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2016-04-19 CC Agenda PacketPLEASE 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. 1. Call meeting to order Page 2. Approve the agenda 3. Supervisors' Annual Reports to the City Council A. Orono Police Department — Police Chief Correy Farniok 1-25 B. Liquor Store — Manager John Colotti 26-46 C. Fire & Rescue/Emergency Response — Fire Chief Greg Pederson 47-82 D. Community Development/Planning/Zoning/Building Inspections — 83-86 Community Development Director Sarah Smith E. Public Works (Parks) Operations & City Projects -- Public Works 87-100 Superintendent Ray Hanson & City Manager/PWD Eric Hoversten F. Finance & Administration/Docks Administration — Finance 101-106 Director/Clerk/Treasurer Catherine Pausche 4. 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E « © uy «: i : \� 2 . « : §. �: </ § �� . . « -- � * i: #}co W : ..:, Cd a. . »� \■ :4J . . y . . .> � s w ^ . - . 2 « \d /; � �� ; � � 0-00 }1 \ / �} � i E . � « . y co 4 ,r} a «+, 11 »* 4 : , \. \y \ . . .\ k: #: or. « kl ~ u co co 4 0tv « #< Wo \# . .jj. 13 -22. 0 4-J > 0 V) E 0 o 0 c y E w o 41 Ln V) ct 1'*� co o rOW4 0 +j L- C> 0 4-j 4-J cz 0 — cq Ln 4-J — w a-, :3 >.. 9 os CL > -0 C: Ln Ln co Cd 4-j CIO ct > 0 C o 0 ct Ln tv 4-J 0 4-J 4-J 0 C> 13 -22. il -23- k9 f:4 m 9 ME 0:4 I 4 U) L4-4 0 r - 9-1 11 111 -25- -26- Report Prepared By: John Collottil Manager Harbor Wine & Spirits, Mound, is a municipally owned wine and spirits retail 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 trade with two competitors that we would consider "local" equivalents in addition to two major regional competitors and one large national competitor located mostly in the metro region. Our success is based on several crucial factors including: selection, pricing, knowledgeable staff, store design, in-store displays, frequent tastings, in-store promotions, community leadership and Spring Customer Appreciation Wine Sallwa Annual sale held in February -March Held for the past 12 years, the Customer Appreciation Wine Sale has helped drive sales at the time of year that is post -holiday and pre - summer peak sales periods. The sale is primarily promoted through the 5".1 Laker/Pioneer and Lakeshore Weekly News, social media, as well as in- store bag-stuffers that go out the weeks leading up to the sale. Setting Harbor Wine & Spirits Customer Appreciation Wine Sale apart from our metro competition 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 they discover all their choice wines are on sale 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 ,. le � This is the largest wine sale of the year, featuring 15% off by the bottle and 20% off by the case (including mix & match cases). Our key customers have informed us over the years 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. Three years ago the industry was "abuzz" over the 80th anniversary of the repeal of prohibition and we jumped on board with a retro -sales event that was very popular with our customers. Our Anheuser-Busch distributor, Thorpe Distributing, worked with us to sell single bottles of Budweiser for 10 cents a 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, caps, bicycles and various other trade- related While the wine sales are a great time to buy wine, this one -day sale presents a great opportunity to get 15% off beer and spirits as well as wine. We are looking forward to the 2016 sale which will mark the 83rd anniversary of the repeal of prohibition. Arrangements are currently underway to secure vendor commitments. 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 decent 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 banner to heighten customer awareness. They commit to hosting no less than two in-store tastings during their monthly feature. We have found that this promotion results in profitable add-on sales. -30- Working in coordination with our neighbor Jubilee Foods, we offer a 10% senior citizen discount every Tuesday and Friday which corresponds with their senior discount program. This promotion creates a "one stop shop" effect. PI" jj�* ;�A�, Keeping with the craft brew trend that continues to sweep the national and local markets, in 2015 we were able to once again have our own craft brew label created in collaboration with local craft brewery, Lucid. Former Mound Mayor Mark Hanus presided over the ceremonial unveiling of the 2015 version with a festive ribbon cutting ceremony that included an in-store tasting. The summer of 2015 Harbor Wine & Spirits featured Surfside Pale Ale at the Spirit of the Lakes Festival. Surfside is created annually coinciding with the festival. IT� I TIE= Z�= The Spirit 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 Tastings Wine and food pairings are presented at a special event during the Spirit of the Lakes Festival. There are several tasting seminars offered featuring high-end wine. 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 they've tasted for exceptionally discounted prices through Harbor Wine & Spirits for in- store pick-up. New to the 2015 festival was the Minnesota Craft Brew Tasting, where we invited sixteen Minnesota breweries to participate. Each brewery set up a table to pour and discuss their products, as well as hand out free promotional items. This provided an excellent chance for customers to actually meet the brewers and owners from their favorite local breweries! October 2015 in the month of October, Harbor Wine & Spirits celebrated their 2nd annual Oktoberfest promotion. The celebration was amped up with traditional Oktoberfest music throughout the store played by -32- professional accordion player Dale Grove, as well as in-store German beer samplings. The Mound Rotary once again sold brats with sauerkraut in the shopping center parking lot. Customers in attendance received a one -day -only 15% discount on not only our top German beers, but all beer within our vast inventory. Westonka Community and Commerce Organization" Membership I Harbor Wine & Spirits is in a unique position, representing both the City of Mound and itself as a member of the Westonka Community and Commerce Organization (WCC). Through our membership, 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. KC311 N C, 00 a; c - hal^w O O 0 . e 00 et Wj M T O O. -34- rr 0 G 0 E o q 80 0 r cr 0 &F > -34- 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, 2015, 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/ClerklTreasurer CITY OF MOUND -MUNICIPAL LIQUOR STORE BALANCE SHEET (UNAUDITED) December 31, 2015 Cash and temporary investments $ Inventory, at cost 127,912 Prepaid items 386,919 Capital assets, 12,002 net of accumulated depreciation 955,914 TOTAL ASSETS 1,482,747 LIABILITIES Accounts and salaries payable 128,887 Amounts due to other City funds 317,344 TOTAL LIABILITIES 446,231 NET POSITION (LIABILITIES) Net investment in capital assets 955,914 Unrestricted 80,602 TOTAL NET POSITION (LIABILITIES) $ 1,036,516 -35- SUMMARY ANALYSIS OF MOUND MUNICIPAL LIQUOR OPERATIONS (UNAUDITED) For the Year Ended December 31, 2015 Sales $ 2,964,968 Cost of goods sold 2,184,124 Gross Profit 780,844 Gross Profit as a Percent of Sales 26.34% Operating Expenses 548,255 Operating Income 232,589 Nonoperating Revenues 365 INCOME BEFORE TRANSFERS 232,954 Transfers out 59,493 CHANGE IN NET POSITION 173,461 NET POSITION, JANUARY 1 863,055 NET POSITION, DECEMBER 31 $ 1,036,516 ADDITIONAL INFORMATION Transfers from Liquor Store Profits to City Funds: -36- $ 59,493 '6 L 11 0 0 0 0 W 0 1— W�; 0 M 0 0 0 0 0 W co CO 0) C) C> U') 0 C, q N m 6 0 co Iq 06 4 c6 6 r-- cli 10 6 cl� co (0 N N C) I�r (D P- I N — W M LO m U') LO N (D La — m N 0) 'IT 0 = Im co It LO N cli N co !oll- u')Owr-o—ooN—0000vLOOLO 0 cn N 0 co r- C? OR o CO 6 ci 6 oi 0 0 0 0 M I CN a .-1 z 0 a. 0 z D U- LO C) I D 0 co — LO CD N — CD It 0 �g f- z ui > ui U� co �->- 0 LL COW z < ;Zo�--,Otwwz O (o cn -j < -j-j a. CL (L (L LLILLJWZOMZ.WDZZXO 0 z co 0 w w LU w Ln ui w op a —jz- 0 37 0 W ui M 0 w w w < w w m m m 0 m 0 m 0 w 0 D g _3 r 0 -j w :!� z z w m 0 z w m 0 z w m 0 z I m 0 w m m 0 0 m L� o z = w § 1- 0 m 0 0 El ME Previous Year Class Chart Harbor Wine & Spirits Sorts: Class 2/5/2016 2:01:59 PM Page 1 Casts ❑Sales c_i�,nnnn 9n $150000 $300000 $950000 $600000 $750000 $900000 OPEN -LIQUOR - 01, 001 - OPEN -BEER - 02, 002 - OPEN -BEER OPEN -WINE - 03, 003 - OPEN -WINE OPEN-NON/TAX - 04, OPEN 6.5% TAX - 05, 005 -OPEN -6.5% BOTTLE/KEG DEPOSIT- 06, BOTTLE/KEG REFUND - 07, PROMOTIONAL EVENT - 08, BAR SUPPLY FOOD NTAX - 13, BAR SUPPLY 6.5% TAX - 10, 010 -BAR (`^eating lad Previous Year Class Chart Harbor Wine & Spirits Page 2 .0sts []Sales] CIGARETTES AND CIGAR - 12, CIGARETTES AND CIGAR - 12, CIGARETTES AND CIGAR - 12, CIGARETTES AND CIGAR - 12, IUICES NON/TAX - 15, 015 -JUICES POP & MIXES 6.5% - 16, 016 -MIXES POP & MIXES 6.5% - 16, 017 -POP N/A BEER NO TAX - 18, 018 -N/A BEER WINE - 60, 019 -N/A WINE BEER - 20, 020 -BEER r^^tmn`bacf cn 815nnnn $300000 $450000 $600000 $750000 $900000 -39- Previous Year Class Chart Harbor Wine & Spirits Page 3 Costs ❑Sales 5_1 annnn BEER -20, 021 -IMP BEER LIQUOR - 30, 030 -VODKA LIQUOR -30, 031 -GIN LIQUOR - 30, 032 -RUM LIQUOR - 30, 033 -TEQUILA LIQUOR - 30, 034 -STRAIGHTS LIQUOR - 30, 035 -BLENDS LIQUOR - 30, 036 -CANADIANS LIQUOR - 30, 037-BRANDY/COGNAC LIQUOR - 30, 038 -IRISH cn siFnnnn 8300000 $450000 $600000 6750000 $900000 m Previous Year Class Chart Harbor Wine & Spirits v -z LIQUOR '3n. 039 -SCOTCH LIQUOR -30,040-CORDIALS LIQUOR -3O.O41-SCHNAPP LIQUOR -30.042-COCKTAILG ^ REDBRAmDY LIQUOR 30. 044 -CREAM LIQUEURS LIQUOR -30, WINE -0V. 060-DK}MEGTIC MISC WINE -60, 081-Dx]MEGTCCHARDG WINE OO 002-DJMEGTC ^. ~."""" �1�"""o» s^s0000 *e0000 $750000 osmuoo -�� Previous Year Class Chart Harbor Wine & Spirits Page 5 8-1 S0000 so v150000 mnouuo w450000 $600000 $rsnouu *ymmoo WINE -80. 063-Dx]MEGTCMERLVTG WINE -0\ 064-Dx]MESTCMISC REDS WINE -OO.DO5-DK}MEGTCM0C WINE -0U.00O|MP0nTGMK;C WINE - 60, 067 -AUSTRALIAN WINE WINE -0V. 060fRENCHm0NE8 WINE 'O0. 069 -GERMAN WINES VNNE-OO. 870-CH|LIANvVINEG WINE -60, 071 -ITALIAN WINES WINE - 60, 072 -CHAMPAGNES Em Previous Year Class Chart Harbor Wine & Spirits a-15oonu w WINE -60, 073 -VERMOUTHS WINE - 60, 074-SHERRYIPORTS WINE -60, 075 -DESSERT WINES WINE '8U. O7USPANISH WINE �BEER - 20, 080 -MALT BAR SUPPLY FOOD NTAX - 13, BAR BEER '20. BEER -DISCONTINUED LIQUOR - 30, LIQUOR - DISCONTINUED $150000 *soouuu $:suoon $600000 $750000 vymmoo PROMOTIONAL EVENT '0t Cnntinued. Previous Year Class Chart Harbor Wine & Spirits "-`""^"^ , CIGARETTES AND CIGAR 12, OPEN -LIQUOR 'O1. UNDEFINED '2V2 WINE 'OO. WINE 'DISCONTINUED Page 7 1�" ms0000 osou000 *450000 *sunmm *750000 $oouuoo Previous Year Department Chart Harbor Wine & Spirits 2/512016 2:06:26 Sorts: Dept � Filters: Description isbetween BAR SUPPLY G.5% TAX -10and WINE -OO Page 1 _ y-xononn *o $unonno $«00000 psnuonn $uouoou $zcm0000 *1200000 BAR SUPPLY 6.5%TAX '1[ BAR SUPPLY FOOD NT/X'13 � BOTTBXEGDEPOGIT OO O0TTLE/KE6REFUND -V7 CIGARETTES AND CIGAR -12 JUICES NON/TAX '15 LIQUOR - 30 LOTTERY -PAID OUT 'D9 -45- Previous Year Department Chart Harbor Wine & Spirits Page 2 Costs7 ❑ Sales s-�nnnnn so 8200000 $400000 $600000 $800000 $1000000 $1200000 NIA BEER NO TAX -18 OPEN 6.5% TAX - 05 OPEN -BEER - 02 OPEN-NON/TAX - 04 OPEN -WINE - 03 POP & MIXES 6.5% - 16 PROMOTIONAL EVENT - 08 WINE - 60 .N 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. -47- Fad � / / Section I Introduction and Overview 1-6 a. Organization, Staff Information & Performance Management 7-16 b. Apparatus and Equipment 17-20 Section II Major Accomplishments and 2015 Priority Projects a. Finances and Budget 21-28 b. Organization, Administration and Staffing 29-30 Section III Challenges for the Future 31-34 Mound Fire Department 2015 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 2015. The substantial amount of detail provided within this 2015 Annual Report provides comprehensive information regarding the Mound Fire Department and the department operations. General Note: This 2015 Annual Report is compiled for the Mayor and Councilors for the City of Mound, and shared with Mayors and Councilors of the other contracting cities that we serve. The report is also presented to, and reviewed with the members of the Mound Fire Commission. 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. Section I. Introduction and Overview The year 2015 was another successful year for the Mound Fire Department. In 2015, our entire staff continued to support our strategic plan which focused on hiring, training, and maintaining our firefighter staff, refocusing on the apparatus replacement plan, and creating a new long term financial plan. All of our department priorities are to be supported through well -though -out financial management. Our well trained and active paid -on-call firefighter staff remains our most vital asset. The ever- present dedication and commitment of the Mound firefighters uphold the service quality provided by the department. The commitment of time and effort by firefighters continues to be substantial as shown in the detailed department activity reports. In 2015, the staffing level decreased slightly from 41 to 40 firefighters. In summary, three new (probationary) firefighters were hired, one firefighter who had retired returned to service, and four firefighters retired, and one of the probationary firefighters resigned due to work conflicts. Our Fire and Rescue call activity increased slightly from 2014 levels. The emergency call outs in 2015 were 550 vs. 525 in 2014. The call activity level in 2015 was slightly below our five year average of 560. Weather extremes and other factors often determine emergency call volumes. Firefighter emergency response hours for the year were approximately 6% lower than the 2014 levels. Our total firefighter emergency response hours in 2015 were 9,440 hours. The reduction in hours was expected due to implementation of our 88 hour per week Duty Officer Program which began on April 6, 2014. ,n jAadminWinin, staffing, organizationlannual report\2015 annual report\2015 annual ibiort highlights and summary ( final).docx A. Organization, Staff information, and Performance Measurement The Mound Fire Department consists of a very active volunteer paid -on-call firefighter staff. We currently have a staff of 39 volunteer firefighters, one full-time administrative assistant and a frill -time fire chief for a total staff of 41. The following points regarding organizational resources are supported by the documentation and charts included in the pages that follow (please refer to the charts and graphs). ® In 2015, five (5) veteran firefighters retired, and one probationary firefighter resigned (due to the substantial time commitment which created conflicts with his work schedule). d Three (3) new firefighters were hired in October, 2015. As is typical, all of the newly hired firefighters are on a one year probationary period. In addition one retired firefighter returned to service following a short five month break in service. • Fire and Rescue calls for service were steady and at a reasonable level in 2015. The department continues to be very active with a total of 9,440 personnel hours spent working at fires and other emergency calls (activity report included). • MFD responded to 12 Mutual Aid requests in 2015 vs. 21 in 2014. We provided 433 staff hours for mutual aid assistance to other fire departments and cities. I expect requests for mutual aid to increase in the future due to the statewide and national trend of staffing shortages at local area fire departments, especially during daytime hours. • Our department personnel response continues to generate an average of 19-20 firefighters per emergency call, which is a high number of responders compared to many other volunteer or paid -on-call fire departments. • MFD firefighters worked a significant number of maintenance hours on apparatus, equipment, and fire station in 2015 for a total of 1,492 hours. ® In 2015 our staff training hours was substantial at 2,587 hours on in-house training, and an addition 866 hours of outside training. • The fire department staff is well trained and must be more diversified than ever. NOTE: in 2015, we lost some veteran firefighters to retirement; therefore high quality staff training is a top priority and is critical to our long term success. 8 The fire department staff, including fire officers and firefighters is a diverse and energetic group of experienced personnel, with approximately 446 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 2015 at 15,850 hours. B. Apparatus and Equipment In 2015, improved financial status allowed us to refocus our attention on our Apparatus Replacement and Efficiently Plan. Our expenditures on our Capital Improvement Plan, including apparatus and equipment have been very low for the past ten years due to budget and financial constraints. While we did not add any new vehicles to our fleet in 2015, major progress was made by our Fire Administration and Apparatus Replacement Committee with regard to apparatus purchases and long term planning. -50- jAadnin\admin, staffing, organization\annual report\2015 annual report\2015 anniO?jport higlilights and summary ( final).docx The annual cost of repairs to our current fleet has been steadily increasing and 2015 was a high cost/high maintenance year. The apparatus and equipment budget of $21,000 was over budget by required spending of $21,713.57. In 2015, a committee of experienced fire officers reviewed, evaluated, updated, and then made recommendations to reconfigure our Long Term (10 year) Apparatus Replacement Plan. The apparatus replacement committee evaluated all aspects and needs of our department apparatus, while considering numerous factors. The apparatus committee considered the age and condition of each vehicle, the dollars spent on repairs and maintenance, apparatus needs based upon utilization data, and made recommendations to restructure our apparatus replacement plan. MFD received city council approval of $731,000 to purchase a new aerial ladder truck to replace our existing 1980 Sutphen 100' Aerial Ladder truck. The new E -One HP 78 Aerial Ladder truck was ordered in fall 2015 and we anticipate delivery of the new truck in September 2016. There was an additionAl $15,000 allocated for tools and equipment. The city council approved purchase of a new 2016 Chevrolet Suburban EMS Rescue truck at a cost of $42,451. The new EMS Rescue truck will replace our existing 1998 Ford F-350 Super Duty. We anticipate the new EMS Rescue truck to be in service in May 2016. There was an additional $12,000 allocated for tools and equipment. Ongoing Strategy: to continue to analyze and consider new concepts to meet our ever changing needs for fire apparatus and equipment. Our fire apparatus replacement program must consider all of the practical and available options for prudent and cost effective apparatus purchases. We have developed an "all inclusive" Long Term Budget and Financial Plan.... and our goal is to implement and successfully work the plan. The fire commission is very involved in discussions pertaining to apparatus needs, replacement plan, financial feasibility, and future purchases. C. 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 13 years old. There are several expensive facility repair and maintenance items that need to be addressed now, or in the near future. The repair items that need attention are listed on the CIP for Public Safety Facility CIP. Several items (outside the facility) need attention and repairs including concrete repairs and facility lighting replacement. Section II. Major Accomplishments and 2015 Priority Projects A. Finances and Budget The Mound Fire Department operating expenses for 2015 were under budget. This was a challenging task considering the fire department budget increased by only 2.02 % in 2015. -51- jAadmin\admin, staffing, organization annual report\2015 annual report\2015 annao,3Cport highlights and summary ( final).docx The good news is the bottom line or account balance in the Fire Fund increased by $88,657 in 2015, which is a higher $$ amount than budgeted or forecasted. A summary of 2015 finances is included in this report. See"2015 Budget vs. Expenditures Summary". Highlights of 2015 finances are: ® The fire account reserve fund balance at the beginning of 2015 was $336,041 with an estimated ending reserve balance of $384.041 at the end of 2015. • Due to prudent budget management, the fire fund balance increased by approximately $88,657 in 2015 to a year-end balance of $425,784 (final audited amount). • Donations and Grants have become a critical supplement to our yearly budget. In 2015, donations and grants added approximately $14,125 to our revenue. Over the past 12 years, MFD has received $216,254 in grant awards. • There were no major apparatus or vehicle purchases in 2015, which added to our overall fire fiord balance. We did sell one used 1984 engine and some used equipment which generated $7,168 in revenue in 2015. FEMA DR -MN 4182 Update: In August of 2014, Hennepin County was added to the Minnesota FEMA Disaster Declaration DR -MN 4182. The City of Mound Emergency Management Team and Staff submitted several claims related to infrastructure damage as a result of the rainy weather events that occurred from June 11, 2014 to July 11, 2014. While the FEMA DR -MN 4182 claims documentation and overall process was tedious and detailed, the City of Mound staff worked diligently on this project and has been awarded significant $$ as a result of the disaster declaration. The dollar award summary will amount to approximately $145,913. B. Organization, Administration, and Staffing Fire Officer and Firefighter Succession Planning: recruiting, training and retaining a staff of 40 firefighters is a major challenge and ongoing task. Our firefighting crew remains the most important department strength. We have added new training programs (I.e., Blue Card Incident Command Class) to continue to develop new leaders and ultimately fire officers (refer to our training summary). Duty Officer Program: in April of 2014 the Mound Fire Department implemented a Duty Officer Program. During specific overnight and weekend hours for a total of 88 hours during the week a Duty Officer is on a scheduled shift. During these Duty Officer hours 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 2015, amounted to 65 staff hours vs. an estimated 1,180 staff hours if they would have been "All Call Page Outs" per the OLD system. Staff time and efficiency savings of an estimated 1,115 staff hours (refer to graphs and charts for detail) is the -52- j:\admin\admin, staffing, organization\annual report\20 t 5 annual repor1\2015 annual report highlights and summary ( final).doex result. It is estimated that the duty officer program cost to operate for the first 12 months was approximately a net increase of $4,650. Fire District Concept Plan: The West Lake Minnetonka area Fire Chiefs met several times in 2015 and started discussions about the possibility of forming a West Hennepin Area Fire District. The discussions focused on feasibility of a fire district, solving staffing concerns, sharing resources such as staff and equipment, and financial planning. This concept may be the key to long-term success and cost effective fire protection services for the West Hennepin Lake Minnetonka area. A Shared Services Study Grant was applied for and awarded in 2015. C. Capital Improvement Plan, with focus on Apparatus Replacement Long Term Financial Plan (including all CIP and apparatus plan): one of our significant accomplishments in 2015 was the creation of a new and updated Long Term Budget Forecast and Financial Plan that extends through 2024. The long term budget forecast projects all financial impacts: including revenue, operational expenses, capital improvement plan projects, pension plan funding, and miscellaneous revenue and expenses. This financial plan is a critical tool needed to supporting future operations and success. Apparatus Replacement Program: major progress was made towards updating our fire apparatus and support vehicles. We performed a needs analysis, created a plan, justified our needs, and finally began implementation of the plan with 2 major purchases (aerial ladder and rescue truck). Section III. Challenges for the Future We are well aware of nationwide trends and struggles that many paid -on-call fire departments face today and the challenges that are anticipated in the very near future. It is clear what a bargain the current business model brings to the customers and residents. While the challenges are many, the primary concerns are: ® Recruiting, Training, and Retaining volunteer firefighters • Developing new department officers and leaders, to replace experienced fire officers ® 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, or reallocating funds and to achieve our goal of 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. Section IV. Strategic Plan, Initiatives, and Accomplishments Back in 2004, I began a Strategic Plan Initiative with a focus on four key areas: 1). Personnel and Staffing 2). Budget and Financial Management 3). Apparatus and Equipment 4). Fire Station Facilities -53- j:\admin\admin, staffing, organization\annual report\' -)015 annual repori\2015 anal a; port highlights and summary( final).docx Many of the 2004 Strategic Plan Initiatives have been completed; therefore I am currently in the process of updating the fire department strategic plan (for 2016 and beyond) to correlate with the newly created Long Term Budget and Financial Plan. The updated strategic plan will include the entire Capital Improvement Plan, Staffing Plan, Apparatus Replacement Plan, and Facility needs. The new 2016 Strategic Plan is a priority project that will be submitted and reviewed with the Fire Commission and City Council for approval. Section V. Summary The year 2015 was another successful year for the Mound Fire Department. I feel our department accomplishments in 2015 were significant. As a fire department, our staff believes 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. There has been minimal budget or cost increases over the past 5+ years. Our staff of firefighters and administrative personnel continues to be our most important strategic priority and is being sustained as a key strong element. In 2015, our improved financial position has allowed us to focus on updating and improving our apparatus and equipment. We have a very functional fire station facility that needs some repairs that are known and affordable. 2016 Priorities and Focus: Top 3 Priorities • Update the MFD Strategic Business Plan so it correlates with and supports the newly created a 2015-2014 Long -Term Budget Forecast and Financial Plan. • Staff, Officers and Firefighters: Recruiting, Hiring, Training, and Retaining Volunteers • Shared Services, Expanding Services, Continuous Improvement of Department As we look to the future, we anticipate improving and expanding our department operations further by considering all options for partnering with Orono and Minnetrista as part of a Fire District. A fire district concept would create an expanded fire service 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 most 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. 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 14 April 2016 -54- j:\admin\admin, staffing, organization\annual reportL015 annual report\2015 annual report highlights and summary ( final).docx �o • 4 4� No C� A I -55- W— CME ( CL C • "a cra. . wo C CL EJE am w � •' f 00 0 ca f � • • • I A I -55- W— CME ( CL C "a cra. . wo C EJE am w � •' f •' O -1 on N• o we 20 Chief 1 Asst. Chief Captain 15 Asst. Chief Asst. Chief Lieut. 14 Captain 12 Captain 14 ut. 15 Captian 16 Dep. Fire Marshal Lieut. 11 Lieut. 12 Updated 01-04-2016 1 GREG 2 GREG 3 TIM 4 EDDIE 5 BOB 6 JASON 7 BRUCE 8 MATT 9 TONY 10 DARREN 11 KEVIN 12 BRIAN 13 STEVEN 14 MIKE 15 MIKE 16 PAUL 17 MARK 18 DERAK 19 JASON 20 ANDY 21 BEN 22 BEN 23 BRYAN 24 MATT 25 AARON 26 JEFF 27 SHAWN 28 JEFFREY 29 NICK 3o DANNY 31 CHRIS 32 JED 33 AARON 34 DANIEL 35 JEFF 36 TANNER 37 DAN 38 JOE 39 MICHAEL 40 CARTER MOUND FIRE DEPARTMENT Years of Service List NAME PEDERSON PALM PALM VANECEK CRAWFORD MAAS GUSTAFSON JAKUBIK MYERS POIKONEN FLAIG BERENT HENKELS MCCARVILLE FOLEY JOLICOEUR LEE ANDING RICE DRILLING FOSTER GOTTSCHALK GORMAN MORRIS CRANDALL HARRISON HAYES BRYCE FARLEY GRADY HEITZ KOBERNUSZ MORRISON PATTERSON OTTENBREIT PALM BERENT BROWN CATTON PALM START DATE EQUIP.# Yrs Svc * 2/3/1975 18 Over 20 years 40.91 4/1/2013 15 (Return to Svc) 31.67 10/3/2015 17 (Return to Svc) 26.25 11/4/1991 34 24.16 3/21/1994 6 21.78 5/2/1994 32 N 21.67 2/5/1996 11 15 - 20 years 19.90 11/17/1997 37 18.12 5/4/1998 33 17.66 12/19/1998 30 17.03 4/19/1999 7 16.70 4/24/2000 1 15.69 9/10/2001 2 10 -15 years 14.31 1/6/2003 35 12.98 5/10/2004 16 11.64 5/10/2004 39 11.64 5/10/2004 40 11.64 7/26/2004 3 11.43 7/26/2004 42 11.43 5/20/2006 25 5 -10 years 9.62 5/20/2006 29 9.62 5/20/2006 26 9.62 11/5/2007 21 8.15 11/5/2007 44 8.15 10/5/2009 8 6.24 10/5/2009 10 6.24 10/5/2009 38 6.24 3/21/2011 46 Under 5 years 4.78 3/4/2013 52 2.83 3/4/2013 47 2.83 3/4/2013 48 2.83 3/4/2013 49 2.83 3/4/2013 50 2.83 3/4/2013 51 2.83 7/21/2014 53 1.45 7/21/2014 54 1.45 10/3/2015 55 0.25 10/3/2015 56 0.25 10/3/2015 57 0.25 10/3/2015 58 0.25 *Years of service is as of: &M -9- JAadminiAdmin, Staffing, Organization\Active Information\Seniority List - Current 1/1/2016 -10- ro Q i c .� v m r Mound Fire Department 2015 Activity Report EMERGENCY CALLS DUTY TOTAL ALL OFFICER CALLS CALLS CALLS FIRE/RESCUE CALLS 2015 IN OUR PRIMARY SERVICE AREA 538 480 58 MUTUAL AID CALLS 2015 OUT OF OUR SERVICE AREA 12 12 0 TOTAL OF ALL FIRE/RESCUE CALLS IN 2015 550 492 58 INCLUDING MUTUAL AID FIREFIGHTER EMERGENCY HOURS INCLUDING MUTUAL AID FIREFIGHTER HOURS BREAKDOWN FIRE/RESCUE PERSONNEL HOURS IN 2015 ALL DUTY TOTAL CALL OFFICER TRAINING (IN HOUSE) HOURS IN 2015 HOURS HOURS HOURS 1E/RESCUE PERSONNEL HOURS 2015 IN OUR PRIMARY 9,007 8,942 65 SERVICE AREA 15,850 MUTUAL AID FIRE/RESCUE PERSONNEL HOURS 2015 433 433 0 FIRE/RESCUE PERSONNEL HOURS 2015 9,440 9,375 65 INCLUDING MUTUAL AID FIREFIGHTER HOURS BREAKDOWN FIRE/RESCUE PERSONNEL HOURS IN 2015 9,440 INCLUDING MUTUAL AID MAINTENANCE HOURS IN 2015 1,492 TRAINING (IN HOUSE) HOURS IN 2015 2,587 TRAINING (OUTSIDE) HOURS IN 2015 866 MEETING HOURS IN 2015 862 ^' IBLIC RELATIONS / FIRE PREVENTION 603 TOTAL VOLUNTEER HOURS FOR 2015 15,850 -59- .il_ H Z O F 02 jL d wo 0 _o HL Q� Za w .= �w a� wU) ®o w 1%(D U- ® a, z= o� ®� d LO E 0 w N c i T (D r- M O0 M d) 00 N �- ip 09 C C C C N N � O � E Q � N C' N � 00)) 0 Q Q� aC) �(�mLLU C N O IL1 .(n V 0 o O 00 J ® V N N am ccs M _ LULU>JJ�(AJ N rl- CY) V�Nd M 0 \ \ o a o o d NNCO(P c C d C C v c oa3 c ti O O IT 11, r- d �� ooa)oM o 3 F- c FO- O F- C o -61- �., ca a) m c o "MSS(DJM=o` d r v �.= oo -C Mtn L rid CpMM c -13- O cV O "- 0 N C9 _� f4OC) 00�OC) M N R (i0) U')rU.)N co O H NG)(DO'ql-LO p C%j U) O M r O Q9 ®® oOD U) N d1 v e 0LO 00 00 r` a) 'Q tQ r U 7 N 't O () CL 4 -- o U00 A O O U LO O 00 U. � V O O -a 0 � d) m A d M d N N M ® U m .r R O M N N Q U d LL 0 T d N V cm c i T (D r- M O0 M d) 00 N �- ip 09 C C C C N N � O � E Q � N C' N � 00)) 0 Q Q� aC) �(�mLLU C N O IL1 .(n V 0 o O 00 J ® V N N am ccs M _ LULU>JJ�(AJ N rl- CY) V�Nd M tpI _' d C C v c oa3 c V � r d �� ooa)oM o 3 F- c d O F- C o -61- �., ca a) m c o "MSS(DJM=o` d r v �.= oo -C Mtn L LL c -13- �.:T-rT-c--rNMN cV O "- 0 C9 9 O_ U ca 0-00 C C v c oa3 c O 1.' mo _ �� ooa)oM o 3 F- c O F- C o -61- �., ca a) m c o "MSS(DJM=o` d v �.= oo -C Mtn L c -13- _C � "- 0 C9 03 GE4 'v O O N O (n m LO o LO o Lf) o to M M N C1l T- V- 91183 -62- -P4- N." co co v LO C:, N M r O N N O N M N COQ! U') O M O r r s0167 vn4f {LR;(i -63- -15- O O O N DD O D :V N r N to O O N 0 �o .Q rn U") CD CD r- 00 r- (D Oco co ao r 00 00 00 00 0) O V-- to M M 0) r• 0) M O 0 O cD N N to N r- (D 0o r- 0) 00 r- O OD Tl- O r O O (D co (D (D (D co O (D (D O CD r- r• r r- r• d L 4 � O Q V) < - f/f o c ce) LO a o t� COD COD rn CD ao 0 g J t� tG d0 d0. IN tLo (rD 0, L U- w v� m. C1 0 c y �" UJ ` c v IL oCK d _� Z > > E N T N C a ` W" �N U r- O O d O et M 0) O O M O r- to to N N T E 0 (, 000 rN (MD _ co U) a d� d0 tM u u tfi CD CD O O O A U CL 0 a) d 1LL.. t Q' E c (D No N A m E N i C @ CD d N o `CL > C w .0 Dov c� ti O N M r Ln h� to (D d' _ d tO (co co h N r- a N 4 - D 0 o _ 0 O CO (D r- r, r- r- t� r- r- r, r- r- r- r` r- r• a) a� c _ LL C L2 c C jL m o m D vc L� O 0 CL o da) LL ° Fes- fa U C_ - c s- o0 0) O �- N M ch U') co r~ 00 O O r- N M [! N N E m C1 M 0) 0) 0) O O O O O O O O O O O O O O O O O O O�- O O o N a N co N o N :? c o` �- r r N N N N N N N N N N N z 5 CV s 2- — a w 'c E -64- -26- M - 17- J:\admin\Operations\Apparatus\.4pparatus Information\Trucks\Apparatus List 2015 Description 1981 Sutphen Aerial Ladder A mus Indder#11 N 0 1990 E -One Utility Heavy Equipment Command Vehicle 1996 Freightliner Pumper 1999 Ford F 250 Crew Utility #12 Boat #11 • 2003 Salisbury Pumper 2003 Pace American HazMat Trailer 986 Chevrolet 1 Ton Grass Fig Mini Pumper Grass #11 ILOI IN RION191 Rescue #11 ----------- 07 Freiehtliner Tanker/Pu•Tanker #11 2009 Zodiac 11'C340-15 H ITOTE I 1=4 Rescue #12 010 Freightliner Tanker/Pumper Utility #16 2013 Chevrolet Tahoe 4x4 M - 17- J:\admin\Operations\Apparatus\.4pparatus Information\Trucks\Apparatus List 2015 i it 1•�. ii •a 2008 We must evaluate and implement a short term and long term plan that reconfigures our apparatus and equipment fleet, and then implement response sequence changes that are more appropriate, efficient and effective. "Big Fire" "Small Fire" "EMS5$ Pt Accident Special Hazard Service Calls No Major change Smaller Apparatus Smaller Apparatus? Change response Not sure, needs TBD Change Response _ 009 _._..�Ybe 09 or on' ate in 2008 009 or be on or be on I?,,,._.__..__, Comments, Concepts, Action Items and Implementations Steps: 1. Dispose of some of our OLDER JLWK apparatus that we do not need! (i.e. F -Troop, Gamma Goat, R19) 2. Evaluate our utilization of each apparatus and apparatus type to determine usefulness and justify future purchase. 3. Better utilize our Existing A aratus by establishing and redefining each apparatus purpose (Grass #11, Utility #22) 4. Brainstorm about better and more sensible apparatus purchase while considering our ISO PPC rating ... $$$w 5. Possibly reduce the numbers of apparatus, replace apparatus we need, have better newer equipment, or at a minimum less expensive apparatus when RIG BUCKHIGH TICKET $$ trucks are not needed. 6. End Result: Newer — Better — More Efficient — More Appropriately Equipped — Less to Maintain, Check or Test, and Repair —Ready for Anything�ipparatus Random thoughts: 1. Our emergency response calls are more unusual and bizarre than ever before — we get called out for anything and everything which requires a 1IEW S"ET of rales and Tools! 2. Actual Fire calls are less than in the past, special calls for services are more than ever. 3. We need a smaller well equipped (loaded with stuff) combined use vehicle for Special Response Calls, EMS, Service Calls, Duty Officer, Light Response Vehicle. 4. Our small Grass Rig Mini -Pumper works well and needs more use! 5. Our Utility Truck #22 needs to be reengaged and out back into the mix, but needs a revamp of inventory, tools and equipment to make it more useful. 6. We meed to determine if we are greRared for all & es of calls and what we gnight want to add to our toll box of tools and training. What types of calls should N -66 -tin for? What kind tools and equipment do we need that we don't have? U.S.A-.' FIRE SAFETY USA, INC. 325319" STREET NW ROCHESTER, MN 55901 TOIL -FREE: 1-877-699-3473 PHONE: 507-529-8444 FAX: 507-529-8111 VVWW. FIRESAFETYUSA. CUM Proposali For HGAC Proposal Rid Price for NewE-One Typhoon HP78 Aerial Ladder: "Seven Hundred Thirty One Thousand Dollars" Note:• thru 10/31/2015. O" price increase fororder's submitted after 10/311201 Proposed Delivery, 270 Days After Successful Prebuild Conference and Order Release. Authorized Signature: I -67- -19- a � f i ,' *0 Lf) (D r 4) o0 m CC) CoC CL xi ui 0) C> 0) g e ce) Lf) (D r U� o0 m CC) C,6 m cq 6 C 0 CW) C) C) c cQ (14 00 to q A CQ 0 co w LLJtJ3 C4 to (a 6464 a �- 01 ccco a. a 61 to I 1 6� I za w �13- X — fl- w LO IV, 0 0 o0 cc 06 Lo ci C,6 m cq 6 C 0) C) (14 00 to rC) CQ 0 CV w LLJtJ3 C4 to (a 6464 a �- 01 ccco a. a a 0 z w WQ ca Q It 0 0 (D C) Z (,D M V_ r- CQ W Z a r*- Vt q I 1 6� I za w �13- X — o0 W 0 0 LL C) 0 co co too a �- 01 ccco a a 0 z w Aq 0) Q It 0 0 (D C) C4 m ci C) M V_ r- CQ a M a r*- Vt q 0 D CM - r w C%j co Cq 00 06 v C5 M0) m UD C%j co E E 16 la ca C*4 69- 4& 6ok 44 ul O 0 44 Mto Ci tp 16: (i V_ cli eq 69 to 69 6e? fiY EA kq In CM o CD in CD 408 69- LL 61% 6& N 4) 0 -le E .0 0 tm 0 a) 4) cc CL 0 w m S a) r_ cr 0 u m u- w a- ui m no o0 0 0 C) 0 co co too ccco a C*4 Aq to -C -CA I- 1�_ I': M V_ r- I- IP,:, as Iq 9) co V) CM - r r co cm C) 04- c 0 J2 B c 0 L) C14 c v c w u E E 16 40)� 69- 4& 6ok 44 a 0 44 Mto Ci tp 16: (i cm tm w kq In CM o CD in CD 408 69- 61P 61% 6& m no WX 0 cc w CL E 0 N 0 Ef (D co co too C14 C*4 400, 0 CMI co C) O 0 c 0 J2 B c 0 L) C14 c v c w u E E 16 IL to tm WX 0 cc w CL E 0 N 0 Ef (D Mound Fire Department July 28, 2015 FINAL DRAFT Categor Mescrintion Budget 'Total 2016 • Operating Expenses • Pension Contribution — Relief Assn. Building Rental, Lease, Debt Service Operating Expenses (from alcove) • Salaries for all Staff (all inclusive) • Operations and Supplies ® Capital Outlay 2016 Budget $ Amount Percent $1,147,544.00 100% $ 739,604.00 64.45% $ 125,000.00 10.89% $ 282,940.00 24.66% $ 739,604.00 64.45% $ 429,554.00 37.43% $ 213,600.00 18.61 % $ 96,450.00 8.41 % Salaries for Staff Information: • Firefighter Response hours 10,200 per year @ $9.50 per hour = $ 96,900.00 ® Duty Crew or Duty Officer Pay (in lieu of firefighter response pay) _ $20,400.00 • Firefighter in-house Training hours 3000 per year @ $5.00 per hour = $15,000.00 • Firefighter Station Maintenance hours 980 per year @ $11 per hour = $10,780.00 • Apparatus Heavy Maintenance hours 312 per year @ $14.00 per hour = $4,368.00 • Fire Officer Pay (refer to separate list for officer pay details) = $28,450.00 • Firefighter meetings, PR events, other hours 1600 per year @ $0 per hour = $0 -70- j:\admin\financial, budgets, contract, expenses\financial 2016 - budget and fire contract\line item, details and comparisonsL016 budget summary expense analysis 070715 Wraft},doc -22- A' Minnetonka Beach TIM% -71- -23- Minnetrista 24.57% 0Rsok Im 12.04% C'i CI v C> C) to tj 0 C) VO O kr) C) kn tn %Cp C� t 0� tn N N 00 all en Z; C'4 4G4 t– 604 ltd, 469 4 464 69.4 N vs e N try C> 00 r - C14 C> N eli cli eli cl� ert C� ai 4r cq �o oo C> 00 0000 00 tr) og 69 N 69 I– dR ch f.S N 4's N fie tw eq rq Zil 00 CN C) ti NCD NC) C) C) C) ef rq C) — Cl r,- 46S69 �6,9 64) 46oq 4609 6e 0 C14 en O rq ID oo ri ON C, O 't \0 C) C> to N 00 cl� r-;, o0 Cl i f4') 00 ":r V� kn 00 n Itr O m 00 00 kf) cq Iz69 46og 69 0 COO 9% 4 -C cd m tO �20 sz v) V) cc 72- -24- Q � ^c3 1c ami O .0 �; .� w w w w o o � a w on cv � ..fl Cd m 00 � rs, 0 0 � C U � � �✓ 6�9 W H f3°. w �° w � O co to r� bo ° CIO4-4 W O �? cd H N N O o O x CIS Cd o W W �o"Cl U o z U I v U a atnCdCd s• cn ...14 g a; v v Z W. blo ibC 00 � O O don O U O eI ; oo � N o O H 69 69 69 6S 69 b9 69 64 69 69 69 64 O O � � :.r i. 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'-. v� O s c, tN ;.. -O ..0 cd S� O ..� A U �+/ 64 4 a N O W bs o ^~ rl • •-� v U Gz a R; U L6 Q" a cc M N N Cd .f ✓, +� n S a N O O bA Ou U U bA ® C,5 cd °a Ar cd �" U is N +�'' 3 U N M .� p O p `� Rto "d cd N cl 1 U . d 0 bA 'ca U Cd ;1.4 Ha s,:::s �a O � Q . 69 tw Lt m Cd Cd U •O N N Q. U °) _" A-, v� cry C6 " VD w~ °' E5 • cd O N U OCd Cd o L76a;v� tx� w�a �O N N N Mound Fire Department Deployment Plan �A-d 2013 Chevy 10, Ch evy Tahot* 2003 Ford Expedition A'Tr"a.-' 24-7 As Needed Chie Response ne, Duty Officer "Back -111)" Rei use DO Schpdulp. Mutual Aid - Office, tur We�k;day Evenings, su� rascho.is or ~. 'When vehicle is avidlable : Duly Chief and Duly Officer Shifts �Sunday Nin�tthro /5\ " 10:08nzn-6:00aro * 40 Hours per week - $100perweek, plus call pay -'---/ Night�____-/ ° 6:0Onou-6�OOuo� /12�unry ^ Friday/Saturday ` ' , 6:00aoz-6:00nu� /12�norn ^ ' ` ' * 6:OOnoz'6�O0aou /12 �noro / Saturday/Sunday ` ' " 6:OOam-6:8Onoz v Soo6uU2hoorn / ' ` ' " 2 -246c shifts per weekend - $75 per shift, nlnx call pay ° 48hours o[ coverage on theweek-end 0 16 � o J. a Ln � 0 II o ca cn O 54 ^d ® o +J LO U o a x " ►a II a� ` � o co `� ®.� o o o In Q � 4 , co O � v ® 4-J� ;-4 1�2 0 0 P, a s o �cd ® `r' 00 4 mrd v II U � CDW CN A -i V'% , w o • w �+W M ® Cd M d- sr� W CU J-' Uu .+- CL O A•, � pi cd vs O Cc ®® ® o �, ocnQ-' 00 '� W d a N o -78- --30- U N 0 N aN E: Minnesota Shared Services Grant 2015 October 27, 2015 The fire departments of Long Lake, Loretto, Maple Plain and Mound are all in interested in participating in the Fiscal Year 2016 Minnesota Shared Services Grant Program. We are focusing on two areas for shared services, and would apply for a grant that includes both of the projects listed below which includes both the study and then implementation goals. 1). our first priority is studying the feasibility, administrative challenges, and anticipated benefits, of having a fire district or regional fire training/fire prevention/fire inspection coordinator. Firefighter training is very critical to safety and fire department operational success. This positon would work for and serve all four fire departments. Assuming the study results are positive; we would like to move directly into the implementation phase as early as possible in FY 2016. 2). our second priority is to study the feasibility of, and identify practical options for a "District Wide Regional Staffing Model" that would support all of the 13 west metro communities our fire departments currently serve. The staffing model study objectives would need to include how to better serve our communities based upon utilization of existing fire department resources, plus factor in the anticipated recruiting and retention trends of less volunteer firefighters. Again, assuming the study results are positive; we would like to move directly into the implementation phase as early as possible but more likely in FY 2017. The Minnesota Fire Service Advisory Committee has appropriated $200,000 to the State Fire Marshal Division to award Shared Services Grants to fire departments. The awards would be capped at $40,000 and there is a 10% match but this match can include in-kind service to facilitate and manage the grant. So the cost to each entity would be very minimal. The deadline to apply for this grant program is November 4, 2015. All shared services grant funds will have to be expended by June 30, 2016. In order to proceed with the grant application process we will need a letter of support (on city letter head) similar to the attached example. We will need the signed letter from each of the fire department cities November 2, 2015 to meet the application deadline. Obtaining the letters by November 2nd would allow us two days to compile the letters and grant documents together and submit them to Mr. Bruce Roed the Fire Service Specialist for the State Fire Marshal Division. If you have any questions, please feel free to contact me. Fire Chief Greg Pederson Mound Fire Department 2415 Wilshire Blvd. Mound, MN 55364 952-472-3533 Chiefl ,moundfire.com I'U -31- West Hennepin (or Lake Area) Fire Group April 23, 2015 7:00 p.m. — 9:00 p.m I. General Discussion Topics • Fire Department Challenges — Staffing, Apparatus, Budgets • Fire Department Partnerships or Consolidation Feasibility • Fire Chief and Individual Department Lists of Objectives • Concepts and Ideas — Brainstorming • Political and City Officials support and/or role II. Opportunities and Challenges • Advantages or Opportunities • Disadvantages, Problems, Obstacles, and Challenges 1Il. 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 • Staffing Plan (of fire stations) • Pension Plan disparity or gaps • Other Issues Fire Departments: Mound, )tong Lake, St. Bonifacius, Others? :m -32- Advantages: • Better overall strategic planning for future with longer term contracts • Restructuring of administration for effectiveness and efficiency • Financial consolidation for efficiency and more consistency • Improved service through more efficient resources utilization • Much improved fire operations, through strategic planning, and staffing • Improved Capital Equipment and Fire Apparatus planning • Better, more consistent firefighter training • Standardization of documentation and procedures for all fire departments • Utilization of existing facilities, apparatus, equipment, most importantly.... 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 • Daytime Staffing, including Duty Officers or Duty Crews Other Issues: • Future fire station study and placement a Recruitment and allocation of firefighter personnel for stations a 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 and add fire stations as appropriate and necessary • Expansion and additional fire stations will be necessary in the future; stations will be built and operated by the Fire District. -33- ® Minimal Capital Apparatus or Equipment purchases required (short term) as we use existing apparatus and deploy or locate as necessary. Full time staff needs will be evaluated, and more full staff will be budgeted (Fire Code and Inspection Specialists and On -Duty Crews) 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 — 10 % 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. 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 \/locmd Fire C hief (iret7 Pederson (Jp ati:d klarc;h 20, 2015 no ,34- Annual Report to City Council for 2015 On behalf of the Mound Community Development Department, I am pleased to present the 2015 Annual Report to the City Council for review and consideration. BUILDING PERMIT SUMMARY (2010-2015). A summary of building permit activity from 2010-2015 is provided below: * (28) building permits were issued for new residential structures (I e., single-family homes, townhomes, etc.). Building permits were also issued for new commercial buildings for the Grace Family Center and the MCES C-38 wastewater treatment facility. COMPLAINTS AND CODE ENFORCEMENT. The Community Development Department works with other City departments with regard to code violations and nuisance related issues. For example, the Parks Department assists with weed / tall grass monitoring, the Public Works Department assists with grading/drainage/erosion control matters and the Building Official assists with property maintenance and building code issues. However, the majority of complaint related issues (i.e., nuisance, exterior storage, inoperative vehicles, weed notices, etc.) are handled by the Field Officer. In 2015, (168) code enforcement cases were opened and, of these, 94% were addressed through self -abatement following issuance of the first warning. Year Building Permit Valuation 2015 380* $17,860,182 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 * (28) building permits were issued for new residential structures (I e., single-family homes, townhomes, etc.). Building permits were also issued for new commercial buildings for the Grace Family Center and the MCES C-38 wastewater treatment facility. COMPLAINTS AND CODE ENFORCEMENT. The Community Development Department works with other City departments with regard to code violations and nuisance related issues. For example, the Parks Department assists with weed / tall grass monitoring, the Public Works Department assists with grading/drainage/erosion control matters and the Building Official assists with property maintenance and building code issues. However, the majority of complaint related issues (i.e., nuisance, exterior storage, inoperative vehicles, weed notices, etc.) are handled by the Field Officer. In 2015, (168) code enforcement cases were opened and, of these, 94% were addressed through self -abatement following issuance of the first warning. Under Discussion/Upcoming • Review/discussion of proposed amendments to City Code Chapter 2 related to use of administrative citations for code / nuisance matters • Implementation of new software to assist with code violation/nuisance tracking and follow-up. ® Possible amendments to City Code Chapter 42 (Nuisances) and City Code Chapter 129 (Zoning) related to exterior storage regulations • Evaluation (on-going) of procedures to provide for more effective means to achieve code compliance by owners and/or responsible parties • Review/consideration to adopt updated version of the International Property Maintenance Code PLANNING COMMISSION CASES. A summary of the planning cases from 2010-2015 is provided below: 2015 (26) 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 Community Development Department. It is important to note that several of these projects were done in cooperation and with assistance from other Departments/Consultants. Conducted new City Council member orientation and Planning Commissioner refresher training. The annual City Council and Planning Commission concurrent special meeting workshop was also held Seasonal permit/approvals for Mound Farmers' Market and More Evaluation and processing of special event/public gathering permit requests for community events (i.e., Music in the Park, Moonlight Trail Night, Fish Fry, Spirit of the Lakes, Dog Days, Taste of Tonka, Running of the Bays, Tree Lighting, etc.), also permitting for special events sponsored by groups/organizations (i.e., MN Bass Classic, Red Ribbon Ride, Tour de Tonka, etc.) Preparation of breweries/brew pub/microbrew study and review by Planning Commission related to proposed amendments to City Code Chapter 129 (Zoning) Assisted with donation request from Homestead Partners for donation of former Becke) property in Harbor District; also termination of Contract for Private Development with Mound Harbor Renaissance Development. Project coordination for the City related to the Westonka Rotary Club temporary improvements installed in the Harbor District CUP approvals for Gekko Boats and the MCES L-39 lift station improvements Development of policy for review of vacation, tax forfeit/public property release requests that abut or extend to public water Review/adoption of amendments to City Code Chapter 129 (Zoning) related to minor/major expansion permits Under Discussion/Upcoming Review of proposed amendments to City Code Chapter 129 (Zoning) related to breweries/brew pubs/microbreweries/distilleries/cocktail rooms; also review of proposed amendments to City Code 6 (Alcoholic Regulations) in cooperation with Finance Department Staff • Contract preparation/schedule for 2040 Mound Comprehensive Plan update • Preparation/review of study of lakeshore lots at street ends • Review/consideration of proposed amendments to City Code related to 2016-2017 FORECAST. Staff is seeing increased development interest in and around Mound which includes, infill areas, possible redevelopment sites as well as the City's remaining downtown development districts which Staff anticipates could bring several substantive projects to our community For example, the former Anthony's Floral site was rezoned earlier this year in anticipation of a assisted living/memory care project being proposed. Staff anticipated that department efforts in the upcoming 1-2 year period will be focused on redevelopment projects as well as the comprehensive plan update and required review process. SUMMARY. On behalf of the Community 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 aspect of my job and also make it fun to come to work everyday. As always, we welcome any suggestions the City Council may have to help improve our department. 1. Public Works Department 2015 Year in Review .......................... 1-6 Public Works Department 2015/16 Capital Improvements. 7 - 10 111. Public Works Department Work Plan/Initiatives .......................... 9-13 SM CITY OF • ,I 0000000h.— M Public Works Department 2015 AnnualReport 2015 At A Glance • The 2015 street improvement project, Three Points Boulevard West Street and Utility Improvements, was substantially completed in the fall. This included new watermain, valves, hydrants and new sanitary sewer forcemain. Asphalt wearing course will be completed summer of 2016. • Grandview Blvd 2015 Street reconstruction project was substantially completed in the fall. This project included new watermain, sanitary sewer forcemain, and end to end lining of the sanitary sewer gravity lines. Asphalt wearing course will be completed summer of 2016. • The first phase (2015) of the Tuxedo Blvd Street reconstruction project began with completion scheduled for July of 2016. Pavement removal on Tuxedo was halted last year when it appeared that the contractor would not be able to return the road surface to drivable/plowable asphalt before winter. The non -wear asphalt will be complete by 23 July 2016 and the wear course will be installed for the entire length of this phase in 2017. • The Sumac Lane Lift Station was removed and replaced last summer and put into service in December. This was the 17t1i lift station of 30 in the City of Mound to be rebuilt. • The sewer utility division worked with the City's contractor Insituform, on our Inflow / Infiltration (I / I) reduction project. The project consisted of complete end to end lining of over 5,000 feet of sewer pipe in various locations around the city. • The watermain on Bartlett Boulevard from the Lost Lake Bridge to County Rd 110 was replaced using the trenchless "pipe -bursting" method. • Staff continues an ongoing joint effort with Metropolitan Council Environmental Services, (MCES) to resolve coordination issues with the MCES sanitary sewer interceptor system. MCES currently has lift station L-38 on Westedge Blvd under construction. Forcemain realignment on Tuxedo Blvd is currently under construction as part of the 2015 phase of Tuxedo Blvd. reconstruction, and a new magnetic flow meter was installed at the L-50 lift station on Tuxedo Blvd at Sulgrove. ® The 2011 reconstruction project area of Island Park was the work area for crack seal this year and the Highland area was seal coated. 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 past year has seen 3 departures from public works; 1 Lead Worker, 1 Utility, and 1 Street Worker. The year began with a single vacancy in the Utility Shop. We have completed two new hires and two public works staff members have been given position re- assignments. Two current position openings are pending selection and placement, a Utility position and a Streets/Fleet position. 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 Director position was filled on a temporary basis with Consultant services through Bolton and Menk, Inc. from January through April. In May the position was filled with the selection of Mr Eric Hoversten as the fulltime Director of Public Works and Engineer Coordinator. 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. Street/Fleet Division The primary function of the Street Department is to maintain and repair the city streets and storm sewer structures. This shop has three employees. This includes snow plowing and removal and de-icing, 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 de-ice 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 ice control 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. Fleet assets will generally be dispatched after a 2+ inch snowfall. Personnel from Sewer, Water and Parks are all cross -staffed to help with snow fighting operations. The city has five single axle trucks equipped with front plows, side wings, and salt spreaders; and three, one -ton dumps with plows and spreaders. In addition the city also has five, four-wheel drive pickup trucks with plows, One skid -steer, the recently acquired Tool Cat with blower/broom/bucket attachments, and two multi -function snow machines for the 11 miles of sidewalks. This year we contracted snow pile removal from County snowplow operations in the Central Business District. Right-of-way repair and maintenance begins in early spring with repair of water main break patches, tree trimming, storm sewer cleaning, and street sweeping. Street sweeping is a major time consuming task. The City has two street sweepers, two sidewalk brooms, two trucks for debris hauling, and one water tanker truck. Following a normal winter, 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. -89- 2 In 2015 the street division undertook the task of realigning the current no parking map with a common sense approach to no parking sign location. As an example there are several areas in Mound where no parking signs and mailboxes are opposite from each other. This can cause issue with mail delivery if vehicles park in front of the mailboxes. City staff identified those areas and relocated no parking signs to the same side of the road as the mail boxes where they are consistently on the same side of the road. Over the past several years the renewal of fleet vehicles and equipment along the efficiencies of the new equipment have allowed for a critical look at fleet size. In addition the servicing, maintenance, and major repairs of the new equipment was significantly reduced over previous fleet burden. The investment in improved equipment has paid off. We will continue to look at our fleet and make additional optimization choices moving forward. Utilities Division The Utilities Division for the City of Mound is staffed with five employees and consists of three functional areas: water distribution, sanitary sewer collection, and storm sewer. The Utilities Division operates much like a business and operating costs (staff, maintenance and repair, and capital debt costs) are recovered through service billings. The City bills over 3500 customers. Billing for city services is completed quarterly through OPUS. Water and sewerage usage are billed based on metered water usage. Storm Sewer, Street Lighting, and Recycling are flat -fees on the bill. There are three budgets prepared for the Utilities Division; one for the Water Division, one for the Sanitary Sewer Division, and one for Storm Sewer Division. Line item expenses for each division 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. 0 2015 the city experienced 13 watermain breaks and 2 sanitary sewer forcemain breaks. 0 In 2015 the City of Mound again exceeded water quality standards according to the States Consumer Confidence Report. 0 As a result of the wellhead protection plan implementation audit conducted by the Minnesota Department of Health the City of Mound once again satisfactorily passed the audit. Water The City of Mound currently has 2 active wells and 1 inactive well, 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 Division is responsible for meter readings, tower inspections, hydrant flushing, system maintenance and repairs. In 2015 the City of Mound pumped 218 million gallons of water. In 2015 the City contracted with KLM Engineering to inspect the coating and anodes inside the towers, remove sludge build-up, and make minor repairs in all three water storage tanks which should be completed every 3 — 5 years. A water mixer and aerator were installed in the Island Park Standpipe by KLM during this inspection. The city's water system is flushed out twice a year in order to reduce rust problems for our customers. In 2015 staff reached agreements with Village by the Bay Condominiums Association and Mound Market Place to flush the hydrants associated their individual systems as part of the city's overall flushing initiative. .n Sewer The Sewer Division is responsible for maintaining 30 sewer lift stations, which are checked twice a week, sewer line cleaning and inspection, and component and minor system repairs. Major repairs are contracted out. The City's insurance company (LMCIT) has given the city a timetable to complete the cleaning of 60+ miles of sewer main in the City every 4 years as a risk management/risk reduction measure. This establishes a production goal of about 80,000 feet per year. Staff was able to clean and televise 31,900 feet of sewer line in 2015. This quantity fell short of goal due to serviceability and proficiency issues with new vac truck and televising equipment that have now been resolved. In 2015 there were no municipal caused sewer back-ups. This is directly attributable to excellent work done by the City's sewer division on a daily basis. One area of note; with the increased popularity of wet wipes and Swiffer dusting cloths and like products the city's sewer system is seeing an ever increasing number of these types of products ending up in our lift station pumps. This type of pump clogging has the potential for sewer back-ups. However again the diligence of our sewer division in cleaning and maintenance of the city's 30 lift stations has to date prevented a serious back-up from occurring. This however is no guarantee of a back-up never occurring. This is an opportunity for the city to better educate its resident's about the potential hazards that could occur from the things that get flushed down the toilet. Storm Sewer 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. 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. In recent years, storm sewer upgrades embedded in the annual Street Reconstruction Projects have consumed that available budget and improvements have followed progress in the street program site -by -site. ® In 2015 there were no separate storm sewer projects outside of the normal upgrades that took place as part of the 2015 Street Reconstruction Projects on Grandview Blvd, West Three Points, and the south phase of Tuxedo Blvd. Grant dollars from the Minnehaha Creek Watershed District were use to install specialized treatment devices on Grandview Blvd to improve removal of hydrocarbon, suspended solids, and phosphorous contaminants. • Street sweeping is an important part of keeping the storm system and area lakes clean from street debris. In 2014 and again in 2015 the city is taking a more aggressive approach to street sweeping by sweeping more often than twice a year as was the practice of years past. • As an improved management practice, the city has eliminated the use of sand during the winter. We no longer apply 600-700 tons a year as in past years. More than 70% of the sand put down would end up in the storm system. In 2015 we applied less than 50 tons of salt during the winter season. To ensure minimal impact on water quality from chloride use in the winter, snow operators are provided training on de-icing chemistry, proper use of equipment and best practice techniques. Parks Division The Parks Division is staffed by three full-time parks maintenance employees along with seasonal maintenance employees. They are re 91 lsible for maintaining and managing the 31 M public parks in the city, the maintenance of the Municipal Cemetery, maintenance of Municipal Docks and the Commons leading to them, Municipal Buildings, Transit Center Parking Deck, Surfside Park Depot Building, and the Veterans Memorial Plaza. In addition, the division is responsible for the control of weeds and hazardous tree removal from city out -lot and undeveloped properties. The division is also responsible for the preventive maintenance of its equipment. During 2015, 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 2015, new playground equipment was purchased and installed at Three Points Park. 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 and provides a visual confirmation that the City of Mound has a commitment to the community's quality of life. The Parks and Open Space Commission (POSC) functions as an advisory board. The 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 • Nature Conservation areas • Swimming beaches • Depot rental and use • Budget preparation • Park Improvements • Adopt A Green Space .Depot Park Facilities In 2015 the hot water heater and refrigerator were replaced. In addition new tables and chairs were purchased. 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 RN 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. 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. Abatements As of December 31, 2015, 10 trees were marked for owner removal due to hazardous conditions. Of the 10 trees 2 were contracted for removal by the City as forced removal. In 2015, approximately 182 weed notices were issued by the Community Service Officer for un -kept grounds, of which 141 owners complied with the work requirement. The 41 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. me on F IN- 10- ) AAL CITY OF • Public Works Department 2015/2016 Capital Improvement Projects & Initiatives Street Reconstruction Projects • The 2015 Street improvement project, West Three Points Blvd. Street and Utility Improvements, will be completed with the final wear course of asphalt and restoration to be completed later this spring. • The 2015 Street, Utility and Retaining Wall Improvement project, Tuxedo Blvd. and Grandview Blvd are currently under construction with Grandview Blvd scheduled to be completed with the final wear course of asphalt and restoration to be completed later this spring. The Tuxedo Blvd portion of the project is scheduled to have non -wear asphalt substantially complete by mid-July and wear -course installed in 2017. • The 2016 Street, Utility and Retaining Wall Improvement project, Tuxedo Blvd. East, Maywood Road, Cypress Lane, and Bartlett Blvd East of Wilshire Blvd has been bid and awarded with construction schedule yet to be determined. Substantial completion of the non -wear asphalt is required before fall 2016 with wear course completed in 2017. • In 2016, Hennepin County plans to edge -mill and overly CSAH 110 from Halsted Lane (Minnetrista) to CSAH 15 (downtown intersection). 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. The main effort for 2016 is re -alignment and replacement of the pre -cast, modular wall along Tuxedo at Manchester to improve spacing for the pedestrian sidewalk. Storm Sewer The City Engineer is reviewing locations that are in need of storm sewer improvements for 2016. One area includes the Bradford/Wilshire system. Reconfiguration of this area will be included in the MCES L39 lift station improvement project scheduled for over the next two construction seasons 2016/17. In addition City Staff is in discussion with MCWD staff on shoreline improvements in conjunction with storm sewer improvement construction of the Carlson Park and Bartlett Blvd street improvement project for 2016. We have submitted for MCWD grant participation (up to 75%) for treatment devices located within the street right-of-way, and are exploring the potential for an interpretive, public -demonstration project within the area of the park and along the shoreline. The Staff is building a slightly more robust program to ensure maintenance of specialized storm water treatment devices, treatment and control -wd out lots, and watercourses. The city is -94- 7 equipped to do much of this work with Street and Sewer section resources, but also anticipates making broader use of normal seasonal staff and low-cost labor support from Sentenced -to - Serve. These are extremely cost-effective ways to ensure compliance with our MS4 permits, and maintain these vital -function lot areas within the city to an appropriate functional and appearance standard. Seal Coat Program The seal coat program is proposed again this year to include the reconstructed streets in the Southwest Island Park area (2411 Street Recon Project). Crack sealing in preparation for 2017 sealcoat will focus on the north portions of Island Park and ad-hoc repairs identified elsewhere. Sanitary Lift Stations One sanitary sewer lift station reconstruction project and one sanitary sewer lift station partial upgrade project have been authorized for 2016. Lift Station D-2 located on Lynwood Blvd will be completely replaced. Lift station S-1 located on Winsor Road will have new pumps, controls, and back-up power generation installed in the existing facility and location. Plans are currently being prepared for a bid opening in mid/late April with an anticipated completion in the fall. Water Distribution System As part of the MCES L-39 lift station project at Wilshire Blvd and Bradford Road. The City of Mound will be cooperatively working with MCES on the installation of a 16 inch watermain along the Wilshire Blvd construction corridor from Bartlett Blvd to Bradford Road. Anticipated completion of this project is late 2017. This work was inserted into the Capital Improvement Plan in 2015 with realization of the MCES schedule and opportunity for cooperative work. This improvement is concurrent with City work in the 2016 Street improvement project on Bartlett which completes the remaining elements necessary to bring this increased volume service on line. Once this water main is in commission, the City can begin the process to de -commission the pump house at Wilshire/Brighton and the stand -pipe storage at Devon. Inflow/Infiltration Study The City Engineer completed a study of the sanitary sewer lift stations and Inflow/Infiltration into the sewer lines in 2007. This study has served as the initial guide to determine where the city needs to perform pipe lining in future years to come in compliance with the MCES directive to reduce the amount of VI or pay surcharge penalties. The City Engineer has begun a process to relook this study, add data from MCES regarding previously unstudied areas of the City, and look at additional non -flow parameters such as date of home construction, and system depth related to lake-level/water table. The City has directly participated in MCES UI workshop conversations as the Met Council looks to re-evaluate and adjust its program. Recent shifts we have seen include assessment of exceedance events based on peek hourly flow versus daily flows used in the past, and also a general indication that dollar -for -dollar credit for municipal sewer renewal against exceedance surcharges may no longer be allowed as it has been in the past; with return to $.50 for each dollar spent. The City has engaged in a renewed dialog regarding its plan to address reduction of I/I with initial discussions on what options and methods may be used to address I&/I from the private portions of the combined private -municipal system. no 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. In light of the dynamics in this segment of the program, the Staff has not yet determined the optimal investment strategy for CIP dollars given these changes in MCES approach. 2015 Capital Equipment Purchases Welder, accessories for multi -shops Street paint, accessories rig Tool Cat, accessories for multi shops F150 for Water Shop F350 for Parks Street Sweeper Purchase complete, asset on hand and in operation Purchase complete, asset on hand and in operation Purchase complete, asset on hand and in operation Purchase complete, asset on hand and in operation Purchase complete, asset on hand and in operation Equipment options still under evaluation Asset Management Toolkit The City Engineer Consultant and GIS database Manager has completed upgrades to our GIS web -accessibility approved by the Council and we are already seeing improvements in utility and user -access. The HTML -v utility is already on line and in use by shop personnel. Shop staff will begin looking at field collection of several new asset classes as part of adding utility and function to the GIS database for managing an expanded set of current activities. The Implementation of Mobile311 work and asset management tools hosted on the web through Facility Dude continues to progress well. Initial user -interface site mapping and screen layouts are being finalized. Once our environment is created, our GIS map data will be merged and user -level training will begin. This continues as was anticipated. .Facility Considerations Public Works had previously considered options to partner or cooperate with the potential developer of the former Anthony's site for additional material storage space. The development proposals for that site and various constraints on the west side of that area do not allow for continuation of this concept. Any short term improvements to Public Works facility spaces must be made within the assets currently available at the various locations on Manchester and Belmont/Lynwood. Two significant components to consider in planning are the continued degradation of Island Park Hall and the forthcoming Street improvement project for Lynwood Blvd in 2017. Island Park Hall continues to degrade with perforations on the roof expanding and interior water damage and mold issues increasing. No determination of hazard has been made for this structure, but action to demolish the facility should be considered in the next 1-3 years, prior to the need becoming an urgent safety matter. The facility continues to be isolated from all utilities. The main bay is no longer used for functional covered storage; the side garage bay has some seasonal Parks Shop equipment stored in it. After building demolition, the open space could be appropriately screened and/or secured, and configured for bulk materials storage and possible addition of a tension -fabric or pre-engineered building storage unit at reasonable cost and good return on investment. More definitively, the 2017 Street Improvement Project is proposed to include resurfacing of Lynwood Blvd in front of the Public Works Sl 96_ This affords the opportunity for much-needed repairs to the pavement in the inner yard. In preparation for this, the bulk material bin along the lot's east side previously used for road sand/salt should be looked at closely. This area within the secure yard of the shop is more suitably used for other operations and higher value material/equipment storage calling for an analysis of alternatives for properly sizing and relocating the salt bin. A suitable tension -fabric cover to keep salt stocks out of the weather year-round should also be considered in this analysis. In order to be prepared for the 2017 road project, any budget actions to support re -design of the function of these spaces would need to be included in the 2017 budget submissions forthcoming this summer/fall. -97- 10 CITY OFMOUND Public Works Department Work Plan / Initiatives 2017 +++ Capital Improvement Projects Overview • Annual City Street Reconstruction (winding down) • Coordinating with MCES on Joint Projects • Annual Retaining Wall Replacement... stand-alone projects as Street work completes • Annual Crack Seal and Seal Coat Program • Isolated water main replacements, trenchless renewals • Isolated sewer repairs, coordination improvement, and trenchless renewal • Sanitary Lift Station Reconstruction Surface Water 1blana a ment • Annual Review of Surface Water Management Plan to insure compliance with administrative and maintenance requirements • Annual Review of NPDES II and MS4 permit and insure compliance • Annual Review of Storm Water Pollution Prevention Plan (SWPPP) and insure compliance • 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 • Review capital equipment sets for right size and capability (sweepers, patchers, multi- function units, etc) • Decrease use of granular, chemical de-icers • Sweep City a minimum of two times per year • Installation of new street signs throughout City and in Street Reconstruction Project Area. • Monitor Hennepin County investment planning for CSAH 125 overlay renewal (2017) • Monitor Hennepin County investment planning for CSAH 44 reconstruct (2017/18) in conjunction with MCES Force Main installation -98- 11 Storm Sewer • Continue annual lake outfall cleaning and dredging • Continue annual treatment device, sump and catch basin cleaning • Maintain stormwater storage, ponding, and watercourse areas for function and aesthetic • Work with MCWD on storm water quality improvements and grant -fund participation • Identify storm sewer improvements and repairs for inclusion in Street Improvement works • Repair, renew, and improve storm sewer assets to maximum return on investment • Monitor MCES CSAH 44 Force Main project for cooperative storm sewer opportunities Retaining Walls In 2017 two large retaining walls that are in an advanced condition of decay will need to be considered for replacement. Locations are Piper Road at Warner and Sulgrove Lane at Tuxedo Blvd. Additionally, coordination with the County should be initiated to replace the timber -wall structures long Commerce at Grandview Blvd. Sanitary Sewer The MCES is expected to continue system renewal efforts in the Mound sewer shed for the next several years. Two remaining projects in design and initial financial programming are replacement of the gravity intercept along the Dakota trail from CSAR 110 (Commerce) to the L-38 site southwest of Lake Langdon. The second project is addition of a second force main pipe for the L-38 discharge south on Westedge Blvd and continuing down CSAR 44. This project will likely drive a full reconstruct of CSAR 44 by MCES and the County for much of its length, out to MN 7. The City has interest in several water main and storm -drainage improvements in this vicinity that would occur concurrently. • Continue jetting and televising sewer shed mains to meet risk management goals • Develop new strategies to reduce I / I at highest return on investment • In -pipe lining at locations with high inflow / infiltration problems • Continue to expand reach and effectiveness of SCADA monitoring and control system • Include upgrades and repairs on annual street reconstruction project as appropriate • Coordinate with MCES to eliminate metering discrepancies and improve metered fidelity • Upgrade/reconstruct lift stations at current or increased renewal pace Water The previously contemplated additional supply line to the Island has previously been approved, but delayed because of the Wilshire water main project driven by the Met Council L-39 project. The anticipated project entailed directionally drilling a 10 -inch water main from Avon Park under Emerald Lake to Tyrone Park connecting to the existing water main system on both ends. This project would be constructed under frozen conditions, possibly during 2017 pending appropriate progress on the Wilshire water main job by MCES. • Comply with Wellhead Protection Plan in accordance with State and Federal Regulations • Complete DNR and MCES Water Source Comprehensive Plans • Decommission Standpipes and Pump Station for Island Park • Continue to expand reach and effectiveness of SCADA monitoring and control system • Update water system model with Bolton & Menk annually • Include reconstruction and repairs on annual street reconstruction project • Improve capture rate and effectiveness of current metering technology • Monitor MCES CSAR 44 Force Main project for cooperative water main opportunities 12 Administration • Review Safety and Training needs of staff and update plans/budget appropriately • Update capital improvement program not less than twice annually • Update Vehicle Replacement Program as part of annual budget process • Coordinate Public Works & Parks Maintenance Facility space needs • Coordinate Public Works review of grading and utility plans for development/permits • Upgrade office filing system and record retention • Incorporate asset inventories into GIS mapping capabilities via consultant • Expand inventoried asset classes to meet improved staff -wide management initiatives • Expand work and asset management toolset usage to increase investment and work effectiveness and efficiency -100- 13 op nik MEMORANDUM Date: April 14, 2016 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: NAME TITLE START DATE 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 Fritz Hartman Part -Time Docks Inspector 05-14-15 Catherine Pausche Finance Director/Clerk/Treasurer 09-01-06 Some of the larger contracts I am in chargeof include (listed by expiration date): Hennepin County — Assessment Services - Expires 07/31/2016 Common Bond Communities — Property Management of IKIVI — Expires 12/31/2016 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 Five Technology — IT/Network Support Services — Expires 12/31/2020 Kenneth Potts — Prosecuting Attorney — Expires 12/31/2020 City of Orono — Police Services — Expires 12/31/2022 LIVICIT — General Liability, Property, Auto and Workers Comp Coverage — Annual LOGIS/Blue Cross/Blue Shield — Employee Health Insurance — Annual Attached is a list of accomplishments, efforts under way and goals/needs of each function I am responsible for. Im 01 n.dL Finance Department Accomplishments —Annual Levy and Budget: Submitted budget with 3.0% general fund levy increase and an 1.89% overall levy increase. — Bonds: Since 2011, we have refunded bonds on an annual basis to achieve over $2M in interest savings without lengthening the term. Maintained our AA/Stable rating from Standard and Poors. — Technology: Upgraded the network and switches in 2015 and added Kaspersky and OpenDNS to improve security. — Housing: Approved for a HUD RAD conversion and selected Aeon as the development partner. Ownership expected to transfer in fall of 2016. — Policy Development - implemented Procurement Policy, Staff Expense Policy, etc. — Procurement - renewed prosecution contract for services at same rate Efforts underway, but not yet completed: — Union Negotiations: Current contract expires 12/31/16, so negotiations will begin soon. — Implement credit cards at City Hall - fees paid by users — Benefits: Currently planning to move from large group to small group coverage and have formed a Health Insurance Committee to select a broker. — Recycling: Issued an RFP for curbside recycling services and responses are due back 5/16/2016. Current contract expires 12/31/16. —Technology: Will evaluate phone and internet in 2016 for potential savings. — Strategic Planning - Identify opportunity and threats to our organization, including minimum wage changes, turnover/succession planning, health care reform, — Redevelopment / TIF - Requested proposal from Ehlers to evaluate TIF 1-3 scenarios in the event no more development occurs as well as assessment of what is happening in the legislature 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. — Audit -- 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. —TIF -- Coordinate the assembly of TIF documentation and ensure compliance with State statutes and optimization of the use of funds. Work with Planning sm Department and City Attorney to ensure proper execution of any developer agreements — 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. Conduct individual PC audits/maintenance. Get employee website up and running. 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. Work with City Council on optimal duration of contracts. City Clerk Accomplishments — Trained new Administrative Services Coordinator position. — Significant updates to the City Code adopted in November of 2015. Efforts underway, but not yet completed —Scanning and storage of city documents/property jackets will always be an ongoing project due to its nature. — Elections: Manage 2016 primary and general election and implement a -poll books. Hennepin County to manage on-line and mail -in absentee ballots and we need to encourage residents to use the County vs. walk-ins. — Fees: Propose new tiers for public gathering permit fees, work with POSC Goals/needs of the department — Formalize procedures, automate license application process where possible, develop task lists to ensure proper accountability. —Compile City Policy Manual that will incorporate all individual department policies into one manual — Determine what to do in the next phase of the cemetery to provide for long-term sustainability Pock Administration Accomplishments —Trained Administrative Services Coordinator and new Dock Inspector Efforts underway, but not yet completed —Continued rip rap construction projects in Devon Commons Goals/needs of the department — Explore alternatives to the application process — multi-year renewals — Reassess LMCD license fees, which is the top error on applications. — Explore alternatives for marking dock sites, need for setbacks, and/or relief of congestion. -103- 0 _Z i - O Z W O � � N O �- m w m 0 w W h W cs=n z w W w O C O O O O _NO nQ30�N MM VM'a00N LO 1 r 0 ( r ( C O Hn MNt-UD 9 V'NOLQ(D(D )R O NO�OOOOaMD O O W ON(�DO r r U M T r T T r r T T r C �U LL. 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