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2015-04-15 CC Agenda PacketPLEASE TURN OFF AT CELL PHONES & PAGERS IN COUNCIL CHAMBERS. CITY OF MOUND MISSION STATEMENT: The City of Mound, through teamwork and cooperation, provides at a reasonable cost, quality services that respond to the needs of all citizens, fostering a safe, attractive and flourishing community. AGENDA MOUND CITY COUNCIL WEDS, APRIL 15, 2015 6:00 PM SPECIAL MEETING WORKSHOP CITY COUNCIL CHAMBERS Page 1. Open meeting 2. Fire Chief Greg Pederson with 2015 Training Plan: Tornado Touchdown 1 -2 and Operations in the Emergency Operations Center (EOC) A. Part I - Classroom Basic National Incident Management System (NIMS) /Incident Command System (ICS) Introduction, Resources and Preparedness (Meeting in Centennial Building Council Chambers at 5341 Maywood Road - Apr 15, 6:00p. m.) 3. Adjourn FYI: Part 2 -- Weds, Apr 22, 2015, 5:00 p.m. - Scenario -Based Functional Exercise and Operations in the EOC (Meeting at City Hall, Level 2 Training Room, then moving to the EOC in the lowest level of City Hall, both at 2415 Wilshire Boulevard) CitV of Mound 2015 Training Plan Outline: Tornado Touchdown-EOC Operations 1. Two part training plan a. Part One: Classroom b. Part Two: Classroom, Functional Exercise 2. Part One: Classroom Basic NIMS /ICS Introduction /Resources /Preparedness a. Wednesday, April 15, 2015 at 18:00, in the City Council Chambers b. Target audience i. Mayor ii. City Council Members iii. City Manager iv. Department Heads c. Maximum 60- minute training presentation i. Visual aids ii. PowerPoint Presentation d. Purpose and Goals i. To provide an overview of NIMS /ICS 1. Basic understanding of large scale incident management ii. Public Information Officer 1. Public Relations and Communications during a large scale incident 3. Part Two: Scenario Based Functional Exercise, EOC Operations a. Wednesday, April 22, 2015 at 17:00 (90 -120 minutes) b. Scenario: Tornado Touchdown i. Focus is on Incident Management Responsibilities and EOC operations 1. Roles and responsibilities 2. WebEOC interface a. 10- minute overview of application b. Hennepin County Emergency Management will be on hand to provide assistance to Logistics station personnel ii. Scenario will run approximately 30- minutes iii. Scenario will start before the storm, and will continue through the devolution of the Incident Management Structure and EOC Operations iv. Scenario will run 90 minutes 1. Injects to be used a. Videos b. Photos N -2- c. Telephone calls d. Radio e. Maps f. E -mail g. Job /Position guides h. Media briefing v. Required role players 1. City Manager 2. Department Heads 3. Mayor 4. City Council Members 5. Fire Department Command Staff 6. Orono Police Department 7. Representatives from the media a. LMCC b. Laker Newspaper A Will include the use of ICS forms -2- PLEASE TURN OFF ALL CELL PHONES & PAGERS IN COUNCIL CHAMBERS. CITY OF MOUND MISSION STATEMENT: The City of Mound, through teamwork and cooperation, provides at a reasonable cost, quality services that respond to the needs of all citizens, fostering a safe, attractive and flourishing community. Pape 1. Call meeting to order 2. Supervisors' Annual Reports to the City Council A. Liquor Store — Manager John Colotti 1 -13 B. Fire & Rescue /Emergency Response — Fire Chief Greg Pederson 14 -57 C. Orono Police Department — Police Chief Correy Farniok 58 -80 D. Finance & Administration/Docks Administration — Finance 81 -84 Director /Clerk/Treasurer Catherine Pausche E. Community Development/Planning/Zoning/Building Inspections — 85 -92 Community Development Director Sarah Smith F. Public Works (Parks) Operations & City Projects -- Public Works 93 -104 Superintendent Ray Hanson 3. Adjourn m Harbor Wine & Spirits Annual Report for the Year 2014 Presented: April 2015 Report Prepared by: John Colotti, Mana Overview Harbor Wine & Spirits, Mound, is a municipally owned wine and spirits store located on the shores of Lake Minnetonka. Harbor Wine & Spirits was created to control the sale of wine and spirits within the City, and to generate revenue for the City of Mound. There is intense competition in the wine and spirits market with two competitors that we would consider local equivalents in addition to two major regional competitors and one large national competitor located in the metro region. Our success is based on several factors including: selection, pricing, knowledgeable sales staff, store design, in -store displays, tastings, in -store promotions, community event leadership and multimedia marketing. Spring Customer Appreciation Wine Sale Annual Sale held in February -March Held for the past 11 years, the Customer Appreciation Wine Sale has helped drive sales at time of year that is post - holiday and pre- summer peak sales periods. The sale is primarily promoted through the Laker /Pioneer and Lakeshore Weekly News, social media, as well as in -store bag stuffers that go out the weeks leading up to the sales. Setting Harbor Wine & Spirits Customer Appreciation Wine Sale apart from our metro completion is our universal 15% bottle discount and 20% case discount (including mix & match cases) wine pricing. Most retailers present a limited listing of wines for their sales; subsequently new customers are routinely impressed when then discover all their choice wines are on sale at our store during the sale. During the three week sale we have in -store wine samplings hosted by our wholesaler's wine representatives. We conduct the tastings on Thursdays, Fridays and Saturdays during peak customer traffic periods. Fall Wine Sale Annual Sale in September /October This is the largest wine sale of the year, featuring 15% off by the bottle and 20'9 off by the case (including mix & match cases), Our key customers have informed us that they mark their calendars for this sale and we make it easy for them to remember it by advertising in the local newspaper, social media and with bag stuffers. -2- Repeal of Prohibition Sale December 2014 Two years ago the industry was abuzz over the 80'h anniversary of the repeal of prohibition and we jumped onboard with a retro -sales event that was popular with our customers. Our Anheuser -Busch distributor, Thorpe Distributing, worked with us to sell single bottles of Budweiser for .10 per bottle to commemorate the price back in 1933. This was also a great time for our customers to try something new as we had beer and spirits vendors offering samples from Noon to 8 p.m. during the sale. For those attending we had vendor giveaways such as bottle openers, t- shirts, bicycles and baseball caps. While the wine sales are a great time to buy wine this was a great opportunity to get 209/0 off beer and spirits as well as wine. We are looking forward to the 2015 sale which will mark the 82 "d anniversary of the repeal of prohibition. We have secured vendor commitments for this event at this time. This event was promoted through the Laker /Pioneer and Lakeshore Weekly News, social media and in- store bag stuffers. Wine & Beer of the Month Each month we feature a wine and a beer of the month promotion. We negotiate special pricing through our vendors (which allows us to still make a profit even during the spring and fall wine sale months when customers receive a 15 -20% discount). Vendors produce both point of sale promotional material and a large window sign to heighten customer awareness. They host no less than two in -store tastings during their monthly feature. We have found that this promotion results in profitable add -on sales. Senior citizen Discount Working in coordination with Jubilee Foods we offer a 109,61 senior citizen discount every Tuesday and Friday which corresponds with their senior discount program. This program creates a "one stop shop" effect. -3- Surfside Pale Ale Keeping with the craft brew trend that continues to sweep the market, in 2014 we were able to once again have our own beer label created through Lucid. Mayor Mark Hanus presided over the ceremonial unveiling of the 2014 brew with a festive ribbon cutting event that included an in -store beer tasting. The summer of 2014 we featured Surfside Pale Ale at the Spirit of the Lakes Festival. Surfside is created for us each year in time for the festival. Sprit of the Lakes Festival Beer Garden The Sprit of the Lakes Festival takes place in July each year and Harbor Wine & Spirits hosts and manages the beer garden. We work with the festival planning committee throughout the year to prepare for this major community event. This is an opportunity for us to reinforce name recognition and to support our community. Wine and Beer Tastines Wine and food parings are presented at a special event during the Spirt of the Lakes Festival. There are several tasting seminars offered featuring high -end wine and beer. Event goers pay $30 per person to participate and received gifts such as wine glasses, t -shirts and similar promotional items. Attendees can place orders for the wine and beer at the event for discounted prices through Harbor Wine & Spirits for in -store pick -up. Oktoberfest Beer Promotion September 2014 New in 2014 Harbor Wine & Spirits celebrated Oktoberfest with a one day event during its traditional German celebration month of September. We amped up the celebration with traditional Oktoberfest music throughout the store, in -store German beer samplings and with help from the Rotary who sold brats with sauerkraut in the shopping center parking lot. Customers received a 15% discount on not only our top German beers but all beer within our inventory. Westonka Community and Commerce Organization — Membership Harbor Wine & Spirits is in a unique position, representing both the City of Mound and itself as local business as a member of the Westonka Community and Commerce Organization (WCC). Through our membership in the WCC we are able to network with other local businesses and community leaders to promote our store and the City of Mound as a premier place to conduct business. IM 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, 2014, 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 /Clerk/Treasurer CITY OF MOUND - MUNICIPAL LIQUOR STORE BALANCE SHEET (UNAUDITED) December 31, 2014 I� Cash and temporary investments $ 87,591 Inventory, at cost 324,546 Prepaid items 250 Capital assets, net of accumulated depreciation 985,518 TOTAL ASSETS 1,397,905 LIABILITIES Accounts and salaries payable 134,536 Amounts due to other City funds 400,314 TOTAL LIABILITIES 534,850 NET POSITION (LIABILITIES) Net investment in capital assets 985,518 Unrestricted (122,463) TOTAL NET POSITION (LIABILITIES) $ 863,055 -5- SUMMARY ANALYSIS OF MOUND MUNICIPAL LIQUOR OPERATIONS (UNAUDITED) For the Year Ended December 31, 2014 OPERATING REVENUES Sales $ 2,919,732 Cost of goods sold 2,156,289 Gross Profit 761,443 Gross Profit as a Percent of Sales 26.08% Operating Expenses 540,987 Operating Income 220,456 Nonoperating Revenues 22 INCOME BEFORE TRANSFERS 220,478 Transfers out 61,529 CHANGE IN NET POSITION 158,949 NET POSITION, JANUARY 1 704,106 NET POSITION, DECEMBER 31 $ 863,055 ADDITIONAL INFORMATION Transfers from Liquor Store Profits to City Funds: General Fund $ 61,529 I on \ J- § { § -� O v 0 0 0 0 0 z r r �- O m m m m m m O 9 XT O v v v v v jz O p O O m m D D -+ = z O v m m m m m mm m p p 3- m m 9, z z Z z z m C m D p m O Z 63 m m A A m m m c c ° O m m zcn m z v w O m m ZZ cn y�y O A DD1 O D° z m 0 O D rn °W X° X D'c 0 Dy D A o m m m ? O+ N x � x O con O y\ + /O� cz O C X q z A ° ° rn o N W W+ O+ O O O O O O O A 0 0 6t + to O m V N N N N O V M (lf N N A tm0 A V N (Op v W A W N � m N0 A W N WN (T O NA O O W d O N W 0 0 0 0� N t0 I IIo n a c Q yn o Z 3 N 't n m 6 N D 37 C Q C N V < m � a m 22 _C z m rn 0 w N O (T N W 9 O N 9 + Previous Year Department Chart Harbor Wine & Spirits Sorts: Dept 1/3/201512:51:51 PM Filters: Description is between BAR SUPPLY 6.5% TAX - 10 and WINE - 60 Page 1 �osts ❑Sales $- 200000 $0 BAR SUPPLY 6.5% TAX - 10 BAR SUPPLY FOOD NTAX - 13 BEER -20 BOTTLE /KEG DEPOSIT - 06 BOTTLEXEG REFUND -07 CIGARETTES AND CIGAR - 12 JUICES NON/TAX- 15 LIQUOR - 30 LOTTERY -PAID OUT - 09 Cnntim ead. $200000 $400000 $600000 $800000 $1000000 $1200000 In Previous Year Department Chart Harbor Wine & Spirits Page 2 Costs ❑Sales $- 200000 $0 $200000 $400000 $600000 $800000 $1000000 $1200000 N/A BEER NO TAX - 18 OPEN 6.5% TAX - 05 OPEN -BEER - 02 OPEN- LIQUOR - 01 OPEN- NON/TAX - 04 OPEN - WINE -03 POP & MIXES 6.5 %- 16 PROMOTIONAL EVENT - 08 WINE - 60 in Previous Year Department Chart Harbor Wine & Spirits Sorts: Dept 1/3/201512:51:51 PM Filters: Description is between BAR SUPPLY 6.5% TAX - 10 and WINE - 60 Page 1 '.Costs ❑Sales $- 200000 $0 $200000 $900000 $600000 $800000 $1000000 $1200000 BAR SUPPLY 6.5% TAX - 10 BAR SUPPLY FOOD NTAX - 13 BEER -20 BEER -90 BOTTLE/KEG DEPOSIT - 06 BOTLEIKEG REFUND - 07 CIGARETTES AND CIGAR - 12 JUICES NON/TAX - 15 LIQUOR - 30 LOTTERY -PAID OUT - 09 Continued... -10- Previous Year Department Chart Harbor Wine & Spirits Page 2 Costs ❑Sales $- 200000 $0 $200000 $400000 $600000 $800000 $2000000 $1200000 N/A BEER NO TAX - t f OPEN 6.5% TAX - 05 OPEN -BEER - 02 OPEN - LIQUOR - 01 OPEN- NON/TAX - 04 OPEN -WINE - 03 POP & MIXES 6.5% - 16 PROMOTIONAL EVENT- 08 WINE - 60 -11- Previous Year Department Chart Harbor Wine & Spirits Sorts: Dept 1/3/201512:51:51 PM Filters: Description is between BAR SUPPLY 6.5% TAX - 10 and WINE - 60 Page 1 Costs ❑ Sales $- 200000 $0 $200000 $400000 $600000 $800000 $1000000 $1200000 BAR SUPPLY 6.5% TAX- 10 BAR SUPPLY FOOD NTAX - 13 BEER -20 BEER - 90 BOTTLE /KEG DEPOSIT - 06 BOTTLE /KEG REFUND - 07 CIGARETTES AND CIGAR - 12 JUICES NON/TAX- 15 LIQUOR - 30 LOTTERY -PAID OUT- 09 Continued... -12- Previous Year Department Chart Harbor Wine & Spirits Page 2 FE-c-o ❑Sales $- 200000 $0 $200000 $400000 $600000 $800000 $1000000 $1200000 N/A BEER NO TAX- 18 OPEN 6.5% TAX - 05 OPEN -BEER - 02 OPEN- LIQUOR - 01 OPEN- NON/TAX - 04 OPEN -WINE - 03 POP & MIXES 6.5% - 16 PROMOTIONAL EVENT - 08 WINE - 60 -13- E 10 1 1 2415 Wilshire Boulevard Mound, MN 55364 Main: 952.472.3555 Fax: 952.472.3175 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. -14- Section I Overview & Highlights Pages 1 -6 Section II Organization and Staff Information Pages 7 -10 Section III Department Activities Pages 11 -17 And Performance Measurement Section IV Apparatus & Equipment Pages 18 -19 Section V Facilities Pages 20 Section VI Finances & Budget Pages 21 -28 Section VII Accomplishments & Pages 29 -42 2014 Priority Projects -15- Mound Fire Department 2014 Annual Report Overview and Highlights This overview provides a general, but important summary of the Mound Fire Department activities, accomplishments, and goals met for the year 2014. The detailed information provided within this 2014 Annual Report provides details and comprehensive information about the Mound Fire Department and the fire department operations. Please contact Fire Chief Greg Pederson if you have any questions or comments about the information, or would like to discuss any of the topics. General Note: This report is dutifully prepared for the Mayor and Councilors for the City of Mound, and shared with the Mayors and Councilors of the four other contracting cities we serve. This report is also presented and reviewed with the Mound Fire Commission. Introduction and Overview The year 2014 was another successful year for the Mound Fire Department. This year we continued to work our strategic plan which focused on hiring, training, and maintaining our firefighter staff, operational and response model changes, conservative budgeting, and thoughtful financial management. Our well trained and active paid -on -call firefighter staff remains our most vital asset. In 2014, the firefighter staffing level was increased from 40 to 41 firefighters. Three new probationary firefighters were hired, and two firefighters retired. It is the dedication and commitment of the Mound firefighters that uphold the service quality provided by the, fire department. The commitment of time and effort by our staff continues to be substantial as shown in the detailed department activity reports. In year 2014 our calls for service for fire and rescue call activity decreased slightly from 2013 levels. The emergency call outs in 2014 were 525 vs. 558 in 2013. Emergency call out activity level in 2014 was below our five year average of 562. Weather extremes and other related factors often determine emergency call volumes. Our firefighter emergency response hours for the year were approximately 9% lower than the 2013 levels with a total firefighter emergency response hours of 10,035 hours. This decrease was expected and due in part to the launch of our Duty Officer Program on April 6, 2014. Organization, Staff information, and Performance Measurement The Mound Fire department consists of an active volunteer paid -on -call firefighter staff. We have a staff of 40 volunteer firefighters, one full -time administrative assistant and a full -time fire chief for a total staff of 42. -16- e'U014 anmial report highlights and swmnapy -(final 3).doex i The following points regarding organizational resources are supported by the documentation and graphs included in the pages that follow (please refer to the charts and graphs). • Two veteran firefighters retired, one in June 2014 one in July of 2014. • Three (3) new firefighters were hired in 2014, two in July and one in August. All newly hired firefighters are serving a one year probationary period. • Fire and Rescue calls for service were steady and at a realistic level in 2014. The department continues to be very active with a total of 10,035 personnel hours spent at fires and other emergency calls (activity report included). • MFD staff responded to 21 Mutual Aid requests in 2014 vs. 25 in 2013. We provided 920 staff hours for mutual aid to other cities. The requests for mutual aid will likely continue to increase in the future due to staffing shortages at local area fire departments, especially during daytime hours. • The department response continues to generate an average of 20 - 21 firefighters per emergency call, which is a high number of responders as compared to many other volunteer or paid -on -call type fire departments. • MFD firefighters worked a significant amount of maintenance hours on apparatus, equipment, and station maintenance in 2014 for a total of 1,345 hours. • In 2014 our staff training hours was substantial at 2,721 hours. The fire department staff is well trained and more diversified than ever. Quality training for staff is a top priority in our department and is critical to developing new officers and our long term success. • The fire department staff, including fire officers and firefighters is a diverse and energetic group of experienced personnel, with approximately 479 years of accumulated firefighting experience. our firefighters, through hard work and dedication, continue to provide many volunteer hours, with a conservative estimate of all work by firefighters in 2014 at 14,719 hours. Apnaratus and Eguitrment In 2014 we continued to work on and implement our Apparatus Replacement and Efficiently Plan. Capital Improvement Plan spending on apparatus and equipment was low in 2014 due to budget and financial limitations. We did not add any vehicles to our fleet in 2014. A committee of fire officers is in the process of reviewing and making recommendations to our Apparatus Replacement Plan. The apparatus committee is evaluating all aspects and needs of our department apparatus, while taking numerous factors into consideration. The apparatus committee will consider the age and condition of each of the vehicles, along with the dollars spent on repairs and maintenance, and make recommendations for our Long -Term Apparatus Replacement Plan. The annual cost of repairs to our current fleet has been steadily increasing and 2014 was a high cost/high maintenance year. The apparatus and equipment budget of $19,800 was shattered in 2014 by required spending of $37,206. The extremely cold winter months caused unexpected maintenance issues along with major fire pump rebuild costs on one of our engines. -17- , A2014 anmial report highlights and snnrmery - (final 3).docx -2- Our 1980 Sutphen 100' Aerial Ladder truck is now over 34 years old and has become outdated, requires constant care and maintenance, and simply needs to be replaced (or possibly taken out of service). The ladder truck has had many ongoing operational and functional failures or problems. The operational failures are a genuine safety concern. IMPORTANT NOTE: the cost of replacement for the 100' Aerial Ladder truck depends upon the path we choose (i.e. purchase a new truck, replace with a smaller more practical user friendly truck, purchase buy used truck, or refurbish existing truck). The cost of a new aerial ladder truck similar to our truck ranges from $575,000 - $1,050,000. In any case the department requires a ladder truck for fire and suppression response, and high level rescue response in our fire protection area contracts, and to maintain our Insurance Services Office Public Protection Classification in all cities. In 2010, the Fire Commission asked us to make the ladder truck replacement a priority topic and a standard meeting agenda item. There have been numerous conversations regarding the ladder truck replacement throughout 2014, and a ladder truck was included in the Capital Improvement Plan - Equipment Plan for replacement in 2014 at a cost of $675,000. 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 must consider all of the practical and available options for prudent and cost effective apparatus replacement purchases in the future. The fire commission group meetings often generate discussion about the apparatus replacement plan, financial feasibility, and future purchases. Facility — Fire Station The Mound Public Safety Facility remains ideal for our daily administration, staff activities, apparatus housing, equipment storage, training, and emergency response operations. The facility is now 12 years old, and there are several facility repair and maintenance items that will need to be addressed in the near future. The repair items that need attention are listed on the financial summary included in this report. Several items on the outside of the building need attention and repairs including concrete repairs and facility lighting replacement. Finances and Budget The Mound Fire Department operating expenses for 2014 were slightly under budget overall. This was a challenging task considering the fire department budget increased by only 1.82 % in 2014. A summary of 2014 finances is included in this report. Highlights of 2014 are: The fire account reserve fund balance at the beginning of 2014 was $319,855 with an anticipated ending reserve balance of $347,855 at the end of 2014, The fire fund balance did increase by approximately $14,860 in 2014 to a yearend balance of $335,215 (not the final audited amount). in ,13014 annual Ieport highlights and summary -(final 3).doex -3- Donations and Grants have become a critical supplement to our budget. In 2014, donations and grants added approximately $17,000 to our revenue. Over the past 12 years, MFD has received a substantial amount of $205,319 in grant awards. A major expense in 2014 was the purchase of 14 sets of firefighter personal protective turn- out -gear at a cost of $25,104. The purchase of the protective gear brings 100% our firefighter's turn -out gear to the National Fire Protection Association Safety Standard, Major Accomtilishments and 2014 Priority Projects Duty Officer Program In April of 2014 the Mound Fire Department implemented a Duty Officer Program. During specific night and weekend hours for a total of 88 hours during the week a duty officer is on a scheduled shift. During this duty officer hour's specific low -risk call types are paged out to only the duty officer, and the officer responds directly to the scene. Since inception approximately 7% of our calls have been Duty Officer Only calls, meaning only one person responds to the incident. The Duty Officer response hours for the nine months of the program in 2014, amounted to 59 staff hours vs. an estimated 754 staff hours if they would have been "All Call Page Outs" per the OLD system. A staff time savings of an estimated 695 staff hours (refer chart for detail) is the result. Insurance Services Office Public Protection Classification Audit In 2014 our administrative staff completed a detailed Insurance Services Office (ISO) Public Protection Classification Audit. The Public Protection Class (PPC) Rating is used by insurance companies to measure the effectiveness of fire departments, and these ratings are considered in determining homeowners insurance rates. MFD did very well in the ISO PPC Audit and maintained or improved our ISO Public Protection Classification ratings from the 2009 audit (summary of rating is included in this report). Fire District Concept Plan The West Lake Minnetonka area fire chiefs met several times in 2014 and started discussions about the possibility of forming a West Hennepin area fire district. The discussions focused on the feasibility of a fire district, solving short term and long term staffing concerns, sharing resources such as staff and equipment, and financial planning. This concept may be the key to long -term sustainability and cost effective fire protection services for the West Hennepin Lake Minnetonka area. In August of 2014, Hennepin County was added to the Minnesota FEMA Disaster Declaration DR -MN 4182. The City of Mound Emergency Management Team and staff submitted several claims related to infrastructure damage as a result of the heavy rain events that occurred from June 11, 2014 to July 11, 2014. Rea e,L2014 anneal report highlights and summary - (final 3).docx The FEMA DR -MN 4182 claims documentation and overall process was tedious and detailed, however the City of Mound staff worked diligently on this project and has been awarded significant $$ as a result of the disaster declaration. The dollar award summary will amount to approximately $145,913. Challenges for the Future — Remain Much the Same We are well aware of the nationwide trends and the struggles that many paid -on -call fire departments face today and the challenges that are anticipated in the very near future. While the challenges are many, the primary concerns are: • Recruiting and retaining volunteer firefighters • Creatively and effectively managing volunteer staff time and fire and emergency call volumes by utilizing new staffing models such as our Duty Officer Program. • Increasing the department budget and maintaining the financial support needed to fund apparatus and equipment purchases • Sharing services (mutual aid or other) among communities to insure cost effective, efficient, and high quality service. Strategic Plan, Initiatives, and Accomplishments Ten years ago in 2004, we began a Strategic Plan Initiative with a focus on four key areas: Personnel and Staffing, Budget and Financial Management, Apparatus and Equipment, and Facilities. Many of the 2004 strategic plan initiatives have been completed; therefore I am currently in the process of updating the fire department Strategic Plan. The updated strategic plan will include an Apparatus Replacement Plan will be submitted for Fire Commission and City Council approval. The year 2014 brought some important administrative and operational changes to the fire department. Several new fire officers were appointed, trained and developed; A Duty Officer Program was successfully implemented in April 2014 which further improved fire department operations and efficiency. The Duty Officer Program continues to be evaluated for effectiveness and to date has been a major success. Summary The year 2014 was another successful year for the Mound Fire Department. Our department accomplishments in 2014 were remarkable. As a fire department, we have continued to achieve our goal of serving our residents and customers well by providing an essential public service at a relatively low cost with a very high value. Our staff of firefighters and administrative personnel, apparatus, and equipment continues to be maintained as our key strong elements. We have a very nice and functional fire station facility. -20- ,12014 amoral report highlights and sunmiary - (final 3 ).docx I believe our 2015 priority and focus needs to be on increasing funding of our Apparatus Replacement and Efficiency Plan and the creation of a long -term financial plan. The budget constraints over the past 5 + years have taken a toll on our apparatus replacement program. I believe it is time to prioritize and appropriate more funding to support apparatus replacement now and in the future. As we look to the future, we anticipate improving and expanding our department operations further by considering all viable options for partnering with Minnetrista and possibly Orono as part of a Fire District. A fire district concept would create an expanded fire service and larger scale protection plan. A larger fire district partnership concept will lead to more efficient use of our fire staff, apparatus, and equipment. A fire partnership model or fire district will likely be a financial benefit to the residents of Mound, Minnetrista, Minnetonka Beach, Spring Park, St. Bonifacius, Orono, and other West Lake Minnetonka area communities, plus provide an added benefit to all of the fire protection contract cities as well. I would like to thank our city officials, fire commission members, and citizens for their continued cooperation and support of the Mound Fire Department. Respectfully submitted, Gregory S. Pederson Mound Fire Chief 30 March 2015 -21- ,:12014 annual Ipo t highlights end summary - (final 3 ).docx -6- • • 0 +1i s • • E= og c � c� -22- 1 � � � � � « 00 � toll � I 0 � � � � � � � a$ -8- Chief 1 Asst. Chief Captain 11 Captain 16 Asst. Chief Dep. Fire Marshal Lieut. 15 Captain 12 Captain 14 Captain 15 Lieut. 16 Lieut. 11 Lieut. 12 Lieut. 14 Updated 1/1/2015 MOUND FIRE DEPARTMENT Years of Service List 1 GREG 2 GREG 3 TIM 4 EDDIE 5 BOB 6 JASON 7JOHN 8 RICH 9 ROGER 10 BRUCE 11 MATT 12 TONY 13 DARREN 14 KEVIN 15 BRIAN 16 STEVEN 17 MIKE 18 JOSH 19 MIKE 20 PAUL 21 MARK 22 DERAK 23 JASON 24 ANDY 25 BEN 26 BEN 27 BRYAN 28 MATT 29 AARON 30 JEFF 31 SHAWN 32 JEFFREY 33 NICK 34 DANNY 35 CHRIS 36 JED 37 AARON 38 DANIEL 39 JEFF 4o TANNER 41 ANDREW NAME PEDERSON PALM PALM VANECEK CRAWFORD MAAS LARSON ROGERS KRYCK GUSTAFSON JAKUBIK MYERS POIKONEN FLAIG BERENT HENKELS MCCARVILLE CLEMONS FOLEY JOLICOEUR LEE ANDING RICE DRILLING FOSTER GOTTSCHALK GORMAN MORRIS CRANDALL HARRISON HAYES BRYCE FARLEY GRADY HEITZ KOBERNUSZ MORRISON PATTERSON OTTENBREIT PALM PRESCOTT START DATE EQUIP. # 2/3/1975 4/1/2013 5/1/1989 11/4/1991 3/21/1994 5/2/1994 3/6/1995 10/16/1995 12/4/1995 2/5/1996 11/17/1997 5/4/1998 12/19/1998 4/19/1999 4/24/2000 9/10/2001 1/6/2003 5/10/2004 5/10/2004 5/10/2004 5/10/2004 7/26/2004 7/26/2004 5/20/2006 5/20/2006 5/20/2006 11/5/2007 11/5/2007 10/5/2009 10/5/2009 10/5/2009 3/21/2011 3/4/2013 3/4/2013 3/4/2013 3/4/2013 3/4/2013 3/4/2013 7/21/2014 7/21/2014 8/11/2014 18 15 17 34 6 32 5 19 27 11 37 33 30 7 1 2 35 23 16 39 40 3 42 25 29 26 21 44 8 10 38 46 52 47 48 49 50 51 53 54 55 *Years of service is as of. -24- Over 20 years (Return to Svc) 15 - 20 years 10 -15 years 5 -10 years Under 5 years Yrs Svc * 39.91 30.67 25.67 23.16 20.78 20.67 19.83 19.21 19.08 18.90 17.12 16.66 16.04 15.70 14.69 13.31 11.99 10.64 10.64 10.64 10.64 10.43 10.43 8.62 8.62 8.62 7.16 7.16 5.24 5.24 5.24 3.78 1.83 1.83 1.83 1.83 1.83 1.83 0.45 0.45 0.39 1/1/2015 -9- J: \admin�Admin & Organization\Active Information \Seniority List - Current -10- L O E a EMERGENCY CALLS FIRE /RESCUE CALLS 2014 IN OUR PRIMARY SERVICE AREA MUTUAL AID CALLS 2014 OUT OF OUR SERVICE AREA TOTAL OF ALL FIRE /RESCUE CALLS IN 2014 INCLUDING MUTUAL AID FIREFIGHTER EMERGENCY HOURS DUTY TOTAL ALL OFFICER CALLS CALLS CALLS 504 467 37 21 21 0 525 488 37 FIRE /RESCUE PERSONNEL HOURS 2014 10,035 9,976 59 INCLUDING MUTUAL AID • •• FIRE /RESCUE PERSONNEL HOURS IN 2014 10,035 INCLUDING MUTUAL AID MAINTENANCE HOURS IN 2014 1,345 TRAINING (IN HOUSE) HOURS IN 2014 2,721 TRAINING (OUTSIDE) HOURS IN 2014 1,148 MEETING HOURS IN 2014 832 PUBLIC RELATIONS / FIRE PREVENTION 619 TOTAL VOLUNTEER HOURS FOR 2014 16,633 -26- J: \admin \REPORTS - Fire Incident & Performance\2014 Performance Reports12014 Incident Report gs_ ALL DUTY TOTAL CALL OFFICER HOURS HOURS HOURS FIRE /RESCUE PERSONNEL HOURS 2014 IN OUR PRIMARY 9,115 9,056 59 SERVICE AREA MUTUAL AID FIRE /RESCUE PERSONNEL HOURS 2014 920 920 0 FIRE /RESCUE PERSONNEL HOURS 2014 10,035 9,976 59 INCLUDING MUTUAL AID • •• FIRE /RESCUE PERSONNEL HOURS IN 2014 10,035 INCLUDING MUTUAL AID MAINTENANCE HOURS IN 2014 1,345 TRAINING (IN HOUSE) HOURS IN 2014 2,721 TRAINING (OUTSIDE) HOURS IN 2014 1,148 MEETING HOURS IN 2014 832 PUBLIC RELATIONS / FIRE PREVENTION 619 TOTAL VOLUNTEER HOURS FOR 2014 16,633 -26- J: \admin \REPORTS - Fire Incident & Performance\2014 Performance Reports12014 Incident Report gs_ v d �C C V d Z iEl r f s L m o v ( N IV— IN t I, I(D M V N N V (D nN I(OD� In� lo 1V (D I- W IN � II- M 10 O 1N V C7 G•7 V N — O W O M O N N V (D M O 00 N� 0) 0 -' c n O N M N D) (O 1) O � 0 NI� MIM m (DIN r OIN (D(DII V (p NMIV C) C) In OIO C) C) co C NIM O OIN V OIO O OIN W 0 0 _27- WE w O O W �- N LL d LL N o N fr a' CL , a' � d' K > _27- WE c d C R O. 61 Vf LL C 7 O v O N O U A m C 3 O Y N m ca U -13- r 0 a v K c v 0 v 0 N C 0 K u v a v ry c a W c v v U w tL O a w E A 0 O O a F V M n 0 O r v N NOM O N �O N O 0 C14 (0 MO co = m Q m co 100 r O m LO - .0. 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HazMat Trailer HazMat 411 Wias to HazMat Unit #111 HazMat Trailer 433 1986 Chevrolet 1 Ton Grass #11 Grass Rig Mini Pumper # 34 1998 Ford F -Super Duty Rescue #11 imary EMS Rescue Truc 435 2007 Freightliner Tanker Pumper Tanker #11 ater Tanker— Large Cap. 750 GPM -3000 Gallon Tank #37 2008 Polaris 6 x 6 SUV Utility #15 ffRaad Vehcle #38 2009 Zodiac 11' C340 — 15 HP Boat #12 ew'Boat in 2009 439 2010 Chevy Tahoe SUV 4 x 4 Rescue #12 hief Command Velucl # 40 2010 Freightliner Tanker Pumper Engine # 13 Priniamy Mutual Ai 1250 GPM — 2000 Gallon Tank # 41 2010 Haulmark Command Trailer Utility #16 ew in service 201 442 2013 Chevy Tahoe SUV 4 x 4 Utility # 14 Outy Officer Vehicle Update 04022014 Apparatus- Equipment Hennepin Radio Alias -33- 1 _tg_ u E d u R 4 Q, 7 � ao l q L is nrl 7: O 0 W 0 0 0 O 0 tD 4J m O O O O O N N N N N O T 9d 6 m c c LL m n Q m LL d 0 E n U -19- 0 0 0 0 0 0 O 00 0 0 0 0 0 0 0 0 0 Q! p f0 N� O I V 0 � 0 O 0 O 0 S O O Yf R nB m Off ci O N N 19 O Gy C V d G M NK N C N G � uwppo00 a 4 e�p M M n W 0 S N M W •� F N M O Nw N N O O S j V N O O c O C w A O 9 C E N N A O N {cC f9 G L" GG R U N O S h S O .0 0 co ui to c e+ OOi M O M ^' E °NIN`V nN M 19 M V3 M ® 9 CL CL O G L N O M Q f w ® MI O r P 40 40 r r r0 N � h®E H h M r ,Wr 0 ci 0 $ c ® 0 T 0 0 0 - ® d E r O YS O 0 a 0 E M rl N A N S G V ® N M CD N CE C lV 7 N M K LL BI L Q a 0 iy c Q 0 0 dam. w m o V E V r N OD N N N r. 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Sunday Night thru Friday Morning (5) Nights • 10:00pm — 6:00am • 40 Hours per week - $100 per week, plus call pay Friday Night —Sunday • 6:00pm- 6:00am Friday /Saturday (12 hours) • 6:00am- 6:00pm Saturday (12 hours) • 6:00pm- 6:00am Saturday /Sunday (12 hours) • 6:00am- 6:00pm Sunday (12 hours) • 2 -24 hr. shifts per weekend - $75 per shift, plus call pay • 48 hours of coverage on the weekend .. 4/1/2015 - ;9- -45- 3o- m -31- 0 U �� a � L .._ Cn a, co -S4 "U 0 Q N cc > L ICI r d vv cn O � d ° o r" V� `� E o tz. CD �,s u U 4Ul II a O O U 4 a o a jc 00 Q Goo- W O U U O co ^d —0 ti O U v, N d� .N cn 4: cn :z Z O CL c+ O ctl ° p S1 c+ U O O O O r- vi Q Q 6s ® O m -31- ISO's Public Protection Classification 0 Purpose of PPC program: is to help establish appropriate fire insurance premiums for residential and commercial properties. a Insurance companies need reliable, up -to -date information about a community's fire- protection services. ISO Audits now every 5 years vs 10 years a ISO provides that information through the Public Protection Classification (PPC) program. Agencies Reviewed:105.5 Points Alarm Dispatch Center — 10 points Fire Department — 50 points Vb Water Supply — 40 points ® Community Risk Reduction— 5.5 points' -47- 32- I .� . \ & : \ � £ \ - • � <* \ � ¥ � Q \ « ■. :. / \ . ° 4 *0 � I M -33- ISO Public Protection Classification Ratings Fire Protection Area With Hydrants Without Hydrants PPC Rating Old vs. New Old New Newest Old New Newest Mound 4 4 4 none N/A N/A Minnetonka Beach 7 6 4 none N/A N/A Shorewood 6 5 N/A 9 5 5 Spring Park 6 4 4 none N/A N' /A Minnetrista 8 4 4 9 4 5 /10 NOTE: 1). Current PPC rating was effective date March 1, 2009 2). Newest PPC rating will be effective January 1, 2015 LOVES* 1. Residential property insurance rates only improve up to an I.S.O. hating of 7; anything above a rating of 7 generally does change /reduce insurance premiums for residential properties. 2. The city and residents that has the most to gain from an ISO Public Protection Classification audit is Minnetrista. 3. The most recent Insurance Services Office (ISO) Public Protection Classification audit for the Mound Fire Dept. and our service area cities was completed in 2014, with the results published and effective date of January 1, 2015. 4. ISO audits are typically done approximately every 5 -6 (was 10) years. November 3. 2014 .. ME Vest Hennepin (tar Lakes Area) Fire Group October 10, 2013 Agenda I. General Discussion • Fire Department Partnerships or Consolidation Feasibility • Fire Chief and Individual Department List of Objectives • Concepts and Ideas — Brainstorming • Political and City Officials support and/or role IL Opportunities and Challenges • Advantages or Opportunities • Disadvantages, Problems, Obstacles, and Challenges III. Planning and Implementation ® Strategic Planning — Short Term and Long Term * Financial Considerations and Budgets ® Implementation Plan and Timing IV. Problems and Concerns • Individual Fire Departments maintaining identity • Organizational Structure • Stafl'mg Plan (of fire stations) • Pension Plan disparity or gaps • Otherlssues Fire Departments: Maple Plain, Loretto, Long LaI €e, Hanel, St. Bonifacius, Mound, F yeelsior Fire District, and Wayzata -50- 1 -35- Advantages: • Better overall strategic planning for future with longer term contracts. • Restructuring administration for effectiveness and efficiency • Financial consolidation efficiency and more consistency. • Improved service through efficient resources utilization. • Much improved fire operations, through strategic planning, and staffing. • Improved Capital Equipment and Fire, Apparatus Capital planning. • Better, more consistent firefighter training. • Standardization of documentation for all fire departments • Utilization of existing facilities, apparatus, equipment, staff Challenges: • Allocation of financial revenue appropriately. • Current wage and Pension Plan inconsistencies. • Proper allocation and placement of fire apparatus and equipment. • Maintaining fire department identity and ownership. • Establishment of appropriate / acceptable organizational structure. Other Issues: ® Future fire station study and placement. * Recruitment and allocation of firefighter personnel for stations. w Long term budget forecasting and cost control Other assumptions or considerations as part of the Fire District or Partnership solution: The implementation time frame or start up date will be January xx, 20xx. * Full implementation will be a work in progress and will be an ongoing continuous improvement project. One, all inclusive Fire Department District Budget will be submitted which will contain all aspects of the budget: Administration, Operations, Pension Plan funding, Facilities, Capital Equipment and Apparatus Plan, a combined Staffing Plan. The overall Fire Protection costs will likely not be reduced, however core services will continue to improve, and certainly be more efficient and effective long term. ® A 10 year contract agreement will be in place. Fire Station Facilities: utilize the existing fire station facilities Expansion and additional fire stations will be necessary in the future; stations will be built and operated by the Fire District. -51- 2 -36- Minimal Capital Apparatus or Equipment purchases required (short term) as we use existing apparatus and deploy or locate as necessary. a Full time staff needs will be evaluated, and more full staff will be budgeted. ® The staffing models and fire department response protocols will change, utilizing more time conscious efficient methods (not a cost savings) such as Duty Officer, Duty Crews, and All Call paging concepts. Firefighter numbers will remain similar to current staffing levels, may fluctuate + or —1 Q % depending on staffing models. ® Computer Aided Dispatch "CAD Zones" will be evaluated, redrawn, and reconfigured as necessary to improve response times and efficiency. Primary Protection and Geographical Fire Areas (which fire department "Primarily" serves the geographic area) will be redrawn and department response by CAD Event Types will be evaluated and reconfigured. e Automatic Mutual Aid will be more prevalent and expanded. All OSHA Laws and relevant NFPA Standards will be adhered to meet firefighter safety, response times, and service quality objectives i-!pdated October 10. 2013 -52- 3 37- CITY OF MOUND D -H -N -S Number: 108510405 2415 Wilshire Blvd, Mound, MN 55364 INCIDENT NUMBER: DR- 4182- MNFederal Coordinating Officer: Mr. Warren J. Riley DECLARAION DATE: July 21,201 TYPE OF INCIDENT: Severe Storms, Straight -line Winds, Flooding, Landslides and Mudslides INCIDENT PERIOD: June 11, 2014 through July 11, 2014 Impact Statement In the months of June 2014 and July 2014, the city of Mound received a record amount of rainfall in a 30 - 45 day period. The National Weather Service and Hennepin County Emergency Management issued numerous `Flash Flood Warnings" for the city of Mound and many of the communities located within Hennepin County, MN. After significant rainfall on June 18 - 19, 2014, flood waters continued to enter many areas of the city, flooded land, flooded several roads, damaged infrastructure, and overwhelmed the capacity of the city wide sewer systems. Preliminary estimates indicate that as many as 25% of private homes and residences incurred damage due to basement flooding and/or sewage backups. The record rainfall caused water levels in Lake Minnetonka (and other local lakes) to rise and flood both the land and roadways. The high water levels in Lake Minnetonka reached all -time record levels at 930 ft. above sea level. There were no deaths or injuries as a result of the flooding; however there was significant damage to shorelines, city roads, sewer systems, retaining walls, and powered lift stations. Many private homes and basements were flooded with water and sewage, The water and sewer backup crisis required emergency pumping and transporting of sewage from the overwhelmed city wide sewer system. The city of Mound Public Works staff responded promptly to minimize damage by sandbagging, barricading and securing dangerous or unsafe roadways, and attempted to adequately pump sewage from the city wide sewer system. The city wide sewer system was completely overwhelmed by both the rain water and ground water; therefore outside sub - contractors were also hired to pump the sewage out of the system. In some cases, the sewage had to be transported to nearby lakes to dispose of the sewage. The impact on the city of Mound was significant in terms of major property damage and non- budgeted (or unanticipated) repair costs. Much of the damage to city infrastructure has been identified; however there are still the unknowns. The costs of the damage are either known or being accumulated. The evaluation process and restoration is underway and on- going. -53- j: \admin \emergency management \ fema \dr -4182 fema impact statement.doou _38. .; 4� C U a o O N �h Q O � 0 as p y O c1. � U � N N N Q 0 m O cd 0 0 A � 0 }.i O 'a w 0 �4 r-. N �t cd � •ct o � N ^, M O � � N Y 0 "b o N 9Z OJ � o 3 � U U N Q w O y U ^� WW w L� b ti � 0 C cc ^: a> E b�A � C O Y � Y � � U O N bD O CZ a? o Q. 3 o > G �y U U � c m b � ° 3 � � O I � � rs; w pp 0 t-. U O 7:- Y y.. Y O N �w � o 0 I � 3 � U 'C9 f� w �a w e� -54- r. R a R a, C 0 Cd Cd •� Q O � U Q 0 �y O cu � Y w �3 � b O •" a U Q O � Q 3 N �3 rl w x U b U O W W w N w v o .� U ,4? � `� w o O x �i v OA OM O � O ti w � 3 w 3 o .ti b O O o E o Q v ' p o aoi a � bNA Q � LiE� .c r� G i.' 3 rr� a, b C.' d^ ^W Cd 3 ti Q O 0 U B 0 ® 0! a 0 I 39- � k / \ j \ ICT E 0 o .(j ®_ \ -.J 2 \ :0 / } aj / / \ 8 ƒ K Ln < , m 2 © tn } a 3 }\ \ d m _ § 2 - ® « \ / / 2 m � 4A { < § q \ k < 0 y / q E o 8 < LA < .� / Ln \ G \ 2 LU cu \ 00 4 t / § E m m AA, « i 7 \ o LL { 0 $ ° \ / \� » o § < En ® } J 2 \ § j } b.0 }\ -0 0 6 > \ ƒ }2� P- ° � 6 2//7 2 7 7 $ c E «t 2 E 5 a a 0 a \e== L = o a 0 ®/ un k { ' = L E J:5E / \ j \ / cu / ai } -40- k E \\ o .(j ®_ \ -.J 2 \ :0 / } aj cto0= ƒ z z < , m }\ \ / cu / ai } -40- Alcohol and Gambling Enforcement Bureau of Criminal Apprehension Driver and Vehicle Services Emergency Communication Networks Homeland Security and Emergency Management MOUND Gregory S. Pederson Fire Chief 2415 Wilshire Boulevard Mound MN 55364 Disaster DR -MN: 4182 FEMA Applicant ID: 053- 44476 -00 SWIFT Vendor ID: 0000197700 -001 This letter is to inform you that within the next 30 days which you should receive a payment for FEMA awarded funds. This initial payment may include reimbursement for more than one Project Worksheet (PW). Please review the enclosed Applicants Payment Worksheet. This worksheet identifies previous payments, current balances and which PW(s) are being paid with this current payment. Minnesota The funds deposited into your account are from the State of Minnesota Disaster funds. State Patrol To check on direct deposit you may do either of the following: Office of Call the Minnesota Management and Budget MMB Vendor helpline at 651- 201 -8106 g g ( ) Communications Visit the Electronic Funds website @ http://supplier.swift state mn us/ Office of Justice Programs * *you will need your Swift Vendor ID (listed above) in order to register. ** Office of Pipeline Safety Total Amount of Current Payment: $24,506.97 The FEMA (CFDA 97.036) Share: $0.00 Office of Traffic Safety * The State Share for DR- 4182 -MN: $24 506.97 State Fire * State funding was recently reinstated. The federal portion was paid at an earlier date. Marshal Enclosures: Applicant Payment Worksheet 56- EQUAL OPPORTUNITY EMPLOYER -41- C 0) E Ql N C m U O 0 m m M E O -'wa d m c O Z` N O N Q �ca U CL c 0-,a E 0 x O C O .(A 2 0 t O oq O� O (0 O r � � rn N m O I M O U1 O e} O O FA�60 - 2 ma Q U C .� d M Q _N Q LL O LU U) LL M 0 Z "2 m 0 y 0 o v m w y a z z 0 t a o U c O E o W 0) U07 (Oo V V � � C � y d� M U- N c t c � U :3U U (MO (D OV <- V V O O Cl) M � V tm m Cl C E E aEi EE m f0 N f— D (A LL m H to Un o N rn M M V 07 CO rn - It (o rn U) fR (H -0 7 � wm �o IL f0 O m I~oo F- ~ 0 � V r N O 00 cr Qi r 00 N � Vl di M a 'O daa j, N d L -0 LL m o o~ f- -57- D O c m Q V � O N N V U) mC � 6% N M N l0 M N C m eq G LO , " CD N p co r (n vn tO 0% a LL V U) to r r r G �O C N N N C N (O N O 01 �. N oa r N O co N LO m. 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CL w / / ? ? « ,? \ 0 . : . « &, . / r : \ • t • / . . s • J$ f / • � / t / \ a f � •; t » \ M . a Ct co * « ? / ) ; / / j , © • ; Tj : t a j © \ : « } ? : ) £ # 1 : » c / \ ? \ } % » . & / . , ; # : / ) \ / ~ , ©. « k \ \ © © r « # ct ? / \ / Cd « \ G CO . ?:W 4-j \ ■ ) \ .k . } m w Cd / / .J / . . /; \ 0 J$ f / • � / t / \ a f i A —74— n ;u Q) N ,AS, : I L Ln � W L Ln M W � M Lti O Ln 6% L `q- ds to M � O ti H � b4 � O td . r yU.+ td N Cx0 V )p Ln En 4, ® U L9n U x U 7 y E 11 .1 a N O C L cz U cti Z- N U O C C C N _m U y i U U (d L L (d fd (C ® a) U h+ < LL U Q Cn —74— -75- Orono Police Service Contract Budget Formula 2014 Formula Minnetonka Spring Orono Beach Park Total Population Population -2011 MnGeo 7,438 544 1,686 9,668 Percentage 76.93% 5.63°/ 17.44% 100.00% Weighting 37.50% 28.85% 211% 6,54% 37.50% Final 2013 2,372,559,416 251,646,350 210,052,996 2,834,258,762 Percentage 83,71% 8.88% 7.41% 100,00% Weighting 25.00% 20.93% 2.22% 1.85% 25.00% 2010-2012 33.171 1,877 7,954 43,002 Percentage 77.14% 4.37% 18.50% 100.00% Weighting 37.50% 28.93% 1.64% 6.94% 37.50% Allocation Percentage 78.70% 5.97/n 15.33% 100.00% 2014 Final Allocation $1,838,580 $139,387 $358,088 $2,336.054 2014 Budgeted Allocation $1,885,032 $142,908 $367,135 $2,395,075 Balance $ (46,452.19) $ (3,521.64) $ (9,047.18) $ (59,021,00) City of Orono Police Service Contract Budget Year 2014 Salaries - F.T. Overtime Salaries - P.T. Pera - City Contribution FICA/MDCR - City Contribution Health, Life, Dental, Disability, Other Benefits Worker Compensation Insurance Office Supplies Books & Periodicals Motor Fuels & Lubricants Equipment Parts & Accessories Bldg & Grounds Maint & Repair Supplies Clothing & Personal Equipment Training Supplies Small Tool & Minor Equipment Maint - Office Equipment Maint - Automotive Equipment Maint - Misc Equipment Maint - Bldgs & Grounds Janitorial Services Legal - Consulting LOGIS- Applications Data Processing Animal Care Professional Services General Liability Insurance Umbrella Liability Insurance Property Insurances Equipment Floaters Insurance Automotive Insurance Telephone Postage Internet Travel - Mileage - Parking Printing /Publishing /Advertising Utilities Water /Sewer Office Equipment Rental Radio Rental 2014 Final Aliocatied 2014 Budget Allocation 1,371,341 1,387,006 35,000 12,945 15,000 29,581 196,420 199,622 26,850 27,879 213,420 192,583 44,650 44,650 11,000 7,701 500 0 60,000 61,577 4,500 2,492 1,400 230 16,000 14,825 8,500 4,343 4,800 898 10,000 10,617 35,000 31,277 5,000 4,391 5,000 2,072 10,000 10,504 2,000 1,961 49,950 49,934 3,500 2,736 1,000 49 10,000 10,441 14,000 14,000 5,500 5,500 2,000 2,000 200 200 4,000 4,000 14,000 13,953 1,200 167 4,530 7,600 180 57 1,500 1,441 12,500 12,356 1,000 521 2,000 1,902 9,000 9,234 77- Memberships 1,500 1,724 Training & Development 15,000 14,004 Meeting Expenses 1,500 1,430 Special Equip Replacement Charge 3,500 3,500 Licenses & Taxes 800 721 Other Charges 2,600 148 Total Operating 2,237,341 2,204, 774 Automotive Equipment 60,000 61,187 Office Furn - Fixt - Equipment 0 N/A Office Equip and Furnishings 5,000 5,137 IT Hardware & Applications 20,000 9,342 Other Equipment 10,000 0 Total Capital $95,000 $75,667 Total Expenditure Budget $2,332,341 $2,280,441 Administrative Charge 223,734 220,477 Total Expenditures $2,556,075 $2,500,918 Revenues: Police State Aid $120,000.00 $131,164.00 POST Training Reimbursement 7,000 7,000 School Liaison Officer Reimbursement 18,000 18,000 Sale of Used Squads /Other Equipment 11,000 3,700 State Aid - Payroll PERA 5,000 5,000 $161,000 $164,864 2014 1 2,395,075 2,336,054 sm t • Mi .fq �V�{f �1 Cd TJ co i 1..J -79- pi A x 4ni: ® 0 O O O O O CS 0 O O as LA 0 0 C N O O Vi C-4 O N i u:h n� `d�e~ty co N 0 N C) M N { �44k"*LLLL1�E��kllti'. 3451��FTn. g x'4E {�hx 1'tiY�Y�`lo. rwyt�x \� v'J1C`�y C�'O Ln " "4, k .� Yf \ , L (z (" bL0 0 4-3P —EO- -79- m •, E-112 �a As sb ao, Ad, a� •J o� L u v ct a- aD o ® cnn` •, E-112 �a As sb ao, Ad, a� •J o� :[ -r �i ►: _ �:I�hlifil Date: March 31, 2015 To: Honorable Mayor and City Council From: Catherine Pausche, Director of Finance and Administrative Services Subject: Finance /Clerk /Docks Annual Report to the Council My first responsibility is the supervision of staff. The current personnel that comprise the Finance and Administrative Services Department include: TITLE Collette Roberts Accounting Clerk/Payroll/Accounts Payable 03 -12 -99 Mary Mackres Public Works Admin Asst/Accounting Clerk 08 -27 -14 Noah Iverson Accountant 03 -19 -14 Kevin Kelly Administrative Services Coordinator 03 -30 -15 Ron Stanchfield Part-Time Docks Inspector 05 -14 -09 Catherine Pausche Finance Director/Clerk/Treasurer 09 -01 -06 Some of the larger City contracts I am in charge of include: Common Bond Communities — Property Management of IKM — Expires 12/31/2015 Allied Waste — Curbside single -sort residential recycling — Expires 12/31/2016 SET — leaf and brush drop -off for residents — Expires 12/31/2016 OPUS 21 — Utility Billing Services — Expires 03/31/2018 Hennepin County — Assessment Services - Expires 07/31/2015 Kenneth Potts — Prosecuting Attorney — Expires 12131/2015 City of Orono — Police Services — Expires 12/31/2022 Five Technology — IT /Network Support Services — Expired 12/31/2014 LMCIT — General Liability, Property, Auto and Workers Comp Coverage — Annual LOGIS /Blue Cross /Blue Shield — Employee Health Insurance — Annual F-B The primary responsibilities of the Finance Department include: developing the annual budget and levy, administering the annual audit, completing all payroll, billing, procurement, payable, and reporting activities on a timely and accurate basis, cash flow management, investments and bonding, union negotiations, aspects of human resources administration and benefits, public housing oversight and reporting, managing the recycling fund and contracts, and managing the technology for the City. In addition, in 2012, we took over the City Clerk (elections, Licenses and permits, official records, etc.) and Docks Administration functions. The following general principals have guided my work at the City of Mound since assuming the Finance Director position in March of 2008: • Perform more of the long term capital planning in -house as opposed to using consultants • Focus on essential services, collaboration, and best practices • Negotiate long -term contracts with fixed amounts and escalators • Respond to the economic conditions but balance with the need for improvements • Make processes more efficient and eliminate bureaucracy where possible r r- I am extremely appreciative of the support management has received from the Council in implementing cost saving initiatives. In addition to the Finance and Administration Work Plan for 2015, I would like to explore the following opportunities to streamline processes: • Eliminate sunset clauses on electric and gas franchise fees • Automate city council packets • Create long -term dock/slip contracts and bill through UB • On -line permits and credit card processing at City Hall • Develop Access Database for dock program, assessments and cemetery Move to cell phone reimbursement vs managing contract Thank you for your support and consideration in these matters. U9 Finance and Administrative Services Mission Statement: To providing timely, accurate, clear and complete v Y information and support to other city departments, citizens, and the a — v community at large. To provide efficient and reliable customer service and m o o E administion of the many functions of the department. E U o U o O " O v 0 U 0 tb 0 V �.01 O 'm LL Public Housing: Complete the conversion from Public Housing to a form of project - based assistance under section 8 of the United States Housing Act of 1937. Evaluate disposition alternatives and potential partners. Clerk Function: Update the official city records (agendas, minutes, resolutions, etc) through 2015 on Laserfiche and website. Define process to scan property jackets. Evaluate Laserfiche web based portals options and their relevance to Mound. Evaluate /update Chapters _ of the City Code. Automate cemetery files. Finance /Policy: Policy and procedure development /refinement for Mobile Device Policy, Staff Expense Reimbursements, purchasing policy and data practices policy. Human Resources: Explore healthcare alternatives, PTO alternative, changes to Admin Code. Dock Program: Work with DCC sub - committee members to define Dock Use Area, including permitted accessories like boat canopies and lifts, set - backs, the number of watercraft, the difference between docks, slips and location /type of commons, and abutters and non - abutters. Develop brochure /web page for realtors and new residents Procurement: Index and evaluate all contracts and determine which ones are suitable for a Service Level Agreement. RFP for safety system monitoring, prosecution services. M �4 1 2 Z� Z �O 0-() w C Z O y y 0. Z 00 O offi y U YE. Y QO O a. U O ; ; F Z Z W U 2 0 Z W w v W O U W _ Z v® Q ;. C 7 d T U ai V) L) O a. N m N W W— N U+ O U) �I a�Umvia) C E� •� >>� j,> N C LL '.-5— N W N n N 3 U O 3 co �� m N N U r> CO co O w — J u-m F-- c W zd co. O J • • H h W 22 O J UW p N <6 _ � N Ow _T U Y0is V m O N � N � Up QOJ apco U =a E•� m d0m m0:F-i m c N c IL 0 2 O O C CL N C6 mcn 5).NoEEm c ma._ ac N •E E.9 .> > E O N 9 M<=c-aE > nd CO cWUO� a=i •U (6 Z_ O N ti C 0 E Q O'2 J U N N N = w wO�aza.d U'.2 Oz C Ua. N 6E n d � E �•c � c`o y N N O 0 U()M0 -0 Y Z, N «: W c 'w+ Z) O cn c6 O 0).-E O co U >1 U> N a)= N N O O O O N= d C�of tnUddUn.Qmm E ai U T C m D® Vi •� >>� j,> N C N O 0.�j N N w� 3 N 3 U O 3 co �� cn CO co co col — J WZ to m c N c IL 0 2 O O C CL N C6 mcn 5).NoEEm c ma._ ac N •E E.9 .> > E O N 9 M<=c-aE > nd CO cWUO� a=i •U (6 Z_ O N ti C 0 E Q O'2 J U N N N = w wO�aza.d U'.2 Oz C Ua. N 6E n d � E �•c � c`o y N N O 0 U()M0 -0 Y Z, N «: W c 'w+ Z) O cn c6 O 0).-E O co U >1 U> N a)= N N O O O O N= d C�of tnUddUn.Qmm On behalf of the Mound Community Development Department, I am pleased to present the 2014 Annual Report to the City Council for review and consideration. STAFF. The 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 provided technical support from Public Works Superintendent Ray Hanson, who began working for the City of Mound in May 2005. In 2015, the Field Officer position was created and is now part of the Community Development Department. This position replaces the former Community Service Officer position and is held by Stewart Simon. CONSULTANT SERVICES. The Building Official position was eliminated in January 2005 and full -time building inspection services were assumed by MnSpect on a contract basis. The current contract, approved on December 11, 2012, is in effect until December 31, 2015. Scott Qualle is the designated Building Official. Rita Trapp of HKGi has been providing consultant planning services to the City of Mound since June 2005. riliti7T� CeT.•74It� I�j�J��ili�il�1;�1 Building Permit Information 2010 -2014. Year Building Permits Valuation 2014 350 $8,818,474 2013 199 $10,410,249 2012 311 $8,162,212 2011 411 $8,053,468 2010 535 $7,264,815 Im COMPLAINTS AND ORDINANCE ENFORCEMENT. The Community Development Department continues to work with other City departments with regard to code complaints and nuisance related issues. ® The majority of complaint related issues (i.e., exterior storage, inoperative vehicles, weed notices, etc.) were formerly handled by Community Service Officer Mike Wocken who resigned in May 2014 to assume a similar position with the City of Minnetrista. The Parks Department assists with weed /tall grass monitoring and violations. Issues related grading, drainage and similar matters are generally handled by Public Works Superintendent Ray Hanson Building and property maintenance code matters are referred to Building Official Scott Qualie for review and follow -up with assistance provided by Staff Effective January 2015, a new full -time position (termed "Field Officer ") was established so as to take a comprehensive approach to problem properties and code violations. Stewart Simon, who was brought on last summer, on an interim basis following Mr. Wocken's resignation, was hired full time as Mound's new Field Officer earlierthis year. e Staff conducts ongoing reviewto evaluate ordinances to address deficiencies within the City Code. The cooperation the Community Development Department receives from other Departments with code enforcement activities continues to be exemplary and I am deeply appreciative of the efforts of my colleagues. I also wish to mention that City Manager Kandis Hanson is a tremendous resource for Staff especially when we have been unable to satisfactorily resolve a problem or there have been concerns from residents or other involved parties that requires special attention or assistance. PLANNING COMMISSION CASES. A summary of the planning cases from 2010 -2014 is provided below: 2014 (28) 2013 (35) 2012 (25) 2011 (14) 2010 (13) :• DEPARTMENT PROJECTS. Provided 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 Departments /Consultants. • Conducted new Planning Commissioner orientation and refresher training • Assisted with preparation and processing of special legislation for the Mound Harbor District TIF district related to Five Year Rule provisions included Minnesota Statutes Sec. 469.1763, subd. 3 • Assistance with preparation and review of amendment to City Code Chapter 62 (Streets, Sidewalks and Other Public Places) related to public lands permitting for same and similar projects (i.e., stair replacement, etc.) , work done on City -owned property by Staff and removal of diseased and hazardous trees • Held "Developer Day" in cooperation with City Manager and Stacy Kvilvang from Ehlers, the City's financial advisor to learn about current market and development activities and trends • Temporary, seasonal approvals for Mound Farmers' Market and More and New Morning Church in former Trading Post building (Note: temporary use terminated following purchase and reuse of the building as "The langdon') • CUP approvals for Cattails Kitchen and Cocktails Restaurant and MCES wastewater treatment facility (amendment to 2013 CUP forsite plan /design modifications) • Prepared study regarding Mound parking regulations; also preparation and review of amendments to City Code Chapter 129 (Zoning) • Preparation and review /discussion of urban agriculture report for chicken and bees; also amendments to City Code Chapters 129 (Zoning) and 14 (Animals) • Commenced preparation of a new marketing brochure • Assumed review and processing of special event checklist and public gathering permitting 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 dedicated individuals who assist in every area of myjob 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. M Q d G T F' G O L � O y C b = M U o V1 N , r+ O i o Q z y N F p w i p U a o 0. 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Public Works Department 2014 Annual Report .......................... 1.6 II. Public Works Department 2014 Capital Improvements .................. 7-8 III. Public Works Department Work Plan/ Initiatives ......................... 9-lo ., ' "7 mmm 2014 Annual Report 2014 At A Glance • The 2014 street improvement project, Three Points Boulevard East Street and Utility Improvements, was substantially completed in the fall. This included new watermain, valves and hydrants. • The Grandview Lift Station, adjacent to the Grandview Middle School, was removed and replaced last summer and put into service before school resumed. • The sewer department worked with the City's contractor, Michel's Corporation, on our Inflow / Infiltration (I / I) reduction project. This consisted of the repair of bad connections and complete lining of over 5,800 feet of sewer pipe in various locations. • The 2014 Storm Drainage Improvement Project included five sites which were all substantially completed last fall. • The watermain on Bartlett Boulevard from Wilshire Boulevard west to the bridge was replaced using the trenchless "pipe- bursting" method. • Much time and effort was devoted to the after - effects of the record breaking rain events in April, May, and June; included an "emergency" retaining wall replacement at 3025 Island View Drive and a joint staff effort with the MCES staff to address capacity issues. Personnel There are 12 full time employees in the Public Works and Parks Divisions. The Superintendent's responsibilities include evaluation of employees, scheduling of work, delegation of projects and tasks, budget preparation, reports, determination of emergency call -outs, construction meetings, project inspections, purchasing of materials and equipment, answering questions, resolving complaints, etc. The Public Works Director is in charge of the Public Works Department as a whole. There is one full -time Administrative Assistant for both Public Works and Parks Divisions. 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 SD certification in Wastewater treatment. Certificates are renewed every three years. All employees receive continuous training and education at various schools, seminars and conferences. The city contracts with Safe- Assure to keep us in compliance with OSHA standards and regulations. This training is done once a month. Along with this training, the city has a Risk Management inspection conducted by the LMCIT every year. -95- Street/Fleet Division The primary function of the Street Department is to maintain and repair the city streets and storm sewers. This includes plowing and snow removal, sanding, sweeping, clearing street right -of- ways of brush and tree limbs, bituminous patching, street preparation for seal coating, repair and maintenance of storm sewer catch basins, street sign repair and installation, curb and sidewalk repair, street lighting, equipment maintenance, installation and repair of banners and Christmas decorations, 12 parking lots, 28 cul -de -sacs, and 11 miles of sidewalks. During the winter months, it is the responsibility of the public works superintendent to determine when to plow and chemically treat the streets. The Public Works Superintendent depends on the National Weather Service, local weather reports for information concerning weather systems moving in our direction and the Police Department to keep staff updated on road conditions. The Public Works Superintendent will also periodically check the streets to determine if and when plowing and sanding may be needed or should begin. If at all possible, waiting until it stops snowing before plowing is preferred, but in icy conditions trucks will be sent out as soon as possible. Personnel from Streets, Sewer, Water and Parks are all called out to help with plowing. The city has 5 single axle trucks equipped with front plows, side wings, and sanders. In addition the city also has 5 four -wheel drive pickup trucks with plows, 3 1 -ton dumps with plows and sanders, 1 skid -steer and 2 snow machines for the 1 I miles of sidewalks. This year we contracted snow removal in the Central Business District. Right -of -way repair and maintenance begins in early spring. This includes repair of watermain break patches, tree trimming, hanging summer banners, storm sewer cleaning, and street sweeping. Street sweeping is a major time consuming task. The City has 2 street sweepers, 2 sidewalk brooms, 2 trucks for hauling, and 1 tanker truck. 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, the city replaces 10 sections of sidewalk and approximately 100 feet of curbing per year. The City storm sewer system is very large with 584 catch basins, which are cleaned as time allows through various methods, and 84 sump catch basins, which are cleaned twice a year as time allows. 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. Utilities Division The Utilities Division for the City of Mound consists of 3 areas; water distribution, sanitary sewer collection, and storm sewer. The Utilities Division 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 the Utilities Division; one for the Water Department, one for the Sanitary Sewer Department, and one for Storm Sewer Department. Line item expenses for each department do not vary much from year to year. The biggest percentage of the budget each year is for salaries, capital outlay, workers compensation, liability insurance, and the Met Council sewer charges. 9. Water The City has 3 wells, one of which is for emergency back -up only, one booster station, and a combined storage of 750,000 gallons in 2 towers and 265,000 in 1 standpipe. There are approximately 45 miles of watermain. The city is interconnected to the City of Spring Park at the Seton Bridge, and there are 2 interconnections with the City of Minnetrista. The Water Department is responsible for, among other things, meter readings, tower inspections, and hydrant flushing. In 2013 we pumped 225,759,000 gallons of water. Every 3 -5 years, the City's water towers are inspected for the condition of the coating and anodes inside the towers. In 2014 the City contracted with KLM Engineering to inspect, remove sludge build -up, and make minor repairs in all three water storage tanks as well as a water mixer and aerator installed in the Island Park Standpipe. 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 30 sewer lift stations, which are checked twice a week, and sewer line cleaning. They also perform pump repair, electrical repairs, pump removal, and seal replacement. Major repairs are contracted out. The City's insurance company (LMCIT) has given us a timetable to complete the cleaning of 60 miles of sewer main in the City every 4 years, which means we would need to clean about 80,000 feet per year. Given our current manpower situation, we are only able to clean 40,000 to 50,000 feet per year. The current sewer system, installed in 1964, is in dire need of repair. In 2002, the city began televising the sanitary sewer 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 and Sewer Lining Projects. Storm Sewer There are 545 storm catch basins, and approximately 93 outlets. The storm sewer system is being upgraded through the annual Street Reconstruction Project. The city started a program for the cleaning of the storm outlets in 2008. Scheduled maintenance for cleaning the lines begins in the spring of each year. Parks Division The Parks Division is responsible for managing the 31 public parks in the city, the maintenance and management of the Municipal Cemetery, aspects of the Municipal Docks Program, Municipal Buildings, Transit Center Parking Deck, Surfside Park Depot, and the 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 three full -time parks maintenance employees along with seasonal maintenance employees. The Parks and Open Space Commission (POSC) functions as an advisory board for bringing recommendations to the City Council regarding relevant issues. -97- General Comments During 2014, the Parks Division was involved mainly with maintaining current playground equipment and lands. In addition, there are six beaches that staff maintains throughout the summer, located as follows: Bluffs Beach (Bay Ridge Rd.), Canary Beach (Canary Ln.), Centerview Beach ( Centerview Ln.), Scherven Beach (Island View Dr. & Aberdeen Rd.), Surfside Beach (Bartlett & Commerce Blvd.), Wychwood Beach (Wilshire & Brighton Blvd.). In 2014, new playground equipment was purchased and installed at Three Points Park. Along with development, maintenance for the parks must be planned. Maintenance and upkeep of the parks is a major ingredient for their success and include: regular mowing, leaf removal, litter pick up and periodic repairs. These improvements and maintenance provide a visual confirmation that the City of Mound has a commitment to the community's quality of life. The downtown Streetscape and Greenway was completed in 2006 and provides one of the main entrances into the downtown business area of Mound. The Parks Division is responsible for maintaining this area, which is completed as a high priority item Parks maintenance staff has been 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 foundation repairs and driveway reconstruction were completed in 2012. A facilities study conducted in 2002 noted that the Park Maintenance Facility continues to need improvements. 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, 2014, the yearly total of hazardous tree removals from City property was 34 trees removed, 11 stumps chipped, 17 trees trimmed that posed a hazard, and 9 sites had brush removed. From private property, 3 trees were marked for owner removal due to hazardous conditions. Of the 5 trees 0 were contracted for removal by the City as 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 2014, approximately 67 weed notices were issued by the Community Service Officer for unkempt grounds, of which 58 owners complied with the work requirement. The 9 non- compliance properties had the work performed by a City hired contractor. The cost incurred by the City on these non - complying properties are billed to the owner. If the owner does not pay, the cost is assessed to their property taxes. El Depot and Island Park Facilities No improvements had been made at the Depot building prior to 1998. In 1998 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 was installed. The facility is currently being utilized for meetings by local organizations and for private parties. User response has been very positive. Improvements will reinforce the Depot as an asset to our City. Depot Rental Rates $350 check/$50 cash Damage and Clean-up Deposit $250 /per day Non -Mound Residents $125 /per day Mound Residents $25.00 /per day Mound Westonka Community Civic and Non - Profit Charitable Organizations Fees were waived on 0 groups, resident payments totaled $3812.50, non - resident payments totaled $750.00, Civic and Non - Profit payments totaled $275.00. The total rental payments received was $4837.50. 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 its 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 and the Centennial Building. Parks staff is also responsible, within their capabilities, for the repairs to plumbing, heating and related equipment. Major repairs for the heating and air conditioning systems and cleaning services are contracted out through the direction of the Parks Division. Janitorial duties are contracted to an outside vendor. Parks & Open Space Commission The Parks and Open Space Commission is made up of four members and a City Council Representative for the commission. They make recommendations to the Council on matters within their oversight responsibilities which include: • 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 MO Issues discussed and reviewed in 2014: • Park Cleanup Special Events • Dispersal of funds for playground structure purchase • Dog Park • Adopt a Park Program Docks c& Commons Commission The Docks and Commons Commission is made up of five members and a City Council Representative for the commission. This commission reviews matters relating to the City's Dock Program and makes recommendations to the Council. Equipment Maintenance and Replacement Preventive and unplanned maintenance of all related equipment is the daily responsibility of the Parks 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 Division to operate efficiently and provide safety for the general public and the parks crew. Future Parks Planning The annual street reconstruction program will wind down to completion over the next three years. During this period, staff and council members should begin discussions on long -range park improvements and initiatives for better improving utilization of the City Parks by the public at large. -100- �. CITY j1 � OF MOUND Public Works Department 2015 Capital Improvement Projects & Initiatives Street Reconstruction Proiect • The 2014 Street improvement project, East Three Points Blvd. Street and Utility Improvements, will be completed with the final wear course of asphalt and restoration to be completed late this spring. • Three Points Blvd. West Utility Improvement project has been awarded and construction will commence in late April with completion in July. • Three Points Blvd. West Street Improvement project for which a contract has been awarded, will commence in late July after the Utility project is complete. Substantial completion is scheduled for this fall. • The 2015 Street, Utility and Retaining Wall Improvement project, Tuxedo Blvd. and Grandview Blvd. is scheduled for an April 91h bid opening with construction anticipated to commence in May and substantial completion in the late Fall. Retaining Wall Replacement Project The annual retaining wall replacement program provides for the reconstruction of retaining walls in various locations throughout the city determined to be in poor condition. This is the eleventh year of the retaining wall replacement program. The retaining wall replacement project includes the removal of the existing walls and construction of decorative modular concrete block walls and site restoration. This program has primarily involved the necessary replacement of walls within the annual Street reconstruction project. Seal Coat Program The seal coat program is proposed again this year to include the reconstructed streets in the Southwest Island Area (2011 Street Recon Project) and Highland /Idlewood /Ridgewood (2011 Street Recon Project). Storm Sewer The City Engineer is reviewing locations that are in need of storm sewer improvements for 2015. One area includes the Bradford /Wilshire system. Discussion is currently under way with MCES staff about the possibility of combining these city storm drainage improvements with the MCES L39 lift station improvement project scheduled for this summer. Sanitary Lift Stations One sanitary sewer lift station reconstruction project has been authorized for 2015. Lift Station C -2 located in the Three Points area at Sumach Lane and Sparrow Road. Plans are currently being prepared with an anticipated completion in the fall. am 7 Water Distribution System An additional supply line to the Island is currently under study and an Engineering Report will be forthcoming to the Council for approval. The anticipated project would entail directionally drilling a 10 -inch watermain from Avon Park under Emerald Lake to Tyrone Park and connect to the existing watermain system on both ends. This project would be constructed under frozen conditions next winter 2015/2016. Inflow/Infiltration Study The City Engineer completed a study in 2007 of the sanitary sewer lift stations and Inflow / Infiltration into the sewer lines. This study has served as a guide to determine where the city needs to perform pipe lining in future years to come in compliance with the Metropolitan Council Environmental Services directive to reduce the amount of I /I or pay surcharge penalties. As part of the City's annual street reconstruction projects, sewer rehabilitation work has been completed since 2004. In 2011 and 2013, separate lining projects were completed which also included some partial grant funding from the Met Council. With these projects and the current MCES partial grant project listed below, it is anticipated the city will be able to avoid an MCES surcharge. The 2014/2015 Sanitary Sewer Rehabilitation project (CIPP lining) has been awarded and construction is anticipated this spring. Staff has begun very high level discussions around the issue of private sanitary sewer service I/I and how a private service program might be approved and implemented. Research on this type of program is currently in a very preliminary phase. • Public Works staff is always researching the availability of grants for a variety of possible projects. One grant was awarded to the city for sanitary sewer lining/ repairs (MCES) for the above noted project. • Staff annually updates the vehicle replacement program to better manage and forecast future vehicle replacement needs and costs. • Staff annually reviews the long range infrastructure repair and replacement needs of the City's storm sewer, sanitary sewer, and watermain. The results are incorporated into the City's capital improvement program. • Staff in response to the rains and flooding in the spring of 2014 began working collaboratively with the MCES on several projects to address significantly long overdue sanitary sewer system upgrades. Completion of these system upgrades over the next four years will result in the overall sanitary sewer system having a greater capacity to move any excess sewage flow through the system more efficiently. -102- CITY OF MOUND Public Works Department Work Plan / Initiatives Capital Improvement Projects • Annual City Street Reconstruction • Annual Retaining Wall Replacement • Coordinating with MCES on Joint Projects • Sanitary Lift Station Reconstruction • Island Park Watermain Loop 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 • Annual update inventory of park structure maintenance needs • Evaluate equipment for possible replacement • Research funding sources for park improvements Streets • Sweep City a minimum of two times per year • 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 • Continue Annual Crack Seal and Seal Coat Program Storm Sewer • Continue annual lake outfall cleaning and dredging • Continue annual catch basin cleaning • Maintain stormwater storage / ponding areas • Work with MC WD on storm water quality improvements • Construct storm sewer improvements / repairs as needed • Include upgrades and repairs on annual street reconstruction project -103- 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 reconstruction and repairs on annual street reconstruction project • Comply with Wellhead Protection Plan in accordance with State and Federal Regulations Administration • 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 • Coordinate Public Works review of grading and utility plans for development • Upgrade office filing system and record retention • Annually update inventory of City's infrastructure and mapping • Implement GIS street and utility mapping capabilities when completed by consultant -104- 10