment, as many other fire departments have done (generally not by choice) o Leave everything as it is with no changes due to success of program. o Add more full or part time employees with assistant chiefs, captains or fire inspectors on staff o Plan or trend toward a combination fire department in the future with more full or part time staff and a few less volunteers. o Change rules for volunteers ( where they can live, distance from fire station, allow members to simply work in area, allow or use response times to station vs. living location requirements as a parameter). o Develop a duty officer or duty crew program with assigned shifts, and accept or simply plan for less volunteer staff. 0 January 2011 59 ;OL DATE: March 10, 2011 TO: Mayor and City Council FROM: Bonnie Ritter, City Clerk SUBJECT: 2010 Department Annual Report 0 5341 MAYWOOD ROAD MOUND, MN 55364 -1687 PH: (952) 472-0600 FAX: (952) 472 -0620 WEB: www.cityofmound.com PERSONNEL The structure of the City Clerk's Department changed in 2010. Previously it consisted of me and Jodi Rahn, who served as my administrative assistant and also supported the City Manager. In September of 2010, Jodi was laid off so her duties were divided between two administrative assistants that I now share with the Public Works and Planning Departments. HRA PROCEEDINGS There were 23 regular meetings of the Housing and Redevelopment Authority in 2010, and 9 resolutions adopted by the HRA during those meetings. CITY COUNCIL PROCEEDINGS The City Council held 23 regular and 6 special meetings in 2010, compared to 23 regular and 7 specials in 2009. The special meetings held were for; labor negotiations, joint meeting with the Planning Commission for discussion on the City's regulations for variances, meeting with lake area cities to discuss MCWD's proposed rule revisions, Department Head Annual Reports, discussion of the CBD Parking Program, and a workshop on the proposed 2011 budget. RESOLUTIONS AND ORDINANCES In 2010 the Council adopted 95 resolutions. The resolutions that have to do with land use must be certified and recorded with Hennepin County. There were 14 ordinances passed, published and effective in 2010, 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. CITY CODE The City Code recodification project was completed in 2009, and in 2010 it was amended when ordinances were passed by the Council. The code is also updated on the website as revisions occur. .1 Qprin.ed on recycled paper F- -I LJ • • GENERAL LICENSES AND PERMITS The City issued 55 General licenses and /or permits in 2010 compared with 43 in 2009. General Licenses and /or Permits generated $19,550 in revenues in 2010, compared to $17,545 in 2009. Of these permits, our annual liquor licenses generated $12,050, garbage collectors $1800 (6 @ $300), tree trimmers $3,300 (22 @ $150), and solicitors $1,350. The remainder came mainly from public gathering, temporary on -sale liquor, and fireworks permits. RECORD MANAGEMENT Record management is an ongoing project that is worked on when time permits. All documents that have to be kept permanently are scanned and stored on the Laser Fiche system. After records are stored on the system they can be easily retrieved, viewed and printed if need be. 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 and don't provide paper copies of the agendas to the Council, but instead provide laptops for City Councilmembers' use. CEMETERY Revenue from grave site purchases and site locations totaled $2925 in 2010, compared to • $4,000 in 2009. Five grave sites sold in 2010, compared with seven in 2009. Jim Fackler is in charge of the cemetery maintenance and the physical location of grave sites for burials and monument placement. I have assigned Joyce Nelson to administer the cemetery records and update the cemetery maps. The following locations were performed in 2010; 4 for casket burials, 1 for an urn burial, and 13 for monument placements. THE DEPOT The Depot generated $5250 in revenues in 2010. There were 50 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 96 days when the Depot was used, but only 46 of these were paid days. Currently the fee for a resident to rent the Depot is $125 /day and non - residents $250 /day, with a $400 refundable damage deposit. ELECTIONS The 2010 elections proved to be, once again, out of the ordinary. The new regulations for absentee voting call for all absentee ballot applications to be entered into the Statewide Voter Registration System with the Secretary of State's Office. There are corresponding bar codes on the applications and ballot return mail envelopes. By scanning these bar codes the absentee ballot is tracked through the system and the voters can go online and see if and when their ballot has been received, rejected or accepted. If rejected, a replacement ballot is mailed out and is tracked in the same manner as the first. All of our absentee ballots were counted at Minnetonka City Hall, which was our central counting location. These absentee ballot totals are then added to the totals transmitted on election night from our precincts. We 61 had 250 absentee ballots cast in the General Election in 2010, and expect that to triple for the • General Election in 2012, due to the Presidential race. The recount for the Governor's race was handled differently than the previous U.S. Senate recount. This 2010 recount was held at the Hennepin County Government Center, with all jurisdictions delivering all ballots and election administration data to that location prior to the start of the recount. Mound made the news statewide and nationally, both on TV and in newspapers, showing me delivering our supplies to Hennepin County under the watchful eye of law enforcement. It was quite an experience, getting out of our squad car at the loading dock and having about 20 cameras and news people rushing out to get footage and pictures of us "carefully" escorting our supplies to the check -in point. I was required to be in attendance when our City's ballots were physically being recounted to answer any questions about discrepancies. Fortunately all went well, and I interpret that as proof of a successful election. DEVELOPMENT AGREEMENTS There were no new development agreements executed in 2010. NEWSLETTER There were four issues of the City Contact sent out in 2010. The newsletter is now being published in- house, which creates cost savings of about $700 /issue. The printer sorts and delivers the newsletters to the post office. We pay approximately $2,000 per issue for the newsletter, with about $1200 of this being printing costs and approximately $800 for postage. . We are presently in the process of going out for quotes for the printing of the newsletter to determine if some money can be saved in printing costs. 2009 STREET RECONSTRUCTION PROJECT The 2009 Street Project was divided into the Tonkawood Area, and the Island View Drive Area. The assessment hearings took place on September 28, 2010, and the assessments were adopted following the hearings. Property owners had 30 days from the adoption of the assessment to prepay in full or in part, with no interest. After that time, 5% interest was charged from the day of the assessment hearing and the assessment was certified to Hennepin County for collection with the property taxes over 15 years. There were 203 parcels assessed in the Tonkawood Area. The assessment per unit was $4,302.20, compared to $3,911.02 for the 2008 Street Project. The total assessable amount of the Tonkawood Area was $935,380.37. Of this total assessment, $218,207.81(23.3 %) was prepaid and $717,172.56 was certified to Hennepin County. For comparison, the 2008 Street Project assessable amount was $789,431.43, with $205,813.62 (26.1 %) being prepaid and $583,617.81 certified to Hennepin County for collection over 15 years at 6% interest. There were 135 parcels assessed in the Island View Drive Area. The assessment per unit was $5,091.59 for the bituminous area and $5,222.65 for the concrete area. The total assessable amount of the Island View Drive Area was $627,566.58. Of this total assessment, $171,044.13 (27.3 %) was prepaid and $456,522.45 was certified to Hennepin County. • 2010 STREET RECONSTRUCTION PROJECT There was not a construction project approved for 2010. 2011 STREET RECONSTRUCTON PROJECT The preliminary assessment roll was prepared for the 2011 Street Reconstruction Project Improvement Hearing held on October 12, 2010. There were 388 hearing notices mailed out and approximately 60 residents attended the meeting. There are also two areas in the 2011 project, being the Southwest Island Area, and the Highland Area. There are 308 parcels on the Southwest Island preliminary assessment roll with the engineer's estimated unit assessment of $6,040 /parcel. There are 80 parcels on the Highland preliminary assessment roll, with the engineer's estimated unit assessment of $4,480 /parcel. PREVIOUS YEARS' STREET RECONSTRUCTION PROJECTS I continue, throughout the year, to collect assessments from previous years' street projects. These payments are to pay off the balance of the assessment, usually due to change of ownership of the property involved. Also included in this process is performing the assessment searches done by realtors /closing companies prior to listings and closings. OTHER ASSESSMENTS In 2010, 1 also certified other assessments to Hennepin County to be collected with the 2011 property taxes. These can include miscellaneous property improvement assessments (usually mowing of vacant property), Council ordered abatement costs, and delinquent sewer and water bills. In 2010 there was $209,391.31 certified to the County for delinquent sewer and water bills on 290 accounts. This compares to $216,012.05 certified in 2009. WEBSITE I am the designated website administrator, and do my best with my limited, self - taught skills. am now preparing an RFP for website development/redesign that includes, with our limited budget, the stipulation that the proposer educate me so that I can continue to do updates in- house. We are looking for a redesign that will increase usability of the site and make it as effective as possible, yet be expandable to enable other features at a later date. INFORMATION RESOURCE Again, the calls that I receive from the general public are too numerous to economically track. The questions we get cover a wide range of topics. I am a source of information not only for the public, but for other Department Heads, Consultants and Staff. The efficiency of our internal information retrieval will only increase with more and more records being put on our Laser Fiche system. 63 AL MEMORANDUM Date: April 14, 2011 To: City Mayor and City Council From: Catherine Pausche, Finance Director/Treasurer Subject: Finance Department Annual Report to the Council FINANCE DEPARTMENT • 5341 MAYWOOD ROAD MOUND, MN 55364 -1687 PH: (952) 472-0600 FAX: (952) 472-0620 WEB: www.cityofmound.com • My first responsibility is the supervision of the Finance Staff. The current personnel in the Finance Department are as follows: NAME TITLE STARTING DATE Collette Roberts Accounting Clerk/Payroll /Accounts Payable 03 -12 -99 Joyce Nelson Utility Billing Clerk/Public Works Admin Asst 05 -31 -77 Heidi Tumberg Accountant 08 -01 -08 Catherine Pausche Finance Director 09 -01 -06 In December of 2010, we consolidated the Payroll and Accounts Payable positions in anticipation of no longer managing Indian Knoll Manor in- house. The transition within the Finance Department has been smooth, which is a reflection of the seasoned staff, prior cross training, and most of all the positive attitudes I deeply appreciate. Accomplishments: -- Annual Levy and Budget: submitted budget with zero General Fund levy increase for second year in a row. Analyzed utility rates and made recommendations, assisted in improving the financial performance of the liquor store and helped to facilitate the reorganization of the administrative staff and • Finance Department to save on payroll expenses. .- printed on recycled paper -- Financial Audit: In June of 2010 we issued the Comprehensive Annual Financial Report for the year ended December 31, 2009. We received the Certificate of Achievement for Excellence in Financial Reporting. -- Financial Activity: we were able to meet, on a timely basis, all deadlines, including reporting, payroll, vendor payments, collection of funds, bank deposits, investment of idle funds, UB monthly billing and collection of payment, and all other financial activity. Cleaned up escrow accounts and made significant progress on records retention efforts and destruction of old files. -- Municipal Bond sales: The City did not issue bonds in 2010, but called for refunding of older issues to save on interest without lengthening the term. Maintained our AA/Stable rating from Standard and Poors. - -Union Negotiations: Assisted with union negotiations for the three bargaining units (Public Work, Police Officers, and Police Supervisors) for 2010 contracts with a zero wage increase and a $25 increase to dependent coverage contribution. -- Recycling /Leaf Drop -off: Continued single sort method with pick -ups every other week. We held a spring and fall clean up day, and we renewed the contract with NRG for leaf drop -off. -- Technology: managed server maintenance contract, completed the implementation of the new server, performed rate study with Frontier to identify savings opportunities, upgraded from DSL to Ethernet, continued implementation M of Power Plan Budget and Forecasting software, capital asset software and automated on -line bill pay processing. -- Housing: Managed 50 units of public housing, conducted inspections, processed applications, upgraded units and managed capital grants, including Davis Bacon and other HUD reporting. Explored alternatives to managing in- house in order to reduce size of and pressure on City staff. Common Bond will take over May 1St and report to the Finance Director. -- Benefits: Applied for and received Federal Early Retirement Reinsurance Program Grant for which we received $20,000 in 2010 and will continue to receive funds possibly through 2014 if funding lasts, outsourced FSA administration. Efforts underway, but not yet completed: -- Budget — begin the planning for 2012 that will include a staffing assessment, prioritization of programs and services, cash flow analysis and fees assessment. -- Public Housing — increase proficiency in HUD compliance and reporting and develop long -term plan for facility improvements and management plan. Respond to anticipated cuts in funding. - -Union Negotiations: 2011 -2012 contract negotiations. -- Bonding - Calculate Arbitrage Rebate on the 2006 Bond Issues, assess opportunities to refinance bond issues at a lower rate and determine bonding needs for 2011 and 2012. M -- Benefits — explore alternatives to LOGIS for health insurance. Work with union and non -union employees to promote ownership and support for decisions. 65 Goals /needs of the department: -- Policy Development — continue to collaborate with Council and Management Team to come up with creative solutions to financial challenges. Ensure leaders are making informed decisions. Revamp investment policy to lengthen maturity limits and consider fund balance and debt policies. -- implement the audit requirement to document specific internal accounting controls and internal controls in general. Create /update employee manual to ensure adequate communication of key policies and procedures. -- Formalize the long -term financial management planning process to satisfy requirements of the investors and rating agencies as well as provide for responsible /managed growth. Analyze allocation methodologies to ensure proper accounting of costs of providing services and create accountability within the departments. -- 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 -- Training /Staff Development — Update job descriptions to reflect the change in responsibilities, continue cross - training and procedure documentation. Develop training plan and identify employee recognition opportunities. -- Technology: Develop a long -term technology plan and establish priorities. Assist with website development and suggest features and enhancements. Expand use of Laserfiche throughout the organization, identify critical systems and IT infrastructure needs to further automate processes and provide for disaster recovery. -- Procurement — take advantage of cooperative purchasing ventures, review contracts with vendors, consultants and service providers to ensure we are optimizing our resources. Issue RFP for housing management services, credit card services, and curbside recycling services. • • • R 0 t Mound Planning and Building Inspections Department Annual Report to City Council for 2010 On behalf of the Planning and Building Inspection Department, I am pleased to present the 2010 Annual Report to the City Council for review and consideration. PERSONNEL 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 Public Works Supervisor Ray Hanson who was hired in May 2005. Consultant Services. The Building Official position was eliminated in January 2005 and full -time building inspection services were assumed by MnSpect on a contract 0 basis. Scott Qualle is the designated Building Official and Dan Menth is the Building Inspector for the City of Mound. Rita Trapp of HKGi has been providing consultant planning services to the City of Mound since January 2009. BUILDING PERMIT SUMMARY Building Permit Information 2005 -2010. Year Building Valuation Permits Issued 2010 535 $7,264,815 2009 302 $4,748,360 2008 269 $5,223,741 2007 258 $10,855,936 2006 329 $17,709,317 2005 385 $14,148,260 M. 0 COMPLAINTS AND ORDINANCE ENFORCEMENT The Community Development 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 (i.e. construction problems, exterior storage, drainage, etc.) are handled by Community Service Officer Mike Wocken and Public Works Supervisor Ray Hanson. • Staff conducts on -going review to evaluate ordinances to address deficiencies within the City Code. • The cooperation the Community Development Department has received from the Police Department has been exemplary and the Department is very appreciative of the efforts of Ray Hanson, Mike Wocken 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 2010 Planning Commission Cases. A summary of planning cases from 2005 -2010 is provided below: 2010 (13) 2009 (15) 2008 (17) 2007 (32) 2006 (51) 2005 (84) 2010 Projects List. The following includes a list of Planning Commission projectstaccomplishments: • Annual review of PC work rules (March/April 2010). • Joint workshop meeting with City Council (March 2010). • Joint meeting with the City Council (August 2010) to discuss Krummenacher vs. Minnetonka and proposed ordinance amendment ( variance /nonconformitieslexpansion permits, etc.) PLANNING AND BUILDING INSPECTIONS DEPARTMENT PROJECTS Cse•7 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. • Mound manufacturing home park unit inspections related to evaluation of life, health, safety, welfare issues in cooperation with the City of Minnetrista • Mound Harbor Renaissance (MHR) downtown redevelopment project: Snowmobile trail permit from DNR for Lost Lake channel connection to Maywood Road Project Team meeting agenda coordination and distribution Preparation of federal appropriation and High Priority Project form(s) for downtown redevelopment and related transit projects Annual reporting for 2005 DEED and Metropolitan Council clean -up grants in Lost Lake District Lost Lake and Minnetdsta wetland annual monitoring reports and inspections 1 -year extension of option agreement for Shoreline Drive property PLANNING AND BUILDING INSPECTION DEPARTMENT 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. 2010 Projects List. The following list includes is an overview of the some of the larger projects undertaken in 2010: • Approval of 2030 Comprehensive Plan (3/10) • Approval of zoning amendments related to 2030 Comprehensive Plan (12/10) • Review /comment on proposed MCWD rule amendments for shoreline stabilization and wetlands and participation in the rule review process in cooperation with others including MCWD meeting attendance • Preparation and adoption of zoning ordinance amendments following Krummenacher vs. Minnetonka land use decision (10/10) • Woodlyn Ridge final plat, development agreement and other related documents (5/10) • Sulgrove preliminary and final plat (9/10) 70 • Housing Action Plan submittal to the Metropolitan Council (10/10). • Preparation and adoption of amendments to nuisance ordinance related to grass and weeds and abatement process (6/10). • Preparation and adoption of amendments to zoning ordinance related to front lot line determination (11A0) 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 everyday. As always, we welcome any suggestions or comments that the City Council may have. You can be assured that we will continue our endeavors to improve efficiency and customer service in our department. 71 City of Mound Valuation Report - Summary Issued Date From: 1/1/2010 To: 12/31/2010 Permit Kind Permit Valuation • Count Permit Type: BUILDING COMMERCIAL ALTERATION 3 $23,150.00 COMMERCIAL REMODEL 3 $19,500.00 COMMERCIAL ROOFING 1 $10,000.00 COMMERCIAL WINDOW INSTALL 1 $3,000.00 MULTI FAMILY (5+ UNITS) ALTERATION 3 $28,376.00 MULTI FAMILY (5+ UNITS) ROOFING 1 $13,800.00 MULTI FAMILY (5+ UNITS) ROOFING & SIDING 1 $282,000.00 PUBLIC REMODEL 1 $70,000.00 PUBLIC ROOFING 2 $58,000.00 SINGLE FAMILY, ATTACHED ALTERATION 1 $86,970.00 SINGLE FAMILY, ATTACHED DECK 1 $12,545.00 SINGLE FAMILY, ATTACHED REMODEL 1 $12,000.00 SINGLE FAMILY, ATTACHED ROOFING 14 $105,644.00 SINGLE FAMILY, ATTACHED WINDOW INSTALL 1 $1,600.00 SINGLE FAMILY, DETACHED ACCESSORY STRUCTURE 3 $43,881.00 SINGLE FAMILY, DETACHED ADDITION 4 $115,788.00 SINGLE FAMILY, DETACHED ALTERATION 22 $200,119.00 SINGLE FAMILY, DETACHED BASEMENT FINISH 7 $105,950.00 SINGLE FAMILY, DETACHED DECK 27 $139,045.00 SINGLE FAMILY, DETACHED DOORS 14 $52,288.00 . SINGLE FAMILY, DETACHED DOORS /SIDING/WINDOWS 1 $20,000.00 SINGLE FAMILY, DETACHED DRAINTILE 1 $2,777.00 SINGLE FAMILY, DETACHED EGRESS WINDOW INSTALL 3 $4,600.00 SINGLE FAMILY, DETACHED FIRE REPAIR 2 $110,000.00 SINGLE FAMILY, DETACHED FIREPLACE 17 $42,160.00 SINGLE FAMILY, DETACHED FOUNDATION REPAIR 3 $20,190.00 SINGLE FAMILY, DETACHED NEW CONSTRUCTION 6 $2,876,426.00 SINGLE FAMILY, DETACHED PORCH/SUN ROOM 4 $182,552.00 SINGLE FAMILY, DETACHED REISSUE 1 $1.00 SINGLE FAMILY, DETACHED REMODEL 20 $368,787.00 SINGLE FAMILY, DETACHED RETAINING WALL 2 $40,000.00 SINGLE FAMILY, DETACHED ROOF /SIDING/WINDOWS 4 $22,400.00 SINGLE FAMILY, DETACHED ROOFING 261 $1,625,416.00 SINGLE FAMILY, DETACHED ROOFING & SIDING 8 $89,150.00 SINGLE FAMILY, DETACHED ROOM FINISH 1 $7,854.00 SINGLE FAMILY, DETACHED SIDING 17 $101,916.00 SINGLE FAMILY, DETACHED WINDOW INSTALL 55 $287,520.18 SINGLE FAMILY, DETACHED WINDOWS & DOORS 9 $74,660.00 SINGLE FAMILY, DETACHED WINDOWS & SIDING 2 $4,750.00 Permit Type: BUILDING - Total 72 528 $7,264,815.18 0 C7 NO- AFL CITY OF MOUND 0 73 PUBLIC WORKS AND PARKS 2010 ANNUAL REPORT r1 I� TABLE OF CONTENTS I. Parks Division 2010 Annual Report ................................ ............................... 1-5 11. Public Works 2010 Annual Report ................................. ............................... 6-8 II1. Public Works Department 2011 Capital Improvements ........................... 9-10 IV. Public Works Department Work Plan/ Initiatives ........ ............................... 11 -13 74 CITY OF MOUND Parks Division 2010 Annual Report The Parks Division is responsible for many aspects involved in city government. Aside from managing the 33 parks in the city, the division is also responsible for the maintenance and management of the Municipal Cemetery, the Municipal Docks Program, and maintenance of Municipal Buildings, Transit Center Parking Deck, Mound Bay Park Depot, assisting at Indian Knoll Manor and the new Veterans Memorial Plaza. In addition, the division is responsible for the inspection of weeds on unkempt grounds and hazardous tree removal from city property. The division is also responsible for the preventive maintenance of its equipment. Assisting in this effort are five full -time employees including, the Public Works Superintendent, Administrative Assistant and three Park Maintenance workers along with a part-time Docks Administrator, a summer Docks Inspector and five full -time Seasonal Maintenance employees. The Parks & Open Space Commission (POSC) and the Dock & Commons Commission (DCC) are set up to act as advisories for bringing recommendations to the City Council regarding their respective issues. General Comments During 2010, the Parks Division was involved with primarily maintaining current playground equipment and lands. In past years, we have seen improvements to Avalon, Belmont, Chester, Dundee, Langdon, Philbrook, Seton, Swenson, Three Points, Tyrone Park, Alwin Park, Belmont, Weiland, Scherven and Seton Park. In 2011 there will be no play structure replaced. 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 the community. The downtown Streetscape and Greenway completed 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 is a daily visit for the Parks crew to provide a well groomed entrance into the main business area of Mound. 75 1 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 a 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. Staff is looking forward to the consideration of moving the Parks Maintenance Division to a joint complex with the Public Works Division. Hazardous Tree Removal As of December 31, 2010, the yearly total of hazardous tree removals from City property was 42 trees removed, stumps chipped, 4 trees trimmed that posed a hazard, and 9 sites had brush removed. From private property, 11 trees were marked for owner removal due to hazardous conditions. Of the 11 trees, 1 tree was contracted for removal by the City as a forced removal. Diseased and hazardous trees are removed on a complaint basis. When a complaint is received, an inspection of the tree is done to determine the need for removal and the ownership. City owned trees are removed by a contractor as soon as possible, while private trees are removed in accordance with City Ordinances. Private trees not removed in the grace period allowed, are force removed. The cost of a force removed tree is billed to the property owner. If this bill is not paid, it is then assessed to their property taxes for the following year. Weed Notices In 2010, approximately 113 weed notices were issued by the Community Service Officer for unkempt grounds, of which, 89 owners complied with the work requirement. The 24 non- compliance properties had the work performed by a City -hired contractor. The cost incurred by the City on these non - complying properties is billed to the owner. If the owner does not pay, the cost is assessed to their property taxes. Dock Program The 2004 shoreline study showed there are 104,225 lineal feet of Lake Minnetonka shoreline in the City of Mound of which 36,301 lineal feet is controlled by the City. The dock program claims 29,500 lineal feet of the 36,301 feet for our LMCD (Lake Minnetonka Conservation District) license which allows for up to 590 boats. In 2010 the docks program saw 570 boats registered at the 310 dock sites and 100 slips. This buffer of unused boats (under the 590) allows the City to operate the dock program without placing a restriction on the number of registered boats at individual docks. As of 12/31/10, 131 residents were on the waiting list to become part of the dock program. For quite awhile, the average wait time was approximately 4 -5 years. Currently, wait time is • approximately 5 -6 years due to a lower turnover of non - abutting site holders not renewing their applications. 76 2 • The 37 slips at the Villas on Lost Lake are owned b the City of Mound and have a separate Y Y p license With the LMCD which utilizes 2,000 lineal feet of the Cities shoreline. The 37 slips were intended for use by the planned 37 Villas units. With the downturn in the housing market, various supplemental agreements between the City and the Villas developer have allowed the City to offer the remaining slips to residents on a year to year basis. The Lost Lake transient slips have seen increased usage as the greenway was completed and downtown development has occurred. This complex also has a separate license with the LMCD and utilizes 1,500 lineal feet of City shoreline. There are 3 plat- dedicated neighborhoods within the City of Mound with respect to lakeshore; two of which have had legal action and resulting Settlement Agreements. Woodland Point's Agreement was implemented beginning with the 2001 season. Dreamwood's Settlement Agreement was signed in late 2006 with full implementation being required in the 2012 season. In anticipation of this, staff has been working with the non - abutting and abutting groups trying to facilitate a timely and smooth transition for all site holders. As of 12/31/2009, the dock fund balance was $225,505. Pre - audited 12/31/2010 fund balance is $207,063. The fund balance decrease is due to a one year $50 reduction in rates, bumpers • added to the Villa complex and five Island View Drive rip rap projects completed during 2010. Rip rapping of the entire 1,370 feet of Dreamwood will occur during 2011. 2011 Slip /Dock fees: $ 350 /yr for a city -owned slip (one boat) $ 75 /yr for Personal Watercraft sites on City -owned slips $ 1,148/yr for a slip at the Lost Lake Villas (includes $348 escrow amt) $ 300 /yr for a dock site (includes one boat) $ 150 /yr for Secondary site holder (share) dock fee (includes one boat) $ 75 /yr for each additional boat at a dock site (Primary & Secondary holders) $ 20 /yr non - refundable Wait List fee $ 50 /month late fee for abutting residents Commercial Applications: (Al & Alma's and Minnetonka Boat Rental) $ 500 /yr Basic renewal fee $ 30 /each Water slips $ 10 /each Boats stored on land 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. In 2011 a new shingle roof is budgeted and work should be completed prior • to the summer. 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. 77 3 • Depot Rental Rates $350/$50 Damage and Clean -up Deposit $250 /per day Non -Mound Residents (sample sales, plus the purchase of a Peddlers License) $125 /per day Mound Resident FREE Mound Westonka Community Civic and Non - Profit Charitable Organizations Fees were waived on 50 groups, resident payments totaled $4,600.00, non - resident payments totaled $850.00. Total rental payments received were $5450.00. The Island Park building has had the utilities turned off. This facility is currently being used as a storage area for Parks and Docks. Only minimum maintenance is performed on this building. Vandalism has led to the windows being boarded up rather than being replaced. Staff has concerns of the building posing a hazard and obtained estimates for it removal. 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. Parks & Open Space Commission and Dock & Commons Commission The Parks & Open Space Commission is made up of 7 members and the Docks & Commons Commission is made up of 6 members, including a City Council Representative for each commission. 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 • Adopt A Green Space 78 4 • Issues discussed and reviewed in 2010: • Park cleanup special events • Distribution of funds allotted for park improvements • Park planning for new developments • Park signage DOCKS & SLIPS: Issues discussed and reviewed in 2010: • Public Lands Maintenance Permits • Commons Dock Fees • Dock location map update • Dock bumpers for Villa complex • Zebra Mussels — Effect on our program • Rip Rap projects for portions of Island View Drive and all of Dreamwood • Future maintenance needs of Commons shoreline Equipment Maintenance and Replacement Preventive and unplanned maintenance of all related equipment is the daily responsibility of • the Parks & Docks Division. The Parks Division 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. • 79 5 • FA OF MOUND Public Works Department 2010 Annual Report 2010 At A Glance The 2010 street improvement project was postponed for economic reasons. Four new lift stations at Highland Blvd, Northern Road, Emerald Lane and Bartlett Blvd are in various phases of construction and scheduled to be put into service in 2011. The sewer department worked on our Inflow / Infiltration (I / 1) project. This consisted of repair of bad sewer pipe connections and complete lining of sewer pipe in various locations. Personnel My responsibility, as supervisor of the Street, Sewer and Water Departments includes: supervision and evaluation of employees, scheduling and delegation of projects and tasks, • budget preparation, reports, determination of emergency call -outs, construction meetings, project inspections, purchasing of materials and equipment, answering questions, resolving complaints, etc. The Public Works Director is in charge of both Public Works and Parks. Joyce Nelson is the full - time Administrative Assistant for Public Works and Parks and also handles Utility Billing and Recycling. There are 3 full -time employees in the Street Department; Lee Geise, Dan Grady, and Frank Heitz. 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 schools, seminars and conferences. We contract with 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, 80 6 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, along with maintaining 12 parking lots, 27 cul -de -sacs, and 11 miles of sidewalks. During the winter months, it is my responsibility to determine when to plow and sand the streets. I depend on the National Weather Service, local weather reports and the Police Department for information concerning weather systems moving in our direction. I also check out the streets to determine if and when plowing and sanding should begin. If at all possible, I wait until it stops snowing before plowing, but in icy conditions we go out as soon as possible. Personnel from Streets, Sewer, Water and Parks are all called out to help with plowing. We have 5 single axle trucks equipped with front plows, side wings, and sanders. We have 5 four - wheel drive pickup trucks with plows, 3 one ton dumps with plows and sanders, 1 skid -steer and 2 snow machines for the 11 miles of sidewalks. We also remove snow in the Central Business District and the parking ramp. Right -of -way repair and maintenance began in the early spring of 2010. 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 brooms, 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. 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, 84 sump catch basins, which are cleaned currently on an as needed basis. 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 Public Utilities for the City of Mound consist of 3 departments; water distribution and sanitary sewer collection and storm sewer. 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 three budgets prepared for Public Utilities; one for the Water Department, one for the Sanitary Sewer Department, and one for Storm Sewer. In 2010, the Water Department budget was $1,698,603. The Sanitary Sewer Department budget was $1,645,387. The Storm Sewer budget was $346,012. Line item expenses for the 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. 81 7 Water L` The City has 3 wells, one of which is for emergency back -up only, one booster station, and a combined storage of 700,000 gallons in 2 towers and 265,000 gallons in 1 standpipe. There are approximately 45 miles of watermain. The City also has three emergency water interconnects, one with the City of Spring Park at the Seton Bridge, and 3 interconnections with the City of Minnetrista, one on Westedge Blvd at Saunders Lake Drive North, one on Commerce Blvd just North of Three Points Blvd, and one on Bartlett Blvd at Halstead Road. The Water Department is responsible for, among other things, meter readings, tower inspections and hydrant flushing. In 2009, we pumped 276,762,000 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 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 cleaning sewer lines. They also perform pump repair, electrical repairs, pump removal and seal replacement. Major repairs are contracted out. The City's insurance company has given us a timetable to complete the cleaning of 60 miles of sewer main in the City every 5- 7 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 future Street Reconstruction Projects. Storm Sewer There are 545 storm catch basins, and approximately 94 outlets. The system is being upgraded through the Street Reconstruction Program. Last year we upgraded 2 storm sewer drainage areas; the Port Harrison drainage channel and the Commerce Boulevard and Sherwood Drive drainage pond (this was a carryover completion from 2009). We started a program for the cleaning of the storm outlets in 2008. Scheduled maintenance for cleaning the lines begins in the spring of each year. • 82 8 • �r- CITY OF MOUND Public Works Department 2011 Capital Improvement Projects & Initiatives Street Reconstruction Project Due to the economic climate the City Council decided to postpone the 2010 street improvement project. The 2011 Project is planned for two areas, the SW Island area and the Ridgewood, Idlewood and Highland Boulevard area. Retainina Wall Replacement Project The annual retaining wall replacement program provides for the reconstruction of retaining walls determined to be in poor condition in various locations throughout the city. This is the seventh 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. Retaining walls in the street project area are included in the street project. Seal Coat Program The seal coat program, initiated in 2010, included the reconstructed streets in the Three Points area. Storm Sewer The City Engineer is reviewing locations that are in need of storm sewer improvements for 2011. Sanitary Sewer Lift Stations Four sanitary sewer lift stations were contracted for reconstruction in 2010 as part of the annual lift station reconstruction program. They are located at Highland Boulevard, Bartlett Boulevard, Emerald Drive, and Northern Road. New underground wet pits, control panels, pumps, and SCADA are included in the project. The City Council approved the reconstruction of one lift station at Waterbury Road for 2011. 83 9 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 annual pipe lining and repairs to come into compliance with the Metropolitan Council Environmental Services directive to reduce the amount of Inflow / Infiltration or pay surcharge penalties. It is anticipated the city will be able to avoid the surcharge penalties by following the study recommendations. OTHER HIGHLIGHTS • Public Works staff is researching the availability of economic recovery grants for a variety of possible projects. Two grants have been awarded to the city for energy efficiency improvements; one at City Hall and the other at the Harbor Wine and Spirits store. • 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. • is 84 10 0 I-Ve- 0. ') rAJ L ITY OF MOUND — • Public Works Department Work Plan / Initiatives Capital Improvement Projects • Annual City Street Reconstruction / Rehabilitation • Annual Retaining Wall Replacement • Upgrade SCADA system • Inflow / Infiltration Study – come into compliance with the MCES • Sanitary Lift Station Reconstruction • Complete the street lighting from Bartlett Boulevard to Highland Boulevard and add power to Mound Bay Park Surface Water Management • Annual Review of Surface Water Management Plan to insure compliance with administrative and maintenance requirements • Annual Review of NPDES II permit and insure compliance • Annual Review of Storm Water Pollution Prevention Plan (SWPPP) and insure compliance • Review State and Federal laws and permit changes to insure City Policy and Ordinances are current • Review development plans to insure compliance with permit requirements • Annual Review of MCWD Rule Changes Parks • 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 • Continue management of the Lost Lake docks as part of the City program 85 11 Streets 0 • Improve street sweeping with use of vacuum sweeper, sweep City a minimum of two times per year • Increase use of Dura -patch machine for pothole repair and crack sealing • Increase tree trimming • Installation of new street signs throughout City and in Street Reconstruction Project Area • Decrease use of sand with new snowplowing and sanding equipment • Repair sidewalks and trails as needed • Include utility upgrades and repairs on annual street reconstruction project Storm Sewer • Continue annual lake outfall cleaning and dredging • Continue annual catch basin cleaning • Develop inspection / inventory of stormwater storage / ponding areas for maintenance priority • Work with MCWD on storm water quality improvements and rules • 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 • Annually update water system model with Bolton & Menk • Coordinate as needed with proposed development • Include upgrades and repairs on annual street reconstruction project • Completed 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 86 12 • • Coordinate Public Works review of grading and utility plans for development • Develop multi -year Seal Coat Program • Upgrade office filing system and record retention • Develop mini GIS capacity • • • Develop updated inventory of City's infra - structure and mapping. • Implement GIS street and utility mapping capabilities when completed by consultant. 87 13 • C7 PLEASE TURN OFF ALL CELL PHONES & PAGERS IN COUNCIL CHAMBERS. AGENDA Page 1. CALL MEETING TO ORDER 2. DEPARTMENT HEAD ANNUAL REPORTS A. LIQUOR STORE — MANAGER JOHN COLOTTI 1 -7 B. POLICE DEPARTMENT — POLICE CHIEF JIM KURTZ 8 -17 C. FIRE DEPARTMENT — FIRE CHIEF GREG PEDERSON 18 -59 D. CITY CLERK'S DEPARTMENT — CITY CLERK BONNIE RITTER 60 -63 E. FINANCE DEPARTMENT — FINANCE DIRECTOR CATHERINE PAUSCHE 64 -66 F. COMMUNITY DEVELOPMENT — CD DIRECTOR SARAH SMITH 67 -72 G. PUBLIC WORKS DIVISIONS 73-87 1. PUBLIC WORKS a. PUBLIC WORKS DIRECTOR CARLTON MOORE b. PUBLIC WORKS SUPERVISOR RAY HANSON 2. PARKS AND DOCKS a. PUBLIC WORKS SUPERINTENDENT JIM FACKLER 3. ADJOURN