2018-04-17 CC Agenda PacketPLEASE TURN OFF ALL CELL PHONES & PAGERS IN COUNCIL CHAMBERS,
CITY OF MOUND MISSION STATEMENT: The City of Mound, Trento teamwork and cooperation, provides
at a reasonable coat, quality services Off respend to Ue needs of all cihzeng fostering a site, attrachve and
tlounslung community.
IM43 111
MOUND CITY COUNCIL TUES, APRH, 17,2018 —6:30 PM
ANNUAL REPORTS WORKSHOP MOUND CM COUNCIL CHAMBERS
Page
1. Call Meeting to Order
2. Approve the Agenda
3. Supervisors' Annual Reports to the City Council
A Orono Police Department — Police NefCorreyFamiok 1-S
B. Liquor Store— Manager John Colotti 6.14
C. Fire& RescuelEnergemyResponse—FireNefGregPederson 1537
D. Finance &AdministmtionDocksAdministration—Finance 38.40
DirectorlQerk/Treasurer Catherine Pausche
E CommunityDevelopmen0lamung/Zoning/BrnldingInspections — 4143
CommurtityDevelopment Director Sarah Seth
F. Public Works (Parks) Operations & City Projects .. Public Works 44- 56
Superintendent Ray Hanson & City ManagerM Eric Hoversten
G. City ManagerlAdminishation 57.70
4. Long Term Financial Plan 71.88
S. Adjourn
Orono Police Department
0
2017 Annual Report
Response Time Analysis
Priority 1 Calls 4.71 21395
Total Calls 6.82 81691
-2-
on
70
60
50
40
30
20
10
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Part 1 Crimes
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-3-
■ Mound
■ Orono
■ Spring Park
■ Mtka Beach
Part I Crime Summary
Comparative statistical analysis, yrs 2016 and 2017
Homicide
I
1
0%
Rape
1
5
400%
Robbery
0
1
100%
Aggravated Assault
2
5
150%
Burglary
15
18
20%
Theft
159
136
-14%
Auto Theft
8
11
38%
Arson
2
0
-100%
Total
188
177
-6
West Metro Drug Task Force
Search Warrants Executed 77
Arrests 80
Firearms 19
Marijuana Seized 27,272 grams
Cocaine/Crack Cocaine 877 grams
Methamphetamine 22,716 grams
Prescription meds/designer drugs 1,446 tabs/hits
Narcotics Seized Cash Value $2,900,000.00
-5-
Introduction to 2017
2017 was a benchmark year for Harbor Wine & Spirits!
Following up the record year of 2016, Harbor Wine & Spirits hit a
record high of $3.3 million in sales, with a gross profit percentage of
%26! This translates into a bottom line profit of $248,297.00, which
was an increase of roughly $40,000 from 2016.
Non -labor operating costs were reduced to $234,645, a decrease from
$260,769 in 2016. This was largely due to the one - time costs in 2016
of the new point-of-sale system and new web site.
Total labor costs were $326,713. This was an increase of $9760.00
from 2016. This was forecasted due to the addition of the increased
work week attributed to Sunday sales.
Year-end inventory levels ended up (12.5%) between the Minnesota
Municipal Beverage Association's recommended 15% outstate and 10%
metro guideline.
Gross profit % increased .75%, reflecting fiscal responsibility in
purchasing and proper inventory management.
M
Harbor Wine & Spirits
Annual Report for the year 2017
Report Prepared By: John Colotti, Manager
Overview
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
multimedia marketing.
Spring Customer Appreciation Wine Sale
Annual sale held in February -March
Held for the past 14 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
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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.
The 2017 sale was held February 23'd through March 11th, and sales
increased $9200.00 compared to the 2016 sale!
Fall Wine Sale
Annual sale in September/October
This is the largest wine sale of the year, featuring 15% off by the bottle
and 20% 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.
The 2017 sale was held October 12th through 29th and sales were up by
$3326.00 compared to 2016!
Repeal of Prohibition Sale
December
December 5th marks the anniversary of the repeal of prohibition and as
we have for the last several years 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
memorabilia.
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 2018 sale which will mark the 85th
milestone anniversary of the repeal of prohibition. Arrangements are
currently underway to secure vendor commitments.
The 2017 sale generated overall sales of $17,000.00!
Wine & Beer of the Month
Each month we feature a wine and a beer of the month promotion. We
negotiate special pricing through our vendors (which allows us to still
M
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.
Senior Citizen Discount Program
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.
Spirit of the Lakes Festival
Beer Garden
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.
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Wine and Beer Tastings
Wine and food pairings are presented as 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 Meet Your Maker Minnesota Craft
Beverage Tasting, where we invited sixteen Minnesota breweries to
participate. Since then, then the tasting has grown to feature 24 local
breweries, distilleries and wineries. Each business is enabled to 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!
Oktoberfest Beer Promotion
October 2017
In the month of October, Harbor Wine & Spirits celebrated their P
annual Oktoberfest promotion. The celebration was amped up with
traditional Oktoberfest music throughout the store played by
professional accordion player Dale Grove, as well as in-store German
beer samplings. The Westonka Rotary once again sold brats with
sauerkraut in the shopping center parking lot. Customers in attendance
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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
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.
Sunday Sales
July 2017
July 2nd, 2017 ushered in a new chapter in our industry. The Minnesota
State Legislature voted in favor of allowing the sale of wine, spirits and
strong beer on Sundays. For the first time, on Sunday July 2nd
11:00a.m., we opened our doors for business.
State law mandated Sunday business hours to be limited from 11a.m.
to 6 p.m. We decided to have our doors open the entire Sunday
allocation.
During the warmer months of July, August and September, we
witnessed a significant amount of customer traffic and interest. At the
end of this "warmer' period, we saw a downturn in customer traffic on
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Sunday. Along with the realization of greater customer convenience,
we also realized that the new law did not create new customers, with
the end result being the spreading of business out over seven days
instead of the usual six.
We have noticed slightly more customers shopping on Sundays, but not
resulting in an overall increase in sales.
Labor costs associated with Sunday sales was entirely part-time,
regardless of the salaried contribution. This is based upon the fact that
two to three, eight to nine hour shifts were added to the previous six
day work week.
Future Keys to Sustained Success
1. Management of controlled labor cost throughout the newly
extended work week.
2. Fiscal responsiveness while managing inventory levels to maintain
or surpass the 26% gross profit goal.
3. The continuation of providing value, customer service, proper
inventory and the pursuit of innovative promotional events.
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City of Mound
2017 Liquor Store Results
Total $ 440,230.29 $ 442,463.18 $ 442,463.18 $ 455,007.54 $ 467,446.66 $ 502,952.51 $ 454,230.15 $ 460,161.79 $ 446,022.01 $ 431,882.23 $ 434,486.15 $ 392,059.20
Inventory Change from PY 5.84% 6.37% 6.37% 3.24% 2.85% 4.39% -2.16% 0.61% -4.42% -2.57% -1.70% 0.44%
-March inventory amounts were not adjusted due an issue with the inventory software
Monthly
Inventory Levels
-2017
Description
January
Description
January
February
March*
April
May
June
August
July
August
September
October
November
December
Liquor
$ 169,670.36
$ 167,094.74 $
167,094.74
$ 172,312.97
$ 179,894.93
$
192,867.11
$ 100,490.00 $
$ 172,676.50
$ 175,410.50
$ 169,083.89
$ 162,757.28
$ 163,781.19
$ 151,372.66
72,327.00
Beer
84,236.16
84,684.03
84,684.03
88,469.11
96,042.12
144,119.00
107,201.34
105,649.00
87,721.59
103,659.93
101,154.57
98,649.21
98,901.32
80,753.52
65,221.00
Wine
177,535.25
181,104.48
181,104.48
185,301.19
182,427.13
71,658.00
191,787.70
76,498.00
178,417.94
165,090.26
166,617.42
168,144.58
162,918.07
151,768.70
3,803.00
Soft Drinks & Mix
6,454.93
7,010.17
7,010.17
6,781.35
7,091.69
585.00
8,873.96
3,376.00
7,447.32
7,909.25
7,018.75
6,128.25
6,801.53
6,340.63
3,206.00
Miscellaneous
2,333.59
2,569.76
2,569.76
2,142.92
1,990.79
1,392.00
2,222.40
691.00
7,966.80
8,091.85
2,147.38
(3,797.09)
2,084.04
1,823.69
301,499.00
Total $ 440,230.29 $ 442,463.18 $ 442,463.18 $ 455,007.54 $ 467,446.66 $ 502,952.51 $ 454,230.15 $ 460,161.79 $ 446,022.01 $ 431,882.23 $ 434,486.15 $ 392,059.20
Inventory Change from PY 5.84% 6.37% 6.37% 3.24% 2.85% 4.39% -2.16% 0.61% -4.42% -2.57% -1.70% 0.44%
-March inventory amounts were not adjusted due an issue with the inventory software
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S:\FINANCE DEPT\LIQUOR STORE\Reporting - NII\Liquor Store Inventory Comparison -2016
Monthly Sales -2017
Description
January
February
March
April
May
June
July
August
September
October
November
December
Liquor
$ 68,894.00
$ 67,178.00 $
76,940.00 $
77,573.00
$ 94,894.00 $
103,638.00
$
118,320.00
$ 100,490.00 $
95,154.00
$ 86,016.00
$ 83,715.00
$ 105,154.00
Beer
68,488.00
72,327.00
80,178.00
89,794.00
106,406.00
123,139.00
144,119.00
108,588.00
105,649.00
93,700.00
88,583.00
99,164.00
Wine
56,634.00
59,565.00
65,221.00
63,634.00
66,540.00
65,305.00
77,493.00
71,658.00
66,224.00
76,498.00
68,615.00
85,464.00
Soft Drinks & Mix
2,972.00
3,277.00
3,154.00
3,803.00
4,662.00
5,303.00
6,565.00
4,666.00
585.00
3,637.00
3,376.00
4,994.00
Miscellaneous
479.00
1,007.00
1,079.00
1,294.00
3,206.00
4,114.00
11,498.00
3,071.00
2,165.00
1,392.00
943.00
691.00
Total
$ 197,467.00
$ 203,354.00 $
226,572.00 $
236,098.00
$ 275,708.00 $
301,499.00
$
357,995.00
$ 288,473.00 $
269,777.00
$ 261,243.00
$ 245,232.00
$ 295,467.00
Sales Change from PY
5.45%
5.63%
5.14%
1.98%
5.52%
8.91%
8.14%
7.00%
3.60%
-0.09%
-0.18%
-5.72%
Income Before
Transfers
2017
2016
2015
2014
2013
2012
State Average
HW&S
HW&S
HW&S
OPERATING REVENUES
Key Ratios
2016••
2017
2016
2015
Sales
$
3,158,885
$ 3,046,511 $
2,964,968
$ 2,919,732
$ 2,887,226
$ 2,835,506
YTD Cost of Sales%
73.92%
73.73%
74.52%
73.66%
Cost of Goods Sold
2,329,113
2,270,289
2,184,124
2,158,289
2,148,246
2,136,309
YTD Gross Profit %
26.08%
26.27%
25.48%
26.34%
Gross Profit
$
829,772
$ 776,222 $
780,844
$ 761,443
$ 738,980
$ 699,197
YTD Operating Income %
8.82%
7.60%
6.52%
7.85%
Gross Profit %
26.27%
25.48%
26.34%
26.08%
25.59%
24.66%
YTD Inventory Tumovet
5.21
5.15
5.35
Operating Expenses
$
589,668
$ 577,723 $
548,225
$ 540,987
$ 535,791
$ 519,965
YTD Days Sales in Inventory
70.12
70.86
68.18
Operating Income
$
240,104
$ 198,499 $
232,619
$ 220,456
$ 203,189
$ 179,232
YTD Inventory as a % of Projected Sales
14.16%
14.47%
13.76%
Nonoperating Revenues(Expenses)
2,495
7,843
365
22
89
INCOME BEFORE TRANSFERS
$
242,599
$ 206,342 $
232,984
$ 220,478
$ 203,278
$ 179,232
**Most recent data available
TRANSFER
$
130,266
$ 57,405 $
59,493
$ 61,529
$ 63,515
$ 65,452
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S:\FINANCE DEPT\LIQUOR STORE\Reporting - NII\Liquor Store Inventory Comparison -2016
2017
Annual Repot
2415 Wilshire Boulevard
Mound, MN 55364
Main: 952.472.3555
Fax: 952.472.3775
www.moundfire.com
Vision Statement: It's our vision to be known as an innovative and
progressive fire department. We are dedicated to the delivery of effective fire
suppression, rescue services and quality fire safety education to the public.
We strive to offer the best available education and training to our members.
We are committed to providing an environment which fosters teamwork
among members. We desire to have an atmosphere of open communication
which promotes the health and welfare of individual members.
This Annual Report is prepared for the Mayor and Councilors for the City of
Mound, and also the Mayors and Councilors of the four other cities we
serve. This report is also presented to and reviewed with our Mound Fire
Commission members.
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Mound Fire Department
2017 Annual Report
This overview provides a summary of the Mound Fire Department activities, accomplishments,
and goals met for the year 2017.
General Note: the 2017 Annual Report is compiled for the Mayor and Councilors for the City of
Mound, and shared with Mayors and Councilors of the other cities that we serve. 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 2017 was an eventful year for the Mound Fire Department. In 2017, our staff was
involved in the process of implementing our strategic plan designed to meet department goals.
Our strategic plan focused on hiring, training, and maintaining our firefighter staff, placing new
apparatus and equipment in service, all while working within our budget and long term financial
plan. All department priorities are based upon a practical long term financial management plan.
Our well trained and active paid -on-call firefighter staff remains our most important asset. The
ever-present dedication and commitment of the Mound firefighters uphold the service quality
provided by the department. The commitment of time, effort and job performance by firefighters
continues to be substantial as shown in the detailed department activity reports included.
In 2017 our staffing level increased from 37 to 39 firefighters, plus the fire chief. In 2017, five
new probationary firefighters were hired, one veteran firefighter returned to active service, and
four firefighters resigned or were dismissed.
A significant statistic: over the past 5 years 24 firefighters with 360 years of cumulative service
and experience have retired or resigned, while 20 firefighters have been hired and 4 veteran
(retired) firefighters have returned to service. Our firefighting staff has made a significant
transition to newer firefighters and a less experienced staff. -This is a major accomplishment in
light of the recruiting and retention problem which is trending nationwide.
Our Fire and Rescue call activity increased from 2016 levels. The emergency call outs in 2017
were 596 vs. 588 in 2016. The call activity level in 2017 was slightly above our five year average
of 563. Weather extremes and other factors often determine emergency call volumes.
Firefighter emergency response hours for the year were similar to 2016 levels. Our total
firefighter emergency response hours in 2017 were 10,461 vs. 10,409 hours in 2017.
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
full-time fire chief for a total staff of 41.
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The following points regarding organizational resources are supported by the documentation and
charts included in the pages that follow.
• In 2017, (4) firefighter resigned due to not being able to meet the department job
performance standards. The primary reasons were work and outside time commitments.
• Five new firefighters were hired in 2017. Two were hired in March, two in November
and one more in December. As per the department policy, the new hires are on a intense
training rookie program and serving a 1 year probationary period.
■ Fire and Rescue calls for service were steady, busy and at a consistent level in 2017. The
department continues to be very active wits a total of 10,461 personnel hours spent
working at fires and other emergency calls (activity report included).
• MFD responded to 17 Mutual Aid requests in 2017 vs. 19 in 2016. We provided 434 staff
hours for mutual aid assistance to other fire departments and cities. I expect mutual aid
requests to increase in the future due to the continuation of statewide and national trend
of staffing shortages at local area fire departments, especially during daytime hours.
• Our department personnel response in 2017 generated an average of 19/20 firefighters per
emergency call, which is a very high number of responders compared to many other
volunteer or paid -on-call fire departments.
■ In 2017 our staff training hours was substantial at 3,059 hours of in-house training, and
additional 1,012 hours of outside schools and training. The fire department staff is well
trained and based upon a wide variety of call types, must be more diversified than ever.
• MFD firefighters worked a significant number of hours doing maintenance and repair on
apparatus, equipment, and fire station upkeep in 2017 for a total of 1,383 hours.
• Public Relations and Fire Prevention events are important and a high priority. Our staff
led or attended 52 events in 2017, and clocked a total of 685 staff hours.
• The fire department staff, including fire officers and firefighters is a diverse and energetic
group. Our staff has transitioned to a combination of both experienced personnel, plus
new younger individuals, with approximately 421 years of accumulated job experience.
• IMPORTANT NOTE: as of 12/31/2017, 42.5% of our firefighters have been on the
department less than 5 years; therefore increased focus on staff training is a top priority
and is critical to our long term success.
Our firefighters, through hard work and dedication, continue to provide many volunteer hours,
with a conservative estimate of all work by firefigiters in 2017 at 17,868 hours.
S. Apparatus and Equipment
In 2017, improved financial status allowed us to refocus our attention on implementation of our
Apparatus Replacement and Efficiently Plan. Our expenditures on our Capital Improvement
Plan, including apparatus and equipment had been very low for the past ten years due to budget
and financial constraints. We were able to add new apparatus to our fleet in 2016 and 2017, and
major progress was made by our Fire Administration and Apparatus Replacement Committee
with regard to apparatus purchases and long term planning.
Pa
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■ As our fleet ages, the annual cost of repairs of repairs has been steadily increasing and
2017 was a high cost/high maintenance year. Our apparatus and equipment budget of
$20,000 was insufficient and our repair costs were $26,452.42. Our 1990 E -One Heavy
Rescue Vehicle is now 27 years old and had several unexpected repairs including a
generator rebuild, ignition module repairs and new tires totaling $12,429.17.
• 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 fire
apparatus, while considering numerous factors. The Apparatus Replacement Plan is now
well into the implementation phase and going ahead as planned.
• In 2015, MFD received city council approval of $731,000 to purchase a new aerial ladder
truck to replace the old ladder truck. The new E -One HP78 Aerial Ladder was placed in
service in March 2017 and is very efficient and user friendly. The new E -One HP78
ladder truck responded to 87 callouts over a period of 10 months in 2017, vs. an average
of only 12-13 times per year over a 30 year period for the old ladder truck.
• The city council approved purchase of a new 2016 Chevrolet Suburban EMS Rescue
truck at a cost of $42,451. The EMS Rescue truck was received and placed in service in
May 2016. Again, utilization is high as the Rescue Truck rolled to 255 callouts in 2017.
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.
One strategy we have implemented is downsizing our fleet and/or purchasing more diverse
apparatus. We have developed an "all inclusive" Long Term Budget and Financial Plan.... and
we are now implementing and successfully working the plan.
The Fire Commission is very active and involved in discussions pertaining to apparatus needs,
replacement plan, financial feasibility, and future purchases. At our upcoming Fire Commission
meeting (April 2018) the group will be discussion the existing Fire Contract and Formula, Long
Term Financial Plan, Fire Reserve Fund Balance, and future CIP 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 15 years old. Some very good news is that the facility bonded debt payments
of $282,940 will end in year 2023. This will help our fire department budget significantly. There
are 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.
One major expense for 2018 will be the removal and replacement of badly worn concrete aprons
at a cost of $40-$50K.
Section II. Major Accomplishments and 2017 Priority Projects
A. Finances and Budget
The Mound Fire Department operating expenses for 2017 were under budget. Overall, all
expenses were slightly above budget. The decision to spend over budget was planned and
prudent, as described in highlights below.
The bottom line account balance in the Fire Reserve Fund increased by $47,743 in 2017, which
is a much higher $$ amount than was budgeted or forecasted. A summary of 2017 finances is
included in this report. Refer to "2017 Budget vs. Expenditures Summary".
Highlights of 2017 finances are:
■ The fire reserve account fund balance at the beginning of year 2017 was $457,205. The
fire reserve fund balance increased by $47,743 in 2017 to a year-end balance of $506,248
• The fire reserve account actual balance of $506,248 (un -audited) is positive variance by
$127,804 vs. Long Term Financial Plan forecasted fund balance of $378,731.
■ In 2017, the fire commission agreed to do an early payoff of existing G.O. Bonds on two
fire trucks. The early payoff amount was $91,510, which reduced our fire reserve account
balance but eliminates 3 years of bond and interest payments.
• Donations and Grants have become a critical supplement to our yearly budget. In 2017,
donations and grants added approximately $56,852 to our revenue.
• Since 2003, MFD has received $272,804 in grants, which adds significantly to the reserve
fund balance. A $14,220 grant from Firehouse Subs allowed us to purchase an AutoPulse
automatic CPR Machine.
• The 2016 General Obligation Bond Sale for the new Aerial Ladder Truck resulted in very
good news. The budgeted principle and interest cost over the 10 year term was forecasted
at a cost of $860,406, however the low net interest cost of 1.5365% resulted in a 10 year
actual cost of $813,016. An unexpected positive variance on the bonds of $47,390.
• There were no new apparatus or vehicle purchases in 2017
B. Organization, Administration, and Staffing
In 2017, we continued to hire solid individuals as firefighter recruits. We hired and started to
train five new probationary firefighters in 2017. In 2017 we also employed a new comprehensive
psychological evaluation step to our hiring process. Our goal is to hire solid people that meet our
department mission, customer service goals, and long term service tenure.
Fire Officer and Firefighter Succession Planning: recruiting, training and retaining a staff of 40
firefighters are a major challenge and ongoing focus. Our firefighting crew remains the most
important department asset. We have continually added necessary training programs and learning
options (I.e., Blue Card Incident Command Class, and Leadership Academy) to continue to
develop new leaders and ultimately fire officers.
-19-
Duty Officer Program Continues: in April of 2014 I implemented a Duty Officer Program which
has been a huge success. During specific overnight and weekend hours for a total of 88 hours
during the week a Duty Officer is on a scheduled shift. Since inception approximately 6-7% of
our calls have been Duty Officer Only calls, meaning only one person responds to the incident.
The Duty Officer Response hours for 2017, amounted to 42 staff hours vs. an estimated 798 staff
hours if they would have been "All Call Page Outs" per the OLD system. Staff time and
efficiency savings of an estimated 756 staff hour is the result. It is estimated that the duty officer
program cost to operate for the 12 months of 2017 was a net increase of about $6K -$8K.
Fire District Concept Plan: in 2016 the West Lake Minnetonka area Fire Chiefs initiated a study
of fire protection services in in our west metro area. The study was completed and the area fire
chiefs met several times in 2016-2017 about the possibility of forming a West Hennepin Area
Fire District. The discussions focused on feasibility of a fire district, solving staffing concerns,
improving training programs, possibly hiring a full time training coordinator. We did not proceed
to hire a full time training coordinator in 2017. We did begin a joint "Leadership Academy"
Training program in 2017 which includes the four fire departments in the grant study. This fire
district concept may be the key to long-term success and cost effective fire protection services
for the West Hennepin Lake Minnetonka area.
C. Capital Improvement Plan, w/focus on Health and Safety and Apparatus Replacement
Long Term Financial Plan (including all CIP and apparatus plan): one of our most significant
accomplishments in 2017 was the continued implementation of the new Capital Improvement
Plan (CIP) based upon our detailed 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 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
The nationwide trends and struggles that many paid -on-call fire departments face today are
related to the lack of recruits /volunteers and the retention of the same. There are a number of
staffing and emergency response challenges that we anticipated in the very near future. The
current Volunteer Firefighter Business Model brings an incredible value to the customers and
residents. It is clear what a cost effective service the existing business model is, and it should be
cultivated and maintained as long as possible.
While the challenges are many, the primary concerns and my focus are on:
• Recruiting, Training, and Retaining Volunteer Firefighters
• Developing new department Officers and Leaders, to replace retiring fire officers
-20-
• Creatively and effectively managing volunteer staff time, and reducing personnel hours
by utilizing new staffing models such as our Duty Officer Program.
• Increasing the department budget, or reallocating funds and to achieve our goal of more
capital spending which is needed to fund apparatus, equipment purchases, and firefighter
safety initiatives.
• 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
There are new plan priorities that will increase focus on personnel and staffing that will include:
succession planning and staff development, expanding our training plan goals, and a substantial
increase of attention on Firefighter Health, Wellness, and Firefighter Safety.
Example: In the years 2011 thru 2017, we have appropriated $119,316 to upgrading our personal
protective equipment for firefighters. This includes safety gear like: turn -out -gear, helmets,
boots, gloves, and other important safety equipment.
I am in the process of updating the fire department strategic plan for 2018 and beyond. This
updated plan will correlate with our Long Term Budget and Financial Plan. The updated
Strategic Plan will be based upon the Financial Plan, Capital Improvement Plan, Staffing Plan,
Apparatus Replacement Plan, Facility needs, and possibly a Fire District.
The newly updated 2018 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 2017 was successful and a continuation of a transitional time for the Mound Fire
Department. I feel our department accomplishments in 2017 were very significant. Although
about 42% of our staff has less than 5 years of service, we have continued to achieve our goal of
serving our residents and customers well by providing an essential public service at a low cost.
The paid -on-call volunteer fire department business model is a very high value.
■ Our staff of firefighters and administrative personnel continues to be our most important
asset and is being sustained as a key strong element. In 2017, numerous retirements of
experienced firefighters have created staffing challenges, but we have managed to recruit
and hire a group of new young enthusiastic talent.
-21 -
In 2017, our improved financial position has allowed us to focus on updating and
improving our apparatus and equipment. We have made significant progress on apparatus
and equipment replacement or upgrades over the past couple years and expect to continue
with city official's support.
We have a very functional fire station facility that needs some repairs that are known,
anticipated, and borderline affordable. Our annual facility payment of $282,940 and
bonded debt ends in 2023. This bonded de)t respite will improve our financial positon
and relieve budget shortages.
2018 Priorities and Focus: Top 5 Priorities
• Update the 2018 MFD Strategic Business Plan so it correlates with and supports the
newly created a 2015-2024 Long -Term Budget Forecast and Financial Plan.
• Focus on developing our entire staff, all of our Officers and Firefighters: through
Training, Recruiting, Hiring, and Retaining Volunteers.
• Evaluate our Long Term Capital Improvement Plan $$, consider and discuss options for
advancing CIP purchases to improve our fire department operations and safety.
• Greatly increase our focus on and attention_ to Firefighter Health, Wellness and Safety
• Shared Services, Fire District, Expanding Services, and Continuous Improvement.
Looking to the future, we anticipate improving ou--- department operations further by considering
all options for partnering with Minnetrista, and other fire departments. A fire district concept
would create an expanded fire service protection plan. A larger fire district partnership will lead
to more efficient use of our fire staff, apparatus, and equipment. A fire partnership will likely be
a financial benefit to the residents of Mound, Minnetrista, Minnetonka Beach, Spring Park, St.
Bonifacius, Orono, and other West Lake Minnetonka area communities.
In closing, a special thank you to 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
12 April 2018
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MOUND FIRE DEPARTMENT
Seniorty List
*Years of service is as of: 12/31/2017
1/8/2018
J:\admin\Administration, Staffing, Organization\Active lof2Vation\Seniority List - Current
NAME
START DATE
EQUIP. #
Yrs Svc *
Chief 1
1 GREG
PEDERSON
2/3/1975
18
Over 20 years
42.91
Asst. Chief 4
2 JASON
MAAS
5/2/1994
32
I
23.67
Captain 16
3 MATT
JAKUBIK
11/17/1997
37
y
20.12
Asst. Chief 3
4 TONY
MYERS
5/4/1998
33
15 - 20 years
19.66
5 DARREN
POIKONEN
12/19/1998
30
19.03
Captain 12
6 BRIAN
BERENT
4/24/2000
1
17.69
7 STEVEN
HENKELS
9/10/2001
2
16.31
Captain 14
8 MIKE
MCCARVILLE
1/6/2003
35
10 - 15 years
14.98
9 MIKE
FOLEY
5/10/2004
16
13.64
10 PAUL
JOLICOEUR
5/10/2004
39
13.64
Lieut. 14
11 JASON
RICE
7/26/2004
42
13.43
Captain 15
12 ANDY
DRILLING
5/20/2006
25
11.62
Dep. Fire Marshal
13 BEN
FOSTER
5/20/2006
29
11.62
Lieut. 11
14 BEN
GOTTSCHALK
5/20/2006
26
11.62
Lieut. 12
15 BRYAN
GORMAN
11/5/2007
21
10.15
16 MATT
MORRIS
11/5/2007
44
10.15
17 AARON
CRANDALL
10/5/2009
8
5 -10 years
8.24
18 SHAWN
HAYES
10/5/2009
38
8.24
19 JEFFREY
BRYCE
3/21/2011
46
6.78
Lieut. 16
20 NICK
FARLEY
3/4/2013
52
Under 5 years
4.83
21 DANNY
GRADY
3/4/2013
47
4.83
Lieut. 15
22 CHRIS
HEITZ
3/4/2013
48
4.83
23 DANIEL
PATTERSON
3/4/2013
51
4.83
Asst. Chief 2
24 GREG
PALM
4/1/2013
15
(Retur i to Svc)
33.67
25 JEFF
OTTENBREIT
7/21/2014
53
3.45
26 TANNER
PALM
7/21/2014
54
3.45
Captain 11
27 TIM
PALM
10/3/2015
17
(Retur to Svc)
28.24
28 DAN
BERENT
10/3/2015
55
2.24
29 MICHAEL
CATTON
10/3/2015
57
2.24
30 CARTER
PALM
10/3/2015
58
2.24
31 MATT
LINDER
4/4/2016
60
1.74
32 RYAN
DE VEREAUX
9/12/2016
61
1.30
33 DOUG
GAWTRY
9/12/2016
62
1.30
34 EDDIE
VANECEK
3/6/2017
34
(Recur i to Svc)
25.98
35 ALEX
ERICKSON
3/25/2017
63
0.77
36 BRENT
KNUTSON
3/25/2017
64
0.77
37 BOB
CRAWFORD
11/6/2017
6
(Retur i to Svc)
0.15
38 BRAD
CHINANDER
11/6/2017
65
0.15
39 J.C.
MORALES
11/6/2017
66
0.15
40 JOEY
BLACKSTONE
12/4/2017
67
0.07
*Years of service is as of: 12/31/2017
1/8/2018
J:\admin\Administration, Staffing, Organization\Active lof2Vation\Seniority List - Current
Mound Fire Department
2017 Activity Report
EMERGENCY CALLS
DUTY
TOTAL ALL OFFICER
CALLS CALLS CALLS
FIRE/RESCUE CALLS 2017 IN OUR PRIMARY SERVICE AREA 579 542 37
MUTUAL AID CALLS 2017 OUT OF OUR SERVICE AREA 17 17
TOTAL OF ALL FIRE/RESCUE CALLS IN 2017 596 559 37
INCLUDING MUTUAL AID
FIREFIGHTER EMERGENCY HOURS
DUTY
TOTAL ALL CALL OFFICER
HOURS HOURS HOURS
FIRE/RESCUE PERSONNEL HOURS 2017 IN OUR PRIMARY 10,027 9,985 42
SERVICE AREA
MUTUAL AID FIRE/RESCUE PERSONNEL HOURS 2017 434 434 0
FIRE/RESCUE PERSONNEL HOURS 2017 10,461 10,419 42
INCLUDING MUTUAL AID
FIREFIGHTER HOURS BREAKDOWN
FIRE/RESCUE PERSONNEL HOURS IN 2017
10,461 10,419 42
INCLUDING MUTUAL AID
MAINTENANCE HOURS IN 2017
1,383
TRAINING (IN HOUSE) HOURS IN 2017
3,059
TRAINING (OUTSIDE) HOURS IN 2017
1,012
MEETING HOURS IN 2017
1,268
PUBLIC RELATIONS / FIRE PREVENTION
685
TOTAL VOLUNTEER HOURS FOR 2017 1 17,868
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34-
Lake Minnetonka Fire District
Concept: Form a fire district in the West Metro Area around Lake
Minnetonka that would include 5-8 of the existing fire departments.
Advantages:
• Improved service through efficient resources utilization.
■ Financial consolidation and more consistency.
• Standardization of documentation for all fire departments.
• Much improved fire operations strategic planning.
■ Much improved fire apparatus financial planning.
• Better, more consistent firefighter training.
• Structuring administration effectively and efficiently.
• Overall strategic planning for future.
Disadvantages / Challenges:
• Allocation of financial resources appropriately.
■ Current wage and pension incons-stencies.
• Proper allocation and placement of fire apparatus and equipment.
■ Maintaining fire department identity.
• Establishment of appropriate / acceptable organizational structure.
Other Issues:
• Future fire station study and placement.
• Recruitment and allocation of firefighter personnel for stations.
• Long term budget forecasting ana cost control.
gsp
5-17-02
-35-
Advantages:
• Better overall strategic planning for future with longer term contracts.
■ Restructuring administration for effectiveness and efficiency
• Financial consolidation efficiency and more consistency.
• Improved service through efficient resources utilization.
• Much improved fire operations, through strategic planning, and staffing.
• Improved Capital Equipment and Fire Apparatus Capital planning.
■ Better, more consistent firefighter training.
• Standardization of documentation for all fire departments
■ Utilization of existing facilities, apparatus, equipment, staff
Challenges:
■ Allocation of financial revenue appropriately.
• Current wage and Pension Plan inconsistencies.
• Proper allocation and placement of fire apparatus and equipment.
■ Maintaining fire department identity and ownership.
• Establishment of appropriate / acceptable organizational structure.
Other Issues:
Future fire station study and placement.
Recruitment and allocation of firefighter personnel for stations.
Long term budget forecasting and cost control
Other assumptions or considerations as part of the Fire District solution:
■ The implementation time frame or start up date will be January xx, 20xx.
■ Full implementation will be a work in progress and will be an ongoing continuous
improvement project.
• One, all inclusive Fire Department District Budget will be submitted which will contain
all aspects of the budget: Administration, Operations, Pension Plan funding, Facilities,
Capital Equipment and Apparatus Plan, a combined Staffing Plan.
■ The overall Fire Protection costs will likely not be reduced, however core services will
continue to improve, and certainly be more efficient and effective long term.
• A 10 year contract agreement will be in place.
• Fire Station Facilities: utilize the existing fire station facilities
■ Expansion and additional fire stations will be necessary in the future; stations will be
built and operated by the Fire District.
2
-36-
• 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.
+ 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.
a. 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
3
-37-
MEMORANDUM
Dale_ April 12, 2018
To: Honorable Mayor and City Council
From: Catherine Pausche, Director of Finance and Administrative Services
Subject: Finance/ClerWDocks 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
Bocce Kress
Public Works Admin Asst/Accounting Clerk
01-22-18
Noah Iverson
Accountant
03-19-14
Kevin Kelly
Administrative Services Coordinator
03-30-15
Mike Miller
Pad -Time Docks Inspector
Catherine Pausche
Finance Director/Clerk/rreasurer
09-01-06
Some of the larger contracts I am in charge of include (listed by excitation date
Frontier- Phone & Internet - Expires - Expires 11/3 0 2 0 21
Gillespie Center - 5 year +5 year extension expiring 2021
Abdo, Eick & Myers CPA Firm - Annual Audit - 2020
Hennepin County—Assessment Services- Expires07KHn020
Allied Waste — Curbside single -sort residential recycling — Expires 12/312021
SET — leaf and brush drop-off for residents — Expires 1 2/312 0 21
OPUS 21 — Utility Billing Services — Expires 0 3/312 01 8
Five Technology — IT/Network Support Services — Expires 12/31/2020
Kenneth Potts — Prosecuting Attorney— Expires 12/312020
City of Orono — Police Services — Expires 1 2/312 0 2 2
LMCIT— General Liability, Property, Auto and Workers Comp Coverage—Annual
NFP/Healthpadners — Employee Health Insurance — Annual
Attached is a list of accomplishments, efforts under way and goals/needs of each
function I am responsible for.
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Finance Department
Accomplishments
—Annual Levy and Budget: Submitted budget with +2.5%general fund levy and a
2.00% overall levy increase.
— Bonds: Since 2011, we have refunded bonds on an annual basis to achieve over
$8.04M in interest savings without lengthening the term. The City did not issue
bonds in 2017 and will be evaluating cash flow needs as part of the Long Term
Financial Plan.
—Technology: Upgraded the network and switches in 2015. Changed from
Kaspersky to Sophos and added OpenDNS to improve security. Moved to VoIP
phone system in 2016/17 which should produce significant savings in telecom
costs.
—Human Resources/Benefits: moved from large group to small employer health
insurance market in 2017 and settled the 2017/2018 Collective Bargaining
Agreement in March, 2018.
—Implement credit cards at City Hall -fees paid by users.
—Created a Housing TIF District for the Harrison Bay Senior Living Development
Efforts underway, but not yet completed:
— Developed and issued a Request for Qualification and Interest in a Townhome
Development in the Mound Harbor District and are currently working on a
purchase and development agreement with Homestead Partners, LLC.
— Long Term Financial Plan -develop format for the next 10+ years that will
incorporate planning for the next generation of streets and infrastructure, facilities
maintenance and renewal, equipment, staffing and community amenities.
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.
—TIF -- Coordinate the assembly of TIF documentation and ensure compliance
with State statutes and optimization of the use of funds. Work with Planning
Department and City Attorney to ensure proper execution of any developer
agreements
—Training/Staff Development —Update job descriptions and performance
evaluations, continue cross -training and procedure documentation. Develop
training plan and identify employee recognition opportunities.
—Technology: Develop along -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.
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— Procurement — Take advantage of cooperative purchasing ventures, review
contracts with vendors, consultants and service providers to ensure we are
optimizing our resources.
CitV Clerk
Accomplishments
- Automated agenda packet production effective January 2018
- Managed the record retention schedule and conducted a shred day
Efforts underway, but not yet completed
- Continue with scanning documents to laserfiche and records retention
management
- 2018 Election, including early voting and a -poll books
Goals/needs of the department
— Formalize procedures, automate license application process where possible,
develop task lists to ensure proper accountability.
— Determine next generation of website, including on-line forms and access to
property information
— 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
Dock Administration
Accomplishments
- Trained New Dock Inspector Mike Miller
- Implemented code changes including requiring non -abutters to moor a boat
Efforts underway, but not yet completed
— Continued rip rap construction projects in Devon Commons
— Inventory stairways in rights of way, update multiple slip
maintenance/replacement schedule, right of way maintenance, inventory dock
sites/commons and evaluate whether license holder adequately maintaining
— Dock map changes - explore where additional multiple slips may make sense
— Execute new Slip Use Agreement between the City and Villas on Lost Lake
Homeowners Association
— Code changes under review
Dock use area requirements - evaluate in order to relieve congestion and
manage our number of licensed BSUs (boat storage units) into the future - need
for setbacks, need to limit the number of watercraft per dock (abutters vs non -
abutters), use of accessories and canopies, differentiate between motorized and
non -motorized, dock material standards/upkeep
Use of boat lifts at multiple slips
Limit one dock license per residential property (excluding multi -family)
Rental property rights (renter vs owner)
Goals/needs of the department
— Explore alternatives to the application process — multi-year renewals
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Mound Community Development Department
Annual Report to City Council for 2017
The Mound Community Development Department is pleased to present the 2017 Annual Report to
the Oty Council for review and consideration.
BUILDING PERMDS.
2013-2037 permit Information
Year Buildinapermit Valuadon
1017 224 28,030,913
1016 439 22,119,767
2015 380 $17,860,182
2014 350 $8,818,474
2833 199 $10,410,249
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CODE ENFORCEMENT. The Community Development Department works with other City
departments with regard to code violations and nuisance related issues. For example, the Public
Works and Parks Departments assist with grading/erosion control and tall grass/weed matters and
the Building Official assists with property maintenance and building code issues.
PLANNING CASES. A summary of the planning cases from 2013-2017 is provided below:
2017 (33)
2016 (44)
2015 (26)
2014 (28)
2013 (35)
1
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.
• Annual City Council and Planning Commission concurrent meeting; also Planning
Commissioner refresher and emergency management training
• 2040 Mound Comprehensive Plan update process/activities
Social Pinpoint (Community Engagement Phase I)
Chapter by chapter review/discussion
Land Use Plan and Parks Plan Open House (Community Engagement Phase ll)
Planning Commission public hearing and City Council action authorizing distribution forsix month
review
• 2017 seasonal permit and approvals for Mound Farmers' Market and More
• Evaluation and processing of special event/public gathering and musical concert 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 permit
review and issuance for special events sponsored by groups/organizations or private
individuals
• Staff and Planning Commission review and recommendation related to modifications to the
Mound Harbor Project Area and TIF Plan
• Amendments to City land use approvals for Indian Knoll Manor apartment remodel/addition
and new townhome construction project related to modified storm water management
system
• Approval of amendments to City Code Chapter 129 (Zoning), City Code Chapter 42
(Nuisances), City Code Chapter 46 (Public Safety) and City Code Chapter 14 (Animals)
• Dutch Lake Preserve assisted living project approvals including major subdivision -final plat;
also development agreement and building permit issuance
• Serenity Hill on Halsted Bay active senior condo project including major subdivision -
preliminary plat, land use permitting and major subdivision -final plat; also development
agreement (in progress)
• Approval of amendments to City Code Chapter 129 (Zoning) related to swimming pool
enclosure requirements
• Approval of Eva and Abbie Addition including land use and major subdivision -preliminary plat
and major subdivision -final plat project approvals
• Preparation of park land /fee study and presentation to City Council
• City of Minnetrista 2040 Comprehensive Plan update review and recommendation
• Review of short term home rental and need for regulations (in progress/underway)
2018 PROJECT LIST AND WORKPLAN
• Completion of 2040 Comprehensive Plan and preliminary review of implementation activities
to include City Code Chapter 129 (Zoning), City Code Chapter 121 (Subdivision) and City Code
Chapter 119 (Signage)
• Development of inventory of publicly -owned land and development of policy for release/sale
of City -owned parcels
• Review of exterior storage and nuisance regulations (on-going)
• Amendments to City Code Chapter 113 related to building code and property maintenance
regulations
• Review/study regarding pawn shop and massage therapy regulations
2018-2019 FORECAST. Staff continues to see 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, construction on the Trident senior living and assisted living facility
that received project approvals in 2016 and 2017 is currently underway. Additionally, the proposed
townhouse project in the Harbor District is also in the preliminary development stages following
completion of the RFQ process and the City Council and HRA recent approval of Homestead
Partners as the developer for the proposed project.
SUMMARY. On behalf of the Community Development Department, our team would like to
express our thanks to the City Council and Planning Commission for their dedication and
commitment to our department and to the City of Mound. Additionally, we would like to thank the
other City departments and consulting staff that have provided assistance and staff support
throughout the year. As always, we welcome any suggestions or comments that the City Council
may have.
TABLE OF CONTENTS
L Public Works Department 2017 Annual Report .......................... 1 - 7
IL Public Works Department 2017 Capital Improvements..................8 -10
III. Public Works Department Work Plan/Initiatives ......................... 11-12
IIS 1
CITYCITY O
Public Works Department
2017 Annual Report
2017 At A Glance
• The third and final phase of Tuxedo Blvd was completed in 2017 wrapping up a 3 -year
effort. The delayed portions of Phase I (southend) and Phase II (North end) had wear
course placed in early summer and Phase III wear course was completed in the fall of
2017. Minor restoration work and final punch list items remain for Spring 2018
• Bartlett Blvd and Cypress/Maywood projects included new curb & gutter, watermain,
sanitary sewer forcemain. This work was substantially completed with wear course
placement in summer 2017. Minor re -configuration of drive aprons and storm drain
features remains in the Bartlett section of the project to be complete in spring of 2018.
• Wilshire, Maywood, Hiddenvale, and Lynwood Street reconstruction was substantially
completed in 2017 with asphalt wear course to be placed on these roadways in the
summer of 2018.
• The Lynwood Road (D-2) Lift Station was scheduled for complete rebuild in 2016.
However due to the location of the lift station in the Hasbro/Tonka Toy remediation site
this project had to be put on hold to work out construction agreements between Hasbro,
the MPCA, and the City of Mound. This project was completed in 2017.
• The 10 -inch water main loop from Avon Park to Tyrone Park was completed and put
online in 2017. The Wilshire Blvd trunk watermain (16 -inch service to Island Park) was
installed as part of the Met Council Island Park intercept and L-39 replacement project.
The utility was put into service with the Avon Park under -lake loop in late summer 2017
and in combination allowed for removing the Island park stand pipe and Wychwood
pumping stations from service.
• Work commenced on relocating the C-5 (Commerce Blvd) lift station in cooperation with
the Harrison Bay Senior Living construction project. All underground services and
structures were placed with final grinding, pumping, controls and backup power
equipment to be installed in spring 2018. The station will be cut over prior to completion
of the development project and the existing station in the C.R. 110 ROW will be
removed.
• Staff continues an ongoing joint effort with MCES in continuing to resolve coordination
and condition issues with MCES sanitary sewer interceptor system. MCES completed
construction and commissioning of lift station L-38 on Westedge Blvd in 2017.
• MCES continued progress on replacement of all interceptor facilities on Island Park.
Work began on the second phase with the start of construction a new lift station at the
intersection of Wilshire Blvd and Bradford Lane in fall of 2016 that continued through
2017 and will complete summer 2018. The project also included replacement of the Force
main from the station to its discharge on Wilshire Blvd in front of the Fire Station and re-
routing around/decommission of L-40 on the Brighton Commons on the end of
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Manchester and removal of the old L-39 station in the north ROW of Wilshire Blvd.
This construction is expected to be complete sometime mid -year in 2018.
• MCES initiated work to replace the intercept under the Dakota Trail in fall of 2016 and
completed all pipe placement work by fall of 2017. The temporary pumping station (T-
25) located just south of the trail adjacent Dakota Junction was removed from service.
This project resolved many of the flow coordination conflicts that resulted in backup
events during high-flow periods in the summer of 2014. Trail and construction area
restoration including restoration of ROW and Parking areas behind Commerce blvd
commercial buildings will complete in summer of 2018. Odor control investigation and
work will address neighborhood complaints in spring 2018.
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, two new hires, one carry
over vacancy, two current position openings are pending, and two public works staff members
have been given position re -assignments.
The Public Works Director is in charge of the Public Works Department as a whole. There is
one full-time Administrative Assistant for both Public Works and Parks Divisions.
The MPCA requires that the City have at least one full-time employee with Class C certification
in Water Supply Operations and one full-time employee with Class SD certification in
Wastewater treatment. Certificates are renewed every three years. All employees receive
continuous training and education at various schools, seminars and conferences. All operators
maintain a minimum Class -B MN Driver/Operator license for their motor -vehicle work on behalf
of the City. The city contracts with Safe -Assure to keep us in compliance with OSHA standards
and regulations. This training is done bi-monthly. Along with this training, the city has a Risk
Management inspection conducted by the LMCIT every year. There were no non-conformance
issues identified by external agencies in 2017.
Street/Fleet Division
The primary function of the Street Department is to maintain and repair the city streets and storm
sewer collection structures. This includes snow and ice control, salting, sweeping, clearing street
right-of-ways of brush and tree limbs, bituminous patching, street preparation for seal coating,
repair and maintenance of storm sewer catch basins, street sign repair and installation, curb and
sidewalk repair, street lighting, equipment maintenance, installation and repair of banners and
Christmas decorations, 12 parking lots, 28 cul-de-sacs, and 11 miles of sidewalks.
During the winter months, it is the responsibility of the public works superintendent to determine
when to plow and chemically treat the streets. The Public Works Superintendent depends on the
National Weather Service, local weather reports for information concerning weather systems moving
in our direction and the Police Department to keep staff updated on road conditions. The Public Works
Superintendent will also periodically check the streets to determine if and when plowing and sanding
may be needed or should begin. Waiting until it stops snowing before plowing is preferred, but in icy
conditions trucks will be sent out as soon as possible. Personnel from the Streets Division, Utility
Division and Parks Division are all called out to help with plowing.
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The city has 4 single axle trucks equipped with front plows, side wings, and sanders. In addition the
city also has 5 four-wheel drive pickup trucks with plows, 4 1 -ton dumps with plows and sanders, 1
skid -steer and 2 snow machines for the 11 miles of sidewalks. The City of Mound contracted snow
removal in the Central Business District with Beniek property Services for 2017.
Right-of-way repair and maintenance begins in early spring. This includes repair of watermain break
patches, storm sewer cleaning, and street sweeping. Street sweeping is a major time consuming task.
The City has 2 street sweepers, 2 sidewalk brooms, 2 trucks for hauling, and 1 water tanker trailer.
Following the normal winter season, street and sidewalk sweeping can take up to 3 to 4 weeks to
complete. Once the sweeping is completed, preparation for seal coating projects and other street
repairs begins.
In 2017 the Street Division completed 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. The one caveat to this approach was the
all the mail boxes had to be on the same side of the road for this to work.
Over the past several years the addition of new fleet vehicles and equipment the public works has
found that along with the efficiencies of the new equipment we saw the ability to downsize the amount
of vehicles and equipment needed to certain jobs. In addition the servicing, maintenance, and major
repairs of the new equipment was significantly reduced. Currently Public Works contracts servicing,
maintenance, repairs and annual DOT's with Midwest Services which perform the work on-site up to
40 hours per month as needed.
Significant enhancements to the department work spaces were made in 2017 including re -
pavement of the shop apron, re -configuration of the bulk material bins at the Shop,
reconfiguration of the storage yard spaces and construction of a tension -fabric structure for salt
storage. These enhancement improved work efficiency, reduced material losses, improved
environmental stewardship, and cleaned up the appearance of the yard spaces. These
investments are greatly appreciated by the Staff!
Utilities Division
The City of Mound Utilities Division consists of 3 areas water distribution, sanitary sewer
collection, and storm sewer conveyance. The Utilities Division operates much like a business.
Revenues are generated from the sale of water to over 3500 customers, from meter sales, and
service charges. Salaries, benefits, and operating expenses are paid from the revenues received.
There are three budgets prepared for the Utilities Division; one for the Water 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.
Water
The City of Mound currently has 2 active wells and 1 inactive well with a combined storage of
750,000 gallons in 2 towers. Mound has approximately 45 miles of watermain. The city has
inactive interconnections with the City of Spring Park at the Seton Bridge, and there are 2 with
the City of Minnetrista. The Water Division is responsible for, among other things, meter
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readings, tower inspections, and hydrant flushing. In 2017 the City of Mound pumped
213,779,000 million gallons of water. Every 3-5 years, the City's water towers are inspected for
the condition of the coating and anodes inside the towers. The City contracts annually with
KLM Engineering to inspect, remove sludge build-up, and make minor repairs to the city's two
existing water towers.
Activation of the two additional supply lines to Island Park and resulting improvements in flow
volume to this service area have improved water freshness to the Island and across the network.
As part of water quality best management practices (BMP) the city relocated the aeration water
mixers from the de -commissioned Island Park stand pipe to the Evergreen tower; equipping it
similarly to the Chateau tower. Other BMPs include implementing uni-directional techniques for
seasonal flushing to more effectively remove oxidized sediments from mains and reduce rust
problems for our customers. Staff continues to work with Village by the Bay Condominiums
Association, Mound Market Place, and Lost lake Villas to flush the hydrants associated their
private systems interconnected with City mains.
In 2017 the city experienced 8 watermain breaks; up slightly from 2016 but no specific,
new patterns identified. The 10 -inch main under Commerce Bvld from Grandview north
continues to be a problem area.
In 2017 the City of Mound again exceeded water quality standards according to the States
Consumer Confidence Report.
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.
Rewriting of the Wellhead Protection Plan was initiated in 2017 in accordance with MN Dept of
Health requirements. As a component of well and source -water protection, as well as to ensure
longevity of our existing well and groundwater supplies; Well 8 (Evergreen) borehole and pumps
were pulled and completely inspected, redeveloped, and overhauled in late fall 2017. This
timely work addressed wear and tear on the mechanical equipment as well as sand deposit issues
that were being encountered with that supply.
As infrastructure renewal shifts focus away from street reconstruction to include their underlying
utilities, the Staff has re-evaluated capital investment requirements in future years to help reduce
pressure on rate -funded enterprise accounts. Additional risk has been accepted by delaying
certain identified system improvements from a 5 -year investment plan out to 10+ years in effort
to control debt service growth against water funds.
Sewer
The Sewer Division is responsible for maintaining 30 sewer lift stations, which are checked
twice a week, and sewer line inspection and cleaning. They also perform pump repair, electrical
repairs, pump removal, and seal replacement. Major repairs are contracted out. The City's
insurance company (LMCIT) has suggested a timetable to complete the cleaning of 60+ miles of
sewer main in the City every 4-5 years equating to about 80,000 feet per year.
The current sewer system was installed in 1964 and is largely composed of vitrified clay tiles;
and therefore in need of constant attention, maintenance and repairs. In 2002, the city began
televising the sanitary sewer system with a camera that enables us to detect problem areas.
These efforts continued in 2017. Staff contracted with a vendor to complete cleaning and
inspection of all of the Three Points sewershed. A manhole rehabilitation project was developed
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to address the significant findings of this inspection as well as address known points of clear
water entry to reduce inflow and infiltration.
In 2017, the City continued to make progress on the Inflow and Infiltration work plan assigned
by the Met Council as a result of the 2014 flow exceedance events. This work included
qualifying portions of the D-2 (2016) and C-5 (2017) lift station replacements, cleaning and
inspection of the Three Points sewershed, and the Manhole rehab work that followed.
As infrastructure renewal shifts focus away from street reconstruction to include their underlying
utilities, the Staff has re-evaluated capital investment requirements in future years to help reduce
pressure on rate -funded enterprise accounts. Additional risk has been accepted by extending the
previous 5 -year plan for completing lift station reconstruction out to 10+ years in effort to
control debt service growth against sewer funds. Sewer mains will continue to be inspected on a
5 -year rolling schedule to determine reactive spot repair and rehabilitation needs as they emerge.
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
There are 545 storm catch basins, and approximately 93 outlets. The storm sewer system is being
upgraded through the annual Street Reconstruction Project. The city started a program for the
cleaning of the storm outlets in 2008. Scheduled maintenance for cleaning the lines begins in the
spring of each year. The City storm sewer system is very large with 584 catch basins, which are
cleaned as time allows through various methods, and 84 sump catch basins, which are cleaned
twice a year as time allows. While we still contract out the larger repairs, the storm water fees we
now receive allow us to make yearly repairs and upgrades to the system.
• In 2017 the City participated in a cost share project with the Minnehaha Creek Watershed
District to istall passive treatment basins in Carlson park and restore shoreline buffering
to improve solids and nutrient removal before stormwater is discharged into Seton Lake
on Lake Minnetonka.
• There were only repair and in-kind replacement works included in the 2017 Street
Reconstruction Project.
• The regenerative (vacuum) sweeper was rebuilt in 2017 to include re -configuration of the
dust control system to allow for dry -sweeping which improves pick-up and collection of
fine automotive dust, nutrient, and soil particles from the street.
• Street sweeping is an important part of keeping the storm system and area lakes clean
from street debris. The city has begun taking a more aggressive approach to street
sweeping by sweeping more often than twice a year as was the practice of years past.
"Enhanced" sweeping through the summer months with the newly -equipped regenerative
sweeper removes substantial nutrient and fines from the storm system and prevents
introduction to the lake.
Im
• The city has all -but eliminated the use of sand during the winter and is no longer part of
winter road treatment except in very rare weather conditions. In the past more than 70%
of the sand put down would end up in the storm system.
• Significant effort to employ road salt BMPs have been undertaken as well. In 2017, all
"big truck" material applicator systems were re -calibrated and extensive operator training
was employed to significantly reduce the quantity of material used each storm event.
Improved material handling and storage in the Shop yard also reduces the quantity of
chloride that makes its way into the watershed.
As infrastructure renewal shifts focus away from street reconstruction to include their underlying
utilities, the Staff has re-evaluated capital investment requirements in future years to help reduce
pressure on rate -funded enterprise accounts. Storm sewer investment has been temporarily
refocused on low-Ocost BMPs and maintenance of existing facilities primarily using our
Operations and Maintenance Staff. Only minor, cost share qualifying, or development -related
improvements are being considered for the near-term future. As a component of renewing our
Stormwater Pollution Prevention Plans and Municipal Separate Storm Sewer System (MS$)
Permits, a more detailed analysis of the load -reducing impact of treatment devices installed
during the past 15 -years of improvements that were embedded in street reconstruction work is
needed. This analysis of impact will reveal when improvement or enhancement work needs to
resume in order to remain on track with increasing solid and nutrient removal standards levied on
storm sewer system operators.
Parks Division
The Parks Division is responsible for managing the 31 public parks in the city, various lakeshore
commons and shore areas, the maintenance and management of the Municipal Cemetery, aspects
of the Municipal Docks Program, Municipal Buildings, Transit Center Parking Deck, Surfside
Park Depot Building, and the Veterans Memorial Plaza. The downtown Streetscape and
Greenway 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. In addition, the division is responsible for the inspection of weeds on un -kept grounds and
hazardous tree removal from city property. The division is also responsible for the preventive
maintenance of its small -engine and specialized equipment.
Assisting in this effort are three full-time parks maintenance employees along with seasonal
maintenance employees. The team also made frequent use of the Hennepin County Sentenced to
Service labor party for completion of unskilled, labor -intense tasks. The Parks and Open Space
Commission (POSC) functions as an advisory board for bringing recommendations to the City
Council regarding relevant issues.
The general level -of -service for our parks includes regular mowing, leaf removal, litter pick up,
tree care, and periodic repairs of park furnishings and amenities. In addition, there are six
beaches that staff maintains throughout the summer including weed removal, buoy maintenance
and repair, sand leveling and replacement, and trash and debris collection. These maintenance
activities provide a visual confirmation that the City of Mound has a commitment to the
community's quality of life.
Parks maintenance staff has been at the Island Park Garage since 1989. Following a 1987
engineering improvement recommendation report, a new roof was installed in 1990, and
electrical updates, new garage doors and exterior painting were completed in 1991. Major
foundation repairs and driveway reconstruction were completed in 2012. Continued use of this
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facility is envisioned transition from present use as active shop space to less intense seasonal
storage in the future.
The Staff undertook several initiatives to restore shoreline buffer environments and natural or
native plant environments. Two spotlight initiatives include establishing a waterside meadow
environmental feature at Crescent park on the Three Points Peninsula, and allowing re-
establishment of a shoreline buffer at the bottom of the Highland End Park bluff. These
demonstration projects have been well-received by their adjoining neighborhoods and exemplify
how clean water shoreline BMPs can attractively add to the viewshed and natural habitats while
doing their clean water work.
A more robust approach to engagement from the parks Commission was employed in late fall
2106 with a full -Commission tour of all City Parks. This resulted in a more robust involvement
in the Staff budgeting process to include shedding light on forthcoming necessary capital
improvements. Budget and planning to replace the play structure at Sorbo Park was initiated in
2017 and the new structure will be installed as early in summer 2018 as weather will permit.
The Parks Commission participated in a grant -funded tree sale in the fall of 2017. 78 trees were
distributed to community residents for planting on private lands. 22 trees were planted by the
City, primarily at Highland End park to create softscape separation between the sledding hill and
snowmobile trail along the east boundary of the park.
Hazardous Tree Removal
As of December 31, 2017, the yearly total of hazardous tree removals from City property was 27
trees removed, 12 stumps chipped, 9 trees trimmed that posed a hazard, and 5 sites had brush
removed. From private property, 4 trees were marked for owner removal due to hazardous
conditions. Of the 4 trees 1 was contracted for removal by the City as forced removal.
Diseased and hazardous trees are removed on a complaint basis. When a complaint is received,
an inspection of the tree is done to determine the need for removal and the ownership. City
owned trees are removed by a contractor as soon as possible, while private trees are removed in
accordance with City Ordinances. Private trees not removed in the grace period allowed are
force removed. The cost of a force removed tree is billed to the property owner. If this bill is
not paid, it is then assessed to their property taxes for the following year.
Citv 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.
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IIS 1
CITYCITY O
Public Works Department
2018 Capital Improvement Projects & Initiatives
Street Reconstruction Projects
• Cooperative Construction Project with MCES and Hennepin County to reconstruct
Westedge Blvd, CSAH 44, force main, and water mains in the Westedge, CSAH 44
corridor from the MCES Pumping Station to the Priest's Bay Bridge.
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. In 2018 there are no retaining walls included in
the street reconstruction work. Two large retaining walls that are in an advanced condition of
decay will need to be considered for replacement; located at Piper Road at Warner and Sulgrove
Lane at Tuxedo Blvd on the south tip of Island Park.
Seal Coat Program
The seal coat program is proposed again this year to include the reconstructed streets in the
North and Northwest Island Park Area (2013 Street Recon Project).
Storm Sewer
The City Engineer is reviewing locations that are in need of storm sewer improvements for 2018
and the future. This will begin with updating our MS4 permit and the Storm Water Pollution
Prevention Plan. These administrative efforts will include detailed analysis of the load -reducing
impact of treatment devices installed during the past 15 -years of improvements that were
embedded in street reconstruction work. This analysis will account for the combined effect of
those improvements and reveal when improvement or enhancement work needs to resume in
order to remain on track with increasing solid and nutrient removal standards levied by various
regulators.
Staff does anticipate improvement work completed by others along the Bradford/Wilshire
system. Discussion is currently under way with MCES staff about the possibility of combining
these city storm drainage improvements with the MCES L39 lift station improvement project
scheduled for this summer.
Additionally, a street -end demonstration project is being discussed with MCES for incorporation
into the restoration work at the end of Manchester where their L-40 lift station is being removed.
This will be MCES-funded in -lieu of restoration to previous conditions, and provide a low-cost,
low -maintenance and attractive benchmark solution for other street -end configurations across the
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community where stormwater is presently discharged directly from street to lake without any
form of treatment.
City Staff is in discussion with MCWD staff on shoreline improvements and enhancements in
conjunction with storm sewer improvement construction of the Carlson Park.
Staff anticipates discussion with MCWD and respective developers to coordinate potential
downtown development activities at the Harbor District Townhome and Commerce Place
development sites. These improvements create opportunity for the City to collaborate with
property owners and regulators to ensure appropriate balance between recreational, economic,
social, and ecologic initiatives in project areas.
Sanitary Lift Stations
Construction on the C-5 lift station which commenced in 2017 will complete in summer 2018.
The C-6 station on Shoreline Drive on the Three Points peninsula will be replaced beginning in
2018.
Water Distribution Svstem
Watermain replacements are included in the Street, Utility Improvement Project in the Westedge,
CSAH 44 corridor. Watermain will be replaced along most of the corridor with MCES paying a
portion of the costs where relocation of the main is required to fit their force main into the ROW
between the Bartlett Blvd and Evergreen intersections on Westedge.
Well 3 (Chateau) borehole and mechanical equipment will be fully inspected, overhauled and
redeveloped as necessary in 2018. This follows the important work done at well 8 (Evergreen)
in 2017 to ensure longevity of our water supply resources. Complementary to this the Wellhead
Protection Plan updates will be completed in 2018 and further solidify the planning and
execution of critical activities to assure drinking water supply for the City.
Inflow/Infiltration Studv
The City Engineer completed a study in 2007 of the sanitary sewer lift stations and Inflow /
Infiltration into the sewer lines. This study has served as a guide to determine where the city
needs to perform pipe lining in future years to come in compliance with the Metropolitan
Council Environmental Services directive to reduce the amount of I /I or pay surcharge penalties.
Since 2015, the City has worked through an assigned work plan in lieu of surcharges by the Met
Council for exceedances experienced in 2014. 2018 is the last year of that work plan and the
anticipate work includes:
• In 2018 the Island Park districts not directly serviced by MCES interceptors and not
refurbished under the MCES intercept replacement project will be cleaned and inspected.
• A manhole rehabilitation project similar to that completed in 2017 in the Three Points
Peninsula sewer shed is contemplated for the Island park districts after completion of the
inspection process. Low-lying manholes with inverts at approximate lake or water table
level present a significant inflow and infiltration risk that can be mitigated through
rehabilitation of the structures.
• Qualifying costs included in the 2018 lift station replacement at C-6 (Shoreline Drive)
Staff has paused high level discussions around the issue of private sanitary sewer service I/I to
evaluate continued mitigation on the municipal side as well as enhance monitoring tools to better
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characterize and pinpoint problem areas. Improved metering has been specified with recent lift
station replacements as well as in several key confluence points in the City system.
MCES Improvement Projects
MCES will complete work on the Dakota Trail Intercept project in 2018. Remaining
work includes trail surface reconstruction, trailside restoration, and restoration of
pavement areas behind Commerce Blvd business -fronts south of the trail crossing
disturbed by project staging.
MCES will complete the Island Park area intercept, L-39 and force main project in 2018.
Remaining work includes re-establishment of wetland and watershed features around the
Bradford station, restoration of project areas along the full length of the project,
restoration of Swenson Park after use as a staging area, and removal of the old stations at
L-40 and L-39.
MCES will start work on the Westedge and C.R. 44 forcemain replacement project. This
will be a two-year project and affect traffic circulation in the immediate region for the
full duration. Work within Mound will be completed in 2018 with areas south of Priest's
Bay Bridge being completed in winter 2019 and 2019.
Other Hiehliehts
• Public Works staff is always researching the availability of grants for a variety of possible
projects.
• Staff annually updates the vehicle replacement program to better manage and forecast
future vehicle replacement needs and costs.
• Staff annually reviews the long range infrastructure repair and replacement needs of the
City's storm sewer, sanitary sewer, and watermain. The results are incorporated into the
City's capital improvement program.
• Staff in response to the rains and flooding in the spring of 2014 began working
collaboratively with the MCES on several projects to address significantly long overdue
sanitary sewer system upgrades. Completion of these system upgrades over the next two
years will result in the overall sanitary sewer system having improved coordination and a
greater capacity to move any excess sewage flow through the system more efficiently.
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IIS 1
CITYOF MOUND
Public Works Department
Work Plan / Initiatives
Capital Improvement Projects
• Annual City Street Reconstruction
• Annual Retaining Wall Replacement
• Coordinating with MCES on Joint Projects
• Sanitary Lift Station Reconstruction
Surface Water Manaeement
• Annual Review of Surface Water Management Plan to insure compliance with
administrative and maintenance requirements
• Annual Review of NPDES II permit and insure compliance
• Annual Review of Storm Water Pollution Prevention Plan (SWPPP) and insure compliance
• Review State and Federal laws and permit changes to insure City Policy and Ordinances
are current
• Review development plans to insure compliance with permit requirements
• Annual Review of MCWD Rule Changes
Parks
• Annual update inventory of park structure maintenance needs
• Evaluate equipment for replacement
• Research funding sources for park improvements
Streets
• Sweep City a mirdmum of two times per year
• Installation of new street signs throughout City and in Street Reconstruction Project Area.
• Decrease use of sand with new snowplowing and sanding equipment
• Repair sidewalks and trails as needed
• Include utility upgrades and repairs on annual street reconstruction project
• Continue Annual Crack Seal and Seal Coat Program
Storm Sewer
• Continue annual lake outfall cleaning and dredging
• Continue annual catch basin cleaning
• Maintain stormwater storage / ponding areas
• Work with MCWD on storm water quality improvements
11
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• Construct storm sewer improvements / repairs as needed
• Include upgrades and repairs on annual street reconstruction project
Sanitary Sewer
• Continue televising and performing annual repairs as needed
• In -pipe lining at locations with high inflow / infiltration problems
• Reduce I / I in municipal lines to avoid MCES surcharge
• Implement SCADA monitoring and control system
• Include upgrades and repairs on annual street reconstruction project
• Coordinate with MCES to eliminate metering discrepancies
• Upgrade/reconstruct lift stations
• Coordinate as needed with proposed development
Water
• Implement SCADA system on new facilities
• Annually update water system model with Bolton & Menk
• Coordinate as needed with proposed development
• Include reconstruction and repairs on annual street reconstruction project
• Comply with Wellhead Protection Plan in accordance with State and Federal Regulations
Administration
• Annually update capital improvement program
• Review Safety and Training needs of staff
• Annually review and update Vehicle Replacement Program
• Coordinate Public Works & Parks Maintenance Facility space needs
• Coordinate Public Works review of grading and utility plans for development
• Upgrade office filing system and record retention
• Annually update inventory of City's infrastructure and mapping
• Implement GIS street and utility mapping capabilities when completed by consultant
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2017 Key Result Areas, Goals, Objectives, and Value Statements
2017 Year End Progress/Status
Support to Council —Timely, accurate, and thorough packets, reports, and responses to data requests
1. Quickly bring new Council member up to speed
- Welcomed Council Member Jeff Bergquist to the Council in 2017
2. Posted NLT close of business Thursday preceding... minimize substantive agenda amendments/adds
2. Improve staff process to assemble packets... electronically produced in PDF
- File Structure in place, training and implementation remain... launched with 9 Jan packet
3. Continue discussion on City options for inflow/infiltration repairs to sewer
- Rehabilitation work continued in 2017 with a shift to assessing and rehabbing manhole
structures. Staff continued to evaluate measurement, analysis tools and examine future best
value repairs to City assets. Staff also initiated analysis of exceedance measurement and
triggers in light of significant Met Council pumping upgrades and system coordination changes
4. Continue to refine Code resources to clarify language/intent and meet emerging needs
- Registered Offender Restrictions - complete
-Animals -complete
- Vacation Home Rental - Previewed, presented background, guidance options. Exhibits in draft
- Parking - in draft
Manage the Staff— Empower to strengths, develop; lean but highly effective
1. Simplify/strengthen performance evaluation
2. Retain current high quality administrative team members
- PW/Accounting Admin Assistant resigned mid December, re -staffing process completed 20 Dec
3. Improve effectiveness of temp/part time staffing
- Improved hire effectiveness for summer crews, Sentenced to Service implementation,
stabilized Dock Inspector
4. Continue to stabilize work climate -- fully implement Lead Workers
- Lead Worker probationary periods completed, Shop -level work plans under development
- 1 PW trade -worker retirement, 1non-prob resignation, 1 prob resignation
- Onboarded 1 new PW Trades employees, 2 hires pending w/ 2018 start dates
5. Equip the team: skill development; tools, facilities and equipment; workflow and processes
6. Complete successful contract negotiation with PW Collective Bargaining Unit (retroactive)
- 3rd Business Agent... full membership rejected negotiated T.A. Will mediate 7 Mar, 2018
Finance and Administration - expertly -controlled, consistent, and repeatable processes to ensure best
practice and transparent operation of City administrative processes and functions
1. Mitel phone switch and new handset install and implementation
- Complete and fully integrated
2. Data Security and information assurance review with LMC
- Complete
3. Continue archive actions, clean-up, e -records, e -record management
- Ongoing micro -fiche scanning of archives
- Retention schedule review, corporate shred days for secure destruction
- On-going electronic file plan organization, and redundancy cleanup
- Reviewed data assurance, firewalls, virus protection, and backup architecture
4. Utility billing changes for non -homestead properties
- Complete, non -homestead property owners notified in Q1, no remarkable issues through 4
quarter billings.
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5. Lost Lake Villas HOA agreement update
- Final version drafted for submission to HOA
- Re -assignment of excess dockage to "overnight' submitted to LMCD, hearing forthcoming
6. Complete Frontier video franchise request processing
- Completed application processing actions
7. Improve usability and layout of City website
- Ongoing improvement to content variety and freshness - focused increase in resident resource
links, Community Services Links, and review of information "freshness". Site architecture
improvements are limited by the provider level -of -service
Customer Service —we serve the public in everything we do, a personal level of service is essential
1. Available, courteous, and consistent... level -of -service definition
2. Prompt callbacks with minimal pass -offs
3. Honest answers or explanation of the problem and what the Staff or City can do to resolve
4. Accurately filter issues for root cause and appropriate City engagement
5. Enliven existing out facing communication tools: Gov Deliv, Website, Etc.
- Transition to CodeRed to increase passive subscription capture in increase media vectors to
include text message and recorded voice. Smooth transition of legacy subscribers, substantial
increase from passive capture. Geospacial polygon notifications also enabled and in routine use
for utility outage notifications.
6. Explore options to measure/public feedback
- Examined Survey -Monkey options for general customer service feedback, have not landed on
implementable options.
Budget - assure appropriate Council oversight and approval reflect priorities, fiscal constraint, and
transparency for planning and executing public finding
- Staff's 2018 budget proposal limited the total levy increase to 2% with an overall 2.5% increase
in General expenses largely due to staff paycenter re -alignments and year -specific changes to capital -
equipment purchase needs. Utility budget projections were substantially modified to bring small,
immediate relief in base rates without max -levy impact using available reserves. Substantial progress
was made in developing long term financial projections and financial structures to help normalize levy -
impacts of future improvement and investment needs.
1. Seek highest value/quality in day to day operational choices
2. Keen eye for emerging problems/breakdowns, solve problems earliest before issues/costs grow
3. Preserve value in existing assets and resources to minimize lifecycle cost of ownership
- Initiated a long-range financial strategy study to incorporate lifecycle cost profiles for facilities,
vehicles, equipment, infrastructure to better understand financial profiles of "cost of
ownership", level or normalize budget requirements, and demonstrate "should -cost" profiles to
maximize asset lifespan.
4. Review past practice for improved methods and practices to reduce costs or improve efficiency of
current activities across all City Operations
- Gov DEALs for asset re -sale... we've had great success shedding out-of-date, mis-match
equipment, attachments, and vehicles not suitable for trade
- Grant research for OSHA funding, MDH funding, MCWD funding, Hennepin County Cost Shares
- Rebuild on Tymco sweeper saved$ 45 - 60K over new -vehicle replacement
- Disposed of unused, high maintenance, Sterling 2WD dump-chasis snowplow, $40K sale
revenue
Im
5. Manage outstanding debt commitments to minimize the long-term debt service cost component in
future budget years, understand impacts of current debt structure on future fiscal planning
- No bonding in 2017, called Fire Apparatus Certificates saving $5,000
- Established Infrastructure Replacement Reserve Fund to set stage for funding necessary future
work with minimum levy, debt, and assessments including; interfund loan and pay -cash options
6. Process controls that assure daily compliance with legislative requirements for fiscal practices that are
validated through annual external audit results
No identified weaknesses in 2016 Audit report
Planning and Development - foster community development, redevelopment and infill; building our
community and its tax value consistent with comprehensive plans and visions as market recovery and
prevailing conditions will allow
1. Proactively engage ongoing projects to ensure compliance with plans and codes, vary as appropriate
- 33 Planning Cases submitted for consideration and action by Staff in 2017
2. Balance opportunity and vision to ensure best and highest use of remaining "District" opportunities
- Focused effort on translating expressed City values/equities into reachable outcome statement
- Released RFI/Q to simultaneously validate restatement of objectives, measure market interest,
and begin developer selection process for harbor District Residential uses.
- Similar process poised to execute in 2018 for Restaurant parcel
3. 2040 Comprehensive Plan Updates completed to finalized draft ready for external coordination
- Draft circulated for community public engagement; Planning Commission, Council, open house,
Survey Monkey... Planning Commission and Council will see final draft in Feb 2018
4. Redefine objectives for Harbor District Development Area through Comp Plan and public engagement
- Complete, Synchronized with Langdon, "Linear" and completed Lost Lake. RFI/Q released
5. Bring Trident Proposal to Development Agreement and build phase
- TIF, Closing, Developer Agreement, CUP, Building permits complete... broke ground
6. Bring Serenity Proposal to Development Agreement and build phase
- Preliminary Plat and CUP complete... closing and Developer Agreement delayed by developer
7 Complete necessary follow up on Indian Knoll Project
- Ribbon Cut 4 Dec 2017!
8. Meet market demand for further development proposals and land use/planning coordinationk
- Eva and Abbie Subdivision 4873 Shoreline
- 6251 Westedge minor 3 -lot sub division
9. Meet market demand for increased residential infill/redevelopment land use/planning coordination
- $28M valuation adds: Harrison Bay Sr Living ($10M), 25 new home builds ($11M), 18 Additions
($3.6M), 70 Alteration/Remodels ($1.5M), other maintenance/improvement ($2M)
10. Implement electronic Building Permit applications, feedback, and management
- Encountered software vendor development delays, bi-monthly updates for 2018
- poised for Q1 e -inspect, e -permit (elect) and e -permit (multicraft) launch
11. Alternate enforcement/ticketing for nuisance issues under Int'I Property Maintenance Code (IPMC)
- Lack sufficient State jurisdiction... requires policing powers
12. Limited Building Official capacity on Staff for IPMCmatters
- Courseware and certification opportunities withdrawn, continue to look for training sources
13. Ticket -writer on staff (Parking, Nuisance, IPMC)
- Lack sufficient State jurisdiction... requires policing powers
14. Outside Storage Zoning Code and Nuisance Code improvements
- Community inputs (complaints) regarding storage and nuisance monitored against present
language to assess need for future revisions or additions... pending workshop Staff reporting
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Municipal Liquor Operations - Remain the outlet of choice by providing deeply personalized service not
obtainable at grocery or warehouse outlets and a wide selection to meet customer needs
1. No liquor control violations
- Failed spot check in 1st Quarter 2017, all employees re-trained.
2. Improve part time labor budget accuracy and scheduling to better predict and control cost
- Re-evaluated budget line item to reflect need... to include Sunday "wedge'
3. Posture store for potential change in Sunday sales legislation... tell our story... market our value
- Sunday Sales up and running... revenue impact appears positive - however, profit -negative
4. Control inventory to < 10% gross sales... clean up stale SKUs in inventory/POS system
- Struggled to keep below 15%... evaluating if 10% is correct target to sustain variety... MMBA
indicates a 10% for metro outlets, 15% for outstate... we fall between
5. Continue sales growth trends at 1 -1.5% annual
- Revenue up 3.2% to $3,151,000 in 2017
6. Maintain gross profit margins consistent with peer competitors (26% of sales)
- 25.??? % for 2017
7 Sustain profitability to maximize benefit to community through tax relief and funding sealcoat pgm
- Budget transfer increased ??? to ?????
Fire - Best value emergency services for our City and surrounding communities
1. Retain and recruit to maintain projected staffing needs... 40 - 42 active members of the Department
- 5 hires in 2017 - current staffing at 41 active members
2. Officer training and succession
- 2 Officer appointments in 2017
3. Continue to work efficiencies and common training objectives identified in Shared Services Study
- Implemented common training delivery and tracking platform with partner departments,
future training coordinator costs reflected in 2018 budget submission
4. Lead/make progress on disposal of WAFTA site
- Shifted approach ... Surrender back to US Army for Federal (DERA) cleanup
5. Manage capital expenses overlong term as projected in apparatus replacement plans
- Called certificates using excess reserve funding
- Ladder 44 in service March 2017
Evaluating combined Pumper/Utility apparatus for future year apparatus replacement
.m
Capital improvement planning— Prioritize, synchronize, and balance infrastructure and capital
equipment renewal needs against financial capacity and outside agency opportunities
1. Continue to collaborate with other jurisdiction efforts to maximize project potential: MCES, Hennepin
County, MCWD, Etc
- 2018 Street, Utility project contains approx $1M city benefit funded by MCES
2. Accurately forecast and monitor long range financial profile to manage the balance of levy,
assessment and rates against timing of critical renewal work
- Re -prioritized CIP extending proposed water and sewer cost across 10 -year vs 5 to respond to
financial capacity, rate, and levy balance concerns. Evaluated numerous options for shift in
rate/levy as well as base/variable balance to address customer/resident concerns
3. Shift renewal emphasis from whole -streets concept to sustainment localized spot re -alignments or
renewals, and unaddressed areas such as parks, retaining walls, stormwater, and City facilities through
2025
- Initiated long term financial and capital improvement funding analysis... asset management
plan. Delayed by deeper analysis of rate/levy balance to respond to resident concerns. Shifted
priorities to allow delay of some investment and renewal to allow funding capacity recovery.
4. Define financial strategy for next evolution of major infrastructure investment beyond 2025
- Established an Infrastructure Reserve Fund to build financial capacity to fund future street
renewal needs post 2025 with short term capacity for interfund loans to easy utility fund stress
5. Invigorate Parks Commission with budgetary practice, develop management plan/vision for assets
- Incorporated Parks long range funding priorities into staff budget plans
Sorbo Park Playstructure Replacement in Budget
6. Parks long range planning woven into Comprehensive Plan Update
7 Complete substantial site improvements within PW yards and spaces: pavement salt house, Parks
- Salt shed (fabric structure) installed and in service
- Shop driveway and asphalt apron/parking area re -surfaced
- Re-aligned/installed nurse bins in shop apron/parking area for bulk material storage
- Re -organized "upper yard" for improved debris and slop/spoil barrow stockpiling
8. Evaluate Island Park Hall conditions and urgency of demolition; plan and program
- Responded to public interest in private refurbishment, no action taken by staff in 2017
9. Enhance water resource protection via improved MS4 maintenance planning and execution
- Re-initiated storm -drain sump cleaning
- Robust sweeping program, aligned equipment use with seasonal objective variation
- Put re -furbished regenerative (Tymco) in service after chasis-up rebuild
10. Determine/implement low-cost best management practice operation and maintenance methods
and practice to sustain/improve water quality and reduce iron staining
- Island park Standpipe storage tank taken out of service!
- Relocated mixer from IP standpipe to Evergreen tower to improve storage freshness
- Re -choreographed system segmentation and sequencing for seasonal hydrant flushing to
improve sediment isolation/removal
- Re -developed Evergreen well (well 8) in 15 -yr well overhaul effort to reduce sand in supply
Public Works and Engineering Projects:
2015 Street Repairs wear course placement (Phase I Tuxedo) -- COMPLETE
2016 Street Repairs wear course placement (Ph II Tux, Cypress/Maywood, Bartlett) -- COMPLETE
2016 Wilshire Blvd 16 -inch Watermain Loop completion -- COMPLETE
2015 Island Park 10 -inch Watermain Loop contract award and completion -- COMPLETE
Decommission Island Park pump station and stand pipe, prep for future demolition -- COMPLET
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2016 D-2 (Lynwood) Lift Station Replacement completion -- COMPLETE
City equities in MCES L-39 (Bradford) lift station replacement construction -- ONGOING
-- Project to complete summer 2018
City equities in MCES Dakota Trail Intercept replacement construction -- ONGOING
--Trail placement/site restoration in Spring - including city and business parking at Commerce
2017 Street, Utility, Retaining Wall Replacement Project (Pill Tux, Wilshire, Lynwood)
-- Utility, road base, non-wear complete: complete spring 2018
Commerce Blvd North Retaining Wall/walk/trail Replacement (Hennepin County Cost Share)
-- COMPLETE
2017 Lift Station Replacement/refurb award and construction C-5 (Commerce) and B-3 (Sinclair)
-- Structures placed, in-ground piping placed: complete spring 2018
2017 1/1 Surcharge workplan completion (fiRa' �'LaF OR G••--LRt L„GLeaaRee W aFkPla4
Current exceedance workplan through 2018
-- 2017 project to refurbish Three Points sewershed Manholes COMPLETE
2017 Carlson Park Storm Sewer Improvement Project w/75% MCWD cost share
-- Substantial COMPLETE, minor sitework, establishment, interpretive (educational ) in Spring
City equities in MCES C.R.44 Force Main replacement in design, bid, and award
-- Project out for bids late Dec 2017... award, cooperative agreement, work start in 2018
Individual Professional Development in 2017
Attended City Engineers Association of MN Annual 2 -day Conference for Continuing Education and Best
Practice Sharing
Attended APWA Spring and Fall Conference for Continuing Education and Best Practice Sharing
Attended League of MN Cities Annual 2 -day Conference
Awarded "Public Works Executive' (PWE) credential by American Public Works Association Donald
Stone Center for Leadership and Management
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2018 Key Result Areas, Goals, Objectives, and Value Statements
Support to Council —Timely, accurate, and thorough packets, reports, and responses to data requests
1. Packets NLT close of business Thursday preceding... minimize substantive agenda amendments/adds
2. Improve staff process to assemble/distribute packets... electronically produced in PDF (carry over)
3. Re-engage discussion on City options for investigation, best value inflow/infiltration repairs to sewer
4. Continue to refine Code resources to clarify language/intent and meet emerging needs
5. Continue improving formal community feedback process for "Item 5" inputs to Council
Manage the Staff— Empower to strengths, develop; lean but highly effective
1. Retain current, high quality administrative team members
2. Continue to improve team effectiveness, communication, and performance
3. Improve effectiveness of temp/part time staffing
4. Continue to stabilize work climate -- PW Lead Worker roles and responsibilities, 311 toolkit
5. Equip the team: skill development; tools, facilities and equipment; workflow and processes
6. Complete successful contract negotiation with PW Collective Bargaining Unit (retroactive)
Finance and Administration - expertly -controlled, consistent, and repeatable processes to ensure best
practice and transparent operation of City administrative processes and functions
1. Continue archive actions, clean-up, e -records, e -record management
2. Smoothly on -board new Administrative Assistant/Customer Service Representative
3. Continue focus on usability and layout of City website
4. Timely responses to requests for information and public records
Customer Service —we serve the public in everything we do, a personal level of service is essential
1. Available, courteous, and consistent... level -of -service definition
2. Prompt callbacks with minimal pass -offs
3. Honest answers or explanation of the problem and what the Staff or City can do to resolve
4. Accurately filter issues for root cause and appropriate City engagement
5. Enliven existing out -facing communication tools: CODE Red Website, Etc.
Budget - assure appropriate Council oversight and approval reflect priorities, fiscal constraint, and
transparency for planning and executing public finding
1. Execute within budget parameters approved by the Council
2. Seek highest value/quality in day today operational choices
3. Keen eye for emerging problems/breakdowns, solve problems earliest before issues/costs grow
4. Preserve value in existing assets and resources to minimize lifecycle cost of ownership... map strategy
5. Review past practice for improved methods and practices to reduce costs or improve efficiency of
current activities across all City Operations
6. Manage outstanding debt commitments to minimize the long-term debt service cost component in
future budget years, understand impacts of current debt structure on future fiscal planning
7. Process controls that assure daily compliance with legislative requirements for fiscal practices that
are validated through annual external audit results
8. Complete Long Term Financial Plan development to inform future financial positioning decisions
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Planning and Development - foster community development, redevelopment, and infill; building our
community and its tax value consistent with comprehensive plans and visions as market recovery and
prevailing conditions will allow
1. Proactively engage ongoing projects to ensure compliance with plans and codes, vary as appropriate
2. Balance opportunity and vision to ensure best and highest use of remaining "District' opportunities
3. Complete 2040 Comprehensive Plan Updates
4. Market new objectives for Harbor District and Langdon residential development potential
5. Complete Trident Harrison Bay Sr Living Development
6. Bring Serenity Proposal to Development Agreement and build phase
7. Meet market demand for further development proposals and land use/planning coordination
8. Meet market demand for increased residential infill/redevelopment land use/planning coordination
9. Implement electronic Building Permit applications, feedback, and management (carry-over)
10. Complete Comprehensive Planning Process
11. Land Disposal Policy Formulation
12. Short Term Vacation Rental
13. Recruit, Select, and smoothly on -board new Field Officer
Municipal Liquor Operations - Remain the outlet of choice by providing deeply personalized service not
obtainable at grocery or warehouse outlets, and a wide selection to meet customer needs
1. No liquor control violations
2. Improve part time labor scheduling to better control cost
3. Control inventory to < 15% gross sales... enhance operations with available POS management tools
4. Continue sales growth trends at 2 - 3% annual
5. Maintain gross profit margins consistent with peer competitors (26% of sales)
6. Sustain profitability (7.5% margin) to maximize benefit through tax relief
Fire - Best value emergency services for our City and surrounding communities
1. Retain and recruit to maintain projected staffing needs... 40 - 42 active members of the Department
2. Officer training and succession
3. Continue to work efficiencies and common training objectives identified in Shared Services Study
4. Lead/make progress on disposal of WAFTA site (carry over)
5. Manage capital expenses over long term as projected in apparatus replacement plans
6. Contract re-evaluation and re -structure as necessary
7. Endure regional road disruptions without impact to level of service
Capital improvement planning- Prioritize, synchronize, and balance infrastructure and capital
equipment renewal needs against financial capacity and outside agency opportunities
1. Continue to collaborate with other -jurisdiction efforts to maximize project potential: MCES,
Hennepin County, MCWD, Etc
2. Accurately forecast and monitor long range financial profile to manage the balance of levy,
assessment, and rates against timing of critical renewal work
3. Develop accurate long range asset management and capital investment strategy
4. Implement financial strategy for next evolution of major infrastructure investment beyond 2025
5. Sustain Parks Commission budgetary practices, management plan, vision for assets
6. Evaluate Island Park Hall conditions and interest in restoration
7. Enhance water resource protection via improved MS4 maintenance planning and execution
8. Determine/implement low-cost, best management practice operation and maintenance means and
methods to sustain/improve water quality and reduce iron staining
.m
Public Works and Engineering Projects:
Complete City equities in MCES L-39 (Bradford) lift station/interceptors replacement construction
Complete City equities in MCES Dakota Trail intercept replacement construction
Capture City equities in MCES C.R.44 Force Main replacement in design, bid, award, construct
Hennepin County 2018 Resurfacing Program, CSAH 125, 110 to Spring Park (Interlachen)
2017 Street Project wear course (Wilshire, Lynwood, Maywood, Fairview)
Complete 2017 Lift Station (C-5) Improvement and relocation
2018 Street, Utility Improvement Project (Westedge Blvd) using MCES Cooperative Agreement
2018 Lift Station Replacement Project (C-6, Shorewood Lane)
2018 1/1 Surcharge workplan completion; Island Park sewershed clean, televise, manhole refurb
Continue Pavement Management Program with Seal Coat and Crack Seal projects
Replace Piper/Warner retaining wall
Sorbo Park play structure replacement project
Surfside Park Small Area Planning Study
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City of Mound - General Fund - Preliminary 2017 Results
Beginning Fund Balance 1/1/x 3,137,608 3,289,093
2,914,265
Nonspendable for
Bud 2018
Bud 2017
ACF 2017
VarBudvAct
Bud 2016
17Bud vs
ACT 2016
16 Bud vs
DESCRIPTION
188,960
Restricted for
16 Bud
16 Act
28,084
Total Taxes
3,609,504
3,534,129
3,562,957
28,828
3,648,420
-114,291
3,652,858
4,438
Franchise Fees
406,000
406,000
405,179
-821
406,000
0
423,043
17,043
151,485
Licenses and Permits
235,750
206,250
345,849
139,599
180,250
26,000
294,544
114,294
Bldg Permits
Intergovernmental
443,846
400,471
407,390
6,919
400,471
0
404,324
3,853
Chargesfor Services
136,000
179,000
267,364
88,364
179,250
-250
244,953
65,703
Plan checkfee+80K
Fines and Forfeitures
42,000
37,000
43,137
6,137
58,000
-21,000
44,022
-13,978
Transfers & Bonds
128,072
130,265
130,266
1
57,500
72,765
57,405
-95
Other Revenue
352,366
323,416
433,111
109,695
296,016
27,400
480,471
184,455
Sales of Fixed Assets 56
Park Dedication
0
0
69,100
69,100
0
0
22,644
22,644
Sp Assessments 17, Int. 18
Total Revenues
5,353,538
5,216,531
5,664,354
447,823
5,225,907
-9,376
5,624,264
398,357
ADMINISTRATIVE
442,007
433,594
374,997
58,597
452,893
19,299
414,981
37,912
FINANCE
602,491
582,381
573,274
9,107
584,717
2,336
581,701
3,016
City Hall
57,800
57,500
56,995
505
77,000
19,500
68,374
8,626
Police
1,748,539
1,719,615
1,722,186
-2,571
1,679,644
-39,971
1,683,007
-3,363
Emergency Preparedness
61,238
30,149
30,543
-394
57,496
27,347
58,436
-940
Planning & Inspection
466,781
421,667
524,211
-102,544
403,994
-17,673
463,466
-59,472
Inspections
Fund Transfers (Fire, Capital Reserve Fun
548,976
562,967
562,967
0
476,800
-86,167
476,800
0'
PUBLIC WORKS (Streets, Parks)
1,643,464
1,480,143
1,463,834
16,309
1,535,674
55,531
1,452,336
83,338
OTHER (Abatements, Mist)
53,299
80,000
119,076
-39,076
80,000
0
50,335
29,665
Total Expenditures
5,624,595
5,368,016
5,428,083
-60,067
5,348,218
-19,798
5,249,437
98,782
Incr(Decr) Net Assets
-271,057
-151,485
236,270
387,755
-122,311
-29,174
374,828
497,139
Beginning Fund Balance 1/1/x 3,137,608 3,289,093
2,914,265
Nonspendable for
Prepaid Items
2,000
2,000
1,780
Liquor Fund Loan - Long Term
100,673
188,960
Restricted for
Park Dedication
97,184
28,084
Committed for
Interfund Loans
1,350,046
1,408,377
Assigned for
Severance Pay
210,000
200,000
193,075
Next Year Budget Deficit
200,000
251,000
151,485
Unassigned
1,104,505
1,078,374
2,725,709
Total Fund Balance 12/31/xx
Unassigned as a % of Exp
2,866,551 3,137,608
20% 20%
3,289,093
52%
City of Mound - Water Fund - Preliminary 2017 Results
-67-
17Bud vs
Bud 2018
Bud 2017
ACT 2017
VarBudvAct
Bud 2016
DESCRIPTION
123,146
30,406
250,701
105,436
8,400
Total Revenues
2,030,000
2,030,000 2,127,913
97,913
1,901,156
Salaries & Benefits
288,158
325,731
236,739
88,992
356,137
Supplies
82,650
87,150
75,531
11,619
95,550
Professional Services
82,300
72,300
105,112
-32,812
72,250
Phone, Postage & Print
14,200
14,200
13,858
342
13,200
Insurance
16,700
16,700
10,500
6,200
16,700
Utilities
48,300
47,600
50,994
-3,394
48,800
Repairs & Maint
12,500
14,500
9,630
4,870
9,000
Other Contracts & Rental
101,000
138,000
139,295
-1,295
86,300
Deprec & Capital Exp
759,000
710,000
776,520
-66,520
847,550
Debt Service
522,000
538,400
491,200
47,200
529,439
Misc, Interest & Other
10,850
10,850
12,304
-1,454
11,950
Transfers
0
0
0
0
0
Total Expenditures
1,937,658
1,975,431
1,921,683
53,748
2,086,876
Incr(Decr) Net Assets
92,342
54,569
206,230
151,661
-185,720
-67-
17Bud vs
ACT 2016
16 Bud vs
16 Bud
16 Act
128,844 2,024,302
123,146
30,406
250,701
105,436
8,400
81,223
14,327
-50
69,583
2,667
-1,000
14,906
-1,706
0
15,924
776
1,200
53,503
-4,703
-5,500
20,937
-11,937
-51,700
64,336
21,964
137,550
715,187
132,363
-8,961
565,009
-35,570
1,100
9,425
2,525
0
0
0
111,445
1,860,735
226,141
240,289 163,567 349,287
City of Mound - Sewer Fund - Preliminary 2017 Results
Incr(Decr) Net Assets -92,109
Bud 2017
Bud 2018
DESCRIPTION
Bud 2016
Total Revenues
2,266,000
Salaries & Benefits
296,950
Supplies
46,850
Professional Services
80,097
Phone, Postage & Print
13,500
Insurance
15,500
Utilities
881,512
Repairs & Maint
12,500
Other Contracts & Rental
101,000
Deprec & Capital Exp
629,000
Debt Service
273,000
Misc, Interest & Other
8,200
Transfers
0
Total Expenditures
2,358,109
Incr(Decr) Net Assets -92,109
Bud 2017
ACT 2017
VarBudvAct
Bud 2016
17Bud vs
ACT 2016
16 Bud vs
16 Bud
16 Act
2,200,000 2,336,892
136,892
1,954,411
245,589 2,164,855
210,444
347,251
239,782
107,469
378,327
31,076
249,566
128,761
47,150
44,812
2,338
52,000
4,850
53,653
-1,653
125,097
83,223
41,874
99,097
-26,000
72,439
26,658
13,500
13,985
-485
12,000
-1,500
14,612
-2,612
15,500
24,470
-8,970
15,500
0
15,780
-280
771,420
770,149
1,271
722,929
-48,491
714,675
8,254
17,500
8,969
8,531
12,000
-5,500
23,164
-11,164
36,000
22,535
13,465
36,300
300
69,067
-32,767
680,000
628,164
51,836
631,750
-48,250
609,700
22,050
273,800
248,813
24,987
272,138
-1,662
296,904
-24,766
8,200
6,815
1,385
8,200
0
8,205
-5
0
0
0
0
0
0
0
2,335,418
2,091,718
243,700
2,240,241
-95,177
2,127,764
112,477
-135,418
245,175
380,593
-285,830
150,412
37,091
322,921
City of Mound - Storm Water Fund - Preliminary 2017 Results
17Bud vs
Bud 2018
Bud 2017
ACT 2017
VarBudvAct
Bud 2016
DESCRIPTION
62,184
25,875
7,812
18,063
0
Total Revenues
109,200
535,000 473,940
0
508,133
Salaries & Benefits
0
0
58
-58
25,875
Supplies
0
0
10
-10
0
Cost of Goods Sold
0
0
0
0
0
Professional Services
40,800
45,800
51,863
-6,063
45,800
Phone, Postage & Print
0
0
46
-46
0
Insurance
0
0
0
0
0
Utilities
0
0
0
0
0
Repairs & Maint
0
0
0
0
0
Other Contracts & Rental
20,000
20,000
4,935
15,065
20,000
Deprec & Capital Exp
210,000
200,000
207,515
-7,515
261,500
Debt Service
141,000
141,500
128,434
13,066
145,252
Misc, Interest & Other
0
0
500
-500
0
Transfers
0
0
0
0
0
Total Expenditures
411,800
407,300
393,362
13,938
498,427
Incr(Decr) Net Assets
-302,600
127,700
80,579
-47,121
9,706
17Bud vs
ACT 2016
16 Bud vs
16 Bud
16 Act
26,867 570,317
62,184
25,875
7,812
18,063
0
1,088
-1,088
0
0
0
0
37,489
8,311
0
73
-73
0
0
0
0
0
0
0
0
0
0
14,818
5,182
61,500
192,175
69,325
3,752
151,781
-6,529
0
0
0
0
0
0
91,127
405,237
93,190
117,994 165,080 155,374
City of Mound - Liquor Fund - Preliminary 2017 Results
-70-
Bud 2018
Bud 2017
ACT 2017
VarBudvAct
Bud 2016
17Bud vs
ACT 2016
16 Bud vs
DESCRIPTION
16 Bud
16 Act
Total Revenues
3,137,906
3,025,000
3,161,380
136,380
3,025,000
0
3,054,354
29,354
Salaries & Benefits
340,931
328,029
329,289
-1,260
314,077
-13,952
316,954
-2,877
Supplies
10,300
10,100
13,090
-2,990
12,100
2,000
11,159
941
Cost of Goods Sold
2,346,656
2,247,576
2,329,113
-81,537
2,247,576
0
2,270,289
-22,713
Professional Services
61,350
61,350
62,441
-1,091
65,850
4,500
71,406
-5,556
Phone, Postage & Print
10,700
10,700
6,571
4,129
9,700
-1,000
8,273
1,427
Insurance
21,500
28,500
27,267
1,233
28,500
0
27,344
1,156
Utilities
21,600
21,600
22,513
-913
21,600
0
22,544
-944
Repairs & Maint
8,000
8,000
14,263
-6,263
8,000
0
4,271
3,729
Other Contracts & Rental
28,500
26,500
17,484
9,016
23,000
-3,500
25,392
-2,392
Deprec & Capital Exp
36,992
36,992
37,420
-428
37,000
8
36,992
8
Debt Service
3,072
5,266
0
5,266
7,406
2,140
0
7,406
Misc, Interest & Other
53,625
53,625
59,330
-5,705
53,425
-200
53,388
37
Transfers
125,000
125,000
130,266
-5,266
50,000
-75,000
57,405
-7,405
Total Expenditures
3,068,226
2,963,238
3,049,047
-85,809
2,878,234
-85,004
2,905,417
-27,183
Incr(Decr) Net Assets
69,680
61,762
112,333
50,571
146,766
-85,004
148,937
2,171
Transfers as a % of Gross Sales
4.1%
4.1%
1.7%
1.9%
-70-
Long Term Financial Plan Assumptions
2018-2028
Building on the Past, Preparing for the Future!
The Long Term Financial Plan (LTPP), or"Strategic Plan" for 2018 to 2028 will be an internal
action plan for the Qty of Mound. Itwill establish division for our fu tic, provide clear direction
for reaching our goals and establish fir onhcc and measurable targets nat Inc Qty can budget
around and track.
Revenues
• Project2% levy increase and tax rate at or below 45% begin tofu n it capital reserve funds,
evaluate eliminating special assessments for next generation of streets
• Assume no change to LW no additional new mandates
• Liquor Fund transfers increase to S225 after loan paid off in 2019
Operating Expenditures
• 2.5% operating expenditure increase
• Assume current staffing model and maintaining contract for services ]Utility Bi Ili ng, Police
Services, Prosecution, Building Inspections]
• Evaluate programming expenses Gillespie Center contract expires 12312021
• Fire Fund transfer stable IMtka Beach?j
Risk Management
• Evaluate Property in the Open jPl Oj and historical buildings and whether to move to self insured
• Set goals to qualify for sewer backup coverage
Capital Reserve Funds
• Create inventories of infrastructure,equipment, vehicles and technology and create
replacement plans based on community priorities and essential needs
• Evaluate transfers of fund balances to reserve funds l eve l contributions
• Identify what maybe missing from the inventories
• Determine timing of transitioning from essential infrastructure improvements to building up
more aesthetic aspects of our community ]main corridors, parks, tails&open spaces]
Capital Improvement Plan - Velddes & limioment
• Heavy duty trucks 10 years
• Heavy duty specialty equipment mowers/sweepers 15 years
• Did not budget utility contributions
Initial assumption $200K per year ln reserve fund, plus beginning balance of $XXXK
-71-
Capital Improvement Plan - Buildings
• City Hall/Police/Fire (2003)
• Centennial Building (1974)
• Public Works Building (1970's)
• Parking Deck (2006)
• Liquor Store (2003)
• Depot (Historical)
• Public Bathrooms Transit District (Historical)
• Parks Garage (1970's) IPH (1930s)
Initial assumption 75K per year in reserve fund, no beginning balance
Capital Improvement Plan - Community Investment Fund
• Inventory 30 parks & associated improvements
• Inventory sidewalks, trails and greenscape
Initial assumption 60K per year in reserve fund, plus beginning balance of $XXXK (Park Dedication)
Capital Improvement Plan - Street Improvements/Pavement Management
• Mill and Overlay (MO) - every 20 years vs
• Reclaim and Pave (RP) - every 30 years
• Seal Coat (SC) - every 5 - 7 years
• Crack Seal (CS1) - 1st time - after 5 - 7 years
• Crack Seal (CS2) - 2nd time = worse condition - 5 - 7 years after 1st
• Reconstruction (Recon) - original work in early 2000's was mill & overlay only, so this would be
complete replacement
• Need County and MSA inventory/maintenance plan
• NOTE: expenditures are in today's dollars - actual will be higher
Capital Improvement Plan - Water Utility Improvements
• Recoat (Recoat) Water Towers - every 20 years
• Towers - exterior clean every 3 years
• Towers - interior inspection & rehab every 10 years
• Wells - inspection & rehab every 10 years
• Watermain Upgrade/Replacement
Capital Improvement Plan - Sewer Utilitv Improvements
• Lift Station Reconstruction and Force Main (Recon & FM)
• Pump Replacement (PR) - every 15 years
• Generator Swap (Genswap) - every 20-25 years
• Film sewermain every 5 years on a rotating basis - will determine repair priorities
• Private line program??
Capital Improvement Plan - Storm Water Improvements
• 2018 last year of street project
• Shift to $40K per year in operating funds for engineering and projects
-72-
Debt Service
• Evaluate payment schedules & special assessment receipts
• Explore future bonding options and payment terms
• Interfund loans for utility funds with deferred payments or forgivable
Narrative
The utility funds are going to run deficits into the distant future. A 3% rate increase through 2028 and a
5% increase through 2039 are assumed for the Sewer Fund. The projections include a $51M 15 -year
bond issue to be repaid by the tax levy. As previously discussed, the idea would be for the
governmental funds to loan the utility funds cash for the remaining projects with payments deferred for
15+ years.
Bolton and Menk did a great job creating an inventory of our infrastructure and a capital improvement
plan through 2050. This information and knowledge of our debt service allows us to assume steady
increases to the levy and level funding of the capital reserve funds, but it should be noted that this plan
is a work in progress. Inventories of buildings, technology, parks and open spaces have yet to be
completed. Place holders for funding building improvements of $75K per year and Community
Investment Reserve Fund of $60K have been used. Analysis of fund balance needs to be completed to
see if there is "seed" money for the initial funding of the capital reserve funds. Cash flow will be more
of an issue when we stop bonding.
Staff looks forward to receiving feedback and direction on the format of the Long Term Financial Plan
from the City Council. Please let us know if any other information is requested for Tuesday's workshop.
-73-
In $000's
Tax Levies
General Fund Revenue Levy - Ops
Total Funding Sources - Levy
% Change
( C) Total Avail - Capital Prot Funds
Alloc/Transfers to Capital Project Funds
Street Improvement Fund/MSA
Capital Replacement Fund - Vehicles
Capital Replacement Fund - Bldg
Community Investment Fund
Interfund Loans
Total Transfers/Capital Project Related
EXPENDITURES Capital Project Funds
Street Improvement Fund/MSA
Capital Replacement Fund - Vehicles
Capital Replacement Fund - Bldg
Community Investment Fund
Interfund Loans
Total Expenditures Capital Project Related
NET Capital Project Funds
Street Improvement Fund/MSA
Capital Replacement Fund - Vehicles
Capital Replacement Fund - Bldg
Community Investment Fund (Park Ded)
Interfund Loans/Addl Debt Service
Net Capital Project Related
General Fund and Special Levy Projections - Long Term Financial Plan - 2018 - 2028
1) 2 5% Growth in General Fund Revenue Levy per yen for operations - Goal to keep City Tax Rate at or below 45%, minimize utility rate
increases- Assumes 2% increase to Tax Capacity per year after 2018, but actual should be higher with the addition of Indian Knoll,
Serenity Hills and ultimately Harrison Bay Senior Living. TIF I-2 - 2026, TIF 1-3 - 2031 Trident Housing TIF - 2019 - 2029
2) 2% increase to total levy through 2028, excess from retired debt to capital project funds/reserves/interfund loans
3) Make interfund loans to utility funds through 2028 then repayment beings as next generation of streets begin
BEG 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 END
$ 3,238
$ 3,319
$ 3,402
$ 3,487
$ 3,574
$ 3,663
$ 3,755
$ 3,849
$ 3,945
$ 4,044
$ 4,145
$ 5,705
$ 5,816
$ 5,933
$ 6,051
$ 6,169
$ 6,293
$ 6,420
$ 6,551
$ 6,685
$ 6,818
$ 6,956
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
$ 715 $ 802 $ 810 $ 946 $ 1,070 $ 1,248 $ 1,513 $ 1,311 $ 1,354 $ 1,572 $ 1,666
$ - $
373 $
462 $
255 $
255
$ 255
$ 255
$ 255 $
255
$ 255 $
255
$ 255 $
3,130
0
281
205
205
205
205
205
205
205
205
205
205
2331
0
61
75
75
75
75
75
75
75
75
75
75
811
0
0
60
60
60
60
60
60
60
60
60
60
600
0 $
$
$
215 $
351
$ 475
$ 653
$ 918 $
716
$ 759 $
977
$ 1,071 $
6,135
$ - $
715 $
802 $
810 $
946
$ 1,070
$ 1,248
$ 1,513 $
1,311
$ 1,354 $
1,572
$ 1,666 $
13,007
$ -
$ 747 $
522 $
324 $
260 $
45
$ 122
$ 144
$ 145
$ 113 $
185
$ 175 $
2,781
0
281
292
292
305
243
220
182
162
127
73
130
2307
0
61
75
75
75
75
75
75
75
75
75
75
811
0
0
60
60
60
60
60
60
60
60
60
60
600
0
0
0
215
351
475
653
918
716
759
977
1071 $
6,135
$ -
$ 1,089 $
949 $
966 $
1,051 $
898
$ 1,130
$ 1,379
$ 1,158
$ 1,134 $
1,370
$ 1,511 $
12,634
$ $ (374) $ (60) $ (69) $ (5) $ 210 $ 133 $ III $ 111 $ 142 $ 70 $ 80 $ 349
- (87) (87) (100) (38) (15) 23 43 78 132 75 24
0. - - - - - - - - - - -
0 - - - - - - - - - - - -
0
(374) $ (147) $ (1 56) $ (105) $ 172 $ 118 $ 134 $ 154 $ 220 $ 202 $ 155 $ 373
Summary of Utility Funds -
Net change to fund balance Surplus(Deficit)
601 - Water Fund
(1,080) (648)
(467)
(449)
(590)
(584)
(1,142)
(287)
(947)
20
1
(6,172)
602 - Sewer Fund
(839) (1,348)
(1,248)
(1,246)
(1,110)
(1,083)
(1,077)
(1,032)
(1,087)
(854)
(680)
(11,603)
675 -Storm Water Fund
(466) (375)
(365)
(353)
(349)
(331)
(338)
(322)
(283)
(267)
(269)
(3718)
Total
(2,385) (2,371)
(2,080)
(2,048)
(2,048)
(1,998)
(2,5572
(1,640)
(2,316)
(1,100)
(948)
(21,492)
-74-
General Fund and Special Levy Projections
Long Term Financial Plan - 2029 - 2039
1) n2.5% Growth in General Fund Revenue Levy per year for operations - Goal to keep City Tax Rate at or below 45%, minimize utility rate
increases. Assumes 2% increase to Tax Capacity per year after 2018, but actual should be higher when TIF Districts Decertify
''r
CI7TMy OF MO j,� TIF 1-2 - 2026, TIF 1-3 - 2031 Trident Housing TIF - 2019 - 2029 (did a one time 8% increase to Tax Capacity in 2029)
2) 2% increase to total levy, excess from retired debt to capital project funds/reserves/interfund loans
In $000's
BEG 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 END
Tax Levies
General Fund Rev Levy - Ops +2.5% $ 4,330 $ 4,438 $ 4,549 $ 4,662 $ 4,779 $ 4,898 $ 5,021 $ 5,146 $ 5,275 $ 5,407 $ 5,542
Total Funding Sources - Levy $ 7,724 $ 7,878 $ 8,036 $ 8,197 $ 8,361 $ 8,528 $ 8,698 $ 8,872 $ 9,050 $ 9,231 $ 9,416
%Change 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0%
( C) Total Avail - Capital Proj Funds $ 2,580 $ 2,660 $ 2,704 $ 3,113 $ 3,158 $ 3,204 $ 3,882 $ 3,929 $ 3,976 $ 4,023 $ 4,070
Alloe/Transfers to Capital Project Funds
Repayment of Interfund Loans $
-
$ -
$ -
$ - $
- $
- $
- $
-
$ -
$ - $
- $
- $
-
Capital Replacement Fund - Vehicl
0
300
300
300
300
300
300
300
300
300
300
300
3300
Capital Replacement Fund - Bldg
0
£75
175
175
175
175
175
175
175
175
175
175
1925
Community Investment Fund
0
160
160
160
160
160
160
160
160
160
160
160
1760
Street Imp/IRRF/MSA
0
$ 1,945
$ 2,025
$ 2,069 $
2,478 $
2,523 $
2,569 $
3,247
$ 3,294
$ 3,341 $
3,388 $
3,435 $
30,314
Total Transfers/Copital Project Relates $
-
$ 2,580
$ 2,660
$ 2,704 $
3,113 $
3,158 $
3,204 $
3,882
$ 3,929
$ 3,976 $
4,023 $
4,070 $
37,299
EXPENDITURES Capital Project Funds
Interfund Loans $
- $
- $
- $
- $
- $
- $
- $
- $
- $
- $
-
$ - $
-
Capital Replacement Fund - Vehicl
0
2
182
432
182
182
347
2
200
200
200
200
2129
Capital Replacement Fund - Bldg
0
175
175
175
175
175
175
175
175
175
175
175
1925
Community Investment Fund
0
160
160
160
160
160
160
160
160
160
160
160
1760
Street Imp/IRRF/MSA
0
2552
4305
3540
153
145
372
194
212
2462
1785
1802 $
17,522
Total Expenditures Capital Project Rel $
- $
2,889 $
4,822 $
4,307 $
670 $
662 $
1,054 $
531 $
747 $
2,997 $
2,320
$ 2,337 $
23,336
NET Capital Project Funds
Interfund Loans $..... - $ -
Capital Replacement Fund - Vehicl 0 298
Capital Replacement Fund - Bldg 0 -
Community Investment Fund (Park 0. -
Street Imp/IRRF/MSA 0 (607
Net Capital Project Related $. , $ (309
$ - $ - $ - $
118 (132) 118
118 (47) 298 100 100 100 100 1,171
$ 979 $ 1,703 $ 1,733 $
Summary of Utility Funds -Net change to fund balance Surplus(Deficit) - All milty funds will have negative fund balances that need to be replenished
601 - Water Fund
139
254
430
406
410
468
540
678
785
877
913
5,901
602- Sewer Fund
336
437
637
707
826
974
1,143
1,285
1,459
1,621
1,733
11,159
675 -Storm Water Fund
(303)
(200)
(140)
(138)
(109)
(76)
(39)
(7)
23
48
48
(889)
Total
172
492
928
975
1,128
1,366
1,645
1,957
2,267
2,547
2,694
16,171
-75-
Funding Sources
Charges for Services
Proceeds from Sale of Bonds
Other - Transfers
Interest on Investments
Total Funding Sources
Expenditures
Non-Captial Expenditures
Operating Expenses
Debt Service - Prin & Interest
Depreciation (MEMO)
Transfers
Subtotal Non -capital Expenditures
Future Debt Service
Carnal Exnenditures - Infrastructure
Long Term Financial Plan - 2018 - 2028 Rev +0%, Op Exp +2.5%
Enterprise Fund: Water Fund
In $000's
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
$ 2,030 $ 2,030 $ 2,030 $ 2,030 $ 2,030 $ 2,030 $ 2,030 $ 2,030 $ 2,030 $ 2,030 $ 2,030
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 _0
$ 2,030 $ 2,030 $ 2,030 $ 2,030 $ 2,030 $ 2,030 $ 2,030 $ 2,030 $ 2,030 $ 2,030 $ 2,030
$ 657 $ 673 $ 690 $ 707 $ 725 $ 743 $ 762 $ 781 $ 800 $ 820 $ 841
1530 1553 1529 1501 .1496 1471 1485 1461 1401 1114 1111
755 778 791 805 825 845 891 895 934 938 941
0 0 0 0 0 0 0 0 0 0 0
$ 2,187 $ 2,227 $ 2,219 $ 2,208 $ 2,221 $ 2,214 $ 2,247 $ 2,242 $ 2,202 $ 1,934 $ 1,951
$ 920 $ 452 $ 278 $ 272 $ 399 $ 400 $ 925 $ 75 $ 775 $ 76 $ 78
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
Subtotal Capital Exp - Infrastructure $ 920 $ 452 $ 278 $ 272 $ 399 $ 400 $ 925 $ 75 $ 775 $ 76 $ 78
Carnal Exnenditures- Vehicles & Equi
$ 4 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
Subtotal Capital Exp - Vehicles $ 4 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
Total Expenditures $ 3,110 $ 2,678 $ 2,497 $ 2,479 $ 2,620 $ 2,614 $ 3,172 $ 2,317 $ 2,977 $ 2,010 $ 2,029
Surplus (deficiency) of funding
sources over (under) expenditures $(1,080) $ (648) $ (467) $ (449) $ (590) $ (584) $(1,142) $ (287) $ (947) $ 20 $ 1
Beginning Fund Balance $(1,572) $(2,652) $(3,300) $(3,767) $(4,216) $(4,806) $(5,390) $(6,532) $(6,819) $(7,766) $(7,745)
Ending Fund Balance $(2,652) $(3,300) $(3,767) $(4,216) $(4,806) $(5,390) $(6,532) $(6,819) $(7,766) $(7,745) $(7,744)
-76-
Expenditures
Non-Camial Expenditures
Operating Expenses $ 862 $ 884 $ 906 $ 928 $ 952 $ 975 $ 1,000 $ 1,025 $ 1,050 $ 1,077 $ 1,103
Debt Service - Prin & Interest 1019 878 686 690 654 579 484 313 117 0 0
Depreciation (MEMO)
Transfers 0 0 0 0 0 0 0 0 0 0 0
Subtotal Non -capital Expenditures $ 1,881 $ 1,762 $ 1,592 $ 1,618 $ 1,606 $ 1,554 $ 1,484 $ 1,338 $ 1,167 $ 1,077 $ 1,103
Future Debt Service
Caotial Exnenditures - Infrastructure
Long Term Financial Plan - 2029 - 2039
6
Rev +0%, OF Exp +15%
$
8
$
6
Enterprise Fund: Water Fund
14
$
8
$
6
$
14
$
In $000's
$ 76
$
14
0
0
rnv of mouma
2029 2030 2031
2032
2033
2034 2035
2036
2037
2038
2039
Funding Sources
0
0
0
0
Charges for Services
$ 2,030 $ 2,030 $ 2,030
$ 2,030
$ 2,030
$ 2,030 $ 2,030
$ 2,030
$ 2,030
$ 2,030
$ 2,030
Proceeds from Sale of Bonds
0 0 0
0
0
0 0
0
0
0
0
Other - Transfers
0 0 0
0
0
0 0
0
0
0
0
Interest on Investments
0 0 0
0
0
0 0
0
0
0
0
Total Funding Sources
$ 2,030 $ 2,030 $ 2,030
$ 2,030
$ 2,030
$ 2,030 $ 2,030
$ 2,030
$ 2,030
$ 2,030
$ 2,030
Expenditures
Non-Camial Expenditures
Operating Expenses $ 862 $ 884 $ 906 $ 928 $ 952 $ 975 $ 1,000 $ 1,025 $ 1,050 $ 1,077 $ 1,103
Debt Service - Prin & Interest 1019 878 686 690 654 579 484 313 117 0 0
Depreciation (MEMO)
Transfers 0 0 0 0 0 0 0 0 0 0 0
Subtotal Non -capital Expenditures $ 1,881 $ 1,762 $ 1,592 $ 1,618 $ 1,606 $ 1,554 $ 1,484 $ 1,338 $ 1,167 $ 1,077 $ 1,103
Future Debt Service
Caotial Exnenditures - Infrastructure
-77-
$
6
$ 14
$
8
$
6
$
14
$
8
$
6
$
14
$
78
$ 76
$
14
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Subtotal Capital Exp - Infrastructure
$
6
$ 14
$
8
$
6
$
14
$
8
$
6
$
14
$
78
$ 76
$
14
Captial Expenditures - Vehicles & Equip
$
4
$ -
$
-
$
-
$
-
$
-
$
-
$
$
$ -
$
-
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Subtotal Capital Exp - Vehicles
$
4
$ -
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
$
-
Total Expenditures
$
1,891
$ 1,776
$
1,600
$
1,624
$
1,620
$
1,562
$
1,490
$
1,352
$
1,245
$ 1,153
$
1,117
Surplus (deficiency) of funding
sources over (under) expenditures
$
139
$ 254
$
430
$
406
$
410
$
468
$
540
$
678
$
785
$ 877
$
913
Beginning Fund Balance
$(7,744)
$(7,605)
$(7,351)
$(6,920)
$(6,515)
$(6,104)
$(5,636)
$(5,096)
$(4,418)
$(3,633)
$(2,756)
Ending Fund Balance
$(7,605)
$(7,351)
$(6,920)
$(6,515)
$(6,104)
$(5,636)
$(5,096)
$(4,418)
$(3,633)
$(2,756)
$(1,843)
-77-
CrrY OF MOUND
Funding Sources
Charges for Services
Proceeds from Sate of Bonds
Other - Transfers
Interest on Investments
Total Funding Sources
Expenditures
Non-Captial Expenditures
Operating Expenses
MCES Wastewater TXT+5%
Debt Service - Prin & Interest
Depreciation (MEMO)
Transfers
Subtotal Non -capital Expenditures
Future Debt Service
Long Term Financial Plan - 2018 - 2028 Rev +3%, Op Exp +2.5%, MCES +5%
Enterprise Fund: Sewer Fund
In $000's
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
$ 2,266 $ 2,334 $ 2,404 $ 2,476 $ 2,550 $ 2,627 $ 2,706 $ 2,787 $ 2,871 $ 2,957 $ 3,045
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
$ 2,266 $ 2,334 $ 2,404 $ 2,476 $ 2,550 $ 2,627 $ 2,706 $ 2,787 $ 2,871 $ 2,957 $ 3,045
$ 619 $ 634 $ 650 $ 667 $ 683 $ 700 $ 718 $ 736 $ 754 $ 773 $ 792
837 879 923 969 1017 1068 1122 1178 1237 1298 1363
745.5 752.8 753.6 749.5 750 750 725.3 639.2 630 619 625
615 653 685 716 740 761 783 806 831 845 850
0 0 0 0 0 0 0 0 0 0 0
$ 2,202 $ 2,919 $ 3,012 $ 3,101 $ 3,190 $ 3,280 $ 3,348 $ 3,359 $ 3,452 $ 3,535 $ 3,630
Caotial Expenditures - Infrastructure
Lift Station Rehabilitation $ 625 $ 553 $ 431 $ 411 $ 365 $ 325 $ 330 $ 355 $ 400 $ 170 $ 30
Sewer Forcemain Film/Lining 250 210 210 210 105 105 105 105 105 105 65
Subtotal Capital Exp - Infrastructure $ 875 $ 763 $ 641 $ 621 $ 470 $ 430 $ 435 $ 460 $ 505 $ 275 $ 95
Carnal Exnenditures - Vehicles & Eaui
$ 14 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
Subtotal Capital Exp - Vehicles & Ege $ 14 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
Total Expenditures $ 3,105 $ 3,682 $ 3,652 $ 3,722 $ 3,660 $ 3,710 $ 3,783 $ 3,819 $ 3,957 $ 3,810 $ 3,725
Surplus (deficiency) of funding
sources over (under) expenditures $ (839) $(1,348) $(1,248) $(1,246) $(1,110) $(1,083) $ (1,077) $ (1,032) $ (1,087) $ (854) $ (680)
Beginning Fund Balance $(2,580) $(3,419) $(4,766) $(6,015) $(7,260) $(8,370) $ (9,453) $(10,530) $(11,562) $(12,649) $(13,502)
Ending Fund Balance $(3,419) $(4,766) $(6,015) $(7,260) $(8,370) $(9,453) $(10,530) $(11,562) $(12,649) $(13,502) $(14,183)
Subtotal Non -capital Expenditures $ 2,753 $ 2,845 $ 2,813 $ 2,909 $ 2,986 $ 3,032 $ 3,066 $ 3,124 $ 3,155 $ 3,234 $ 3,370
Captial Expenditures - Infrastructure
Lift Station Rehabilitation $ 15 $ 10 $ 10 $ 20 $ 10 $ 10 $ 10 $ 25 $ 45 $ 40 $ 40
Sewer Forcemain Film/Lining 65 65 65 65 65 65 65 65 65 65 65
Subtotal Capital Exp - Infrastructure $ 80 $ 75 $ 75 $ 85 $ 75 $ 75 $ 75 $ 90 $ 110 $ 105 $ 105
Captial Expenditures - Vehicles & Equ
$ 14 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
Subtotal Capital Exp - Vehicles & Ep $ 14 $ - $ - $ - $ - $ - $ - $ - $ - $
Total Expenditures
Long Term Financial Plan - 2029
- 2039
$ 2,888
Rev
+5%, Op Exp +2.5%, MCES +5%
$ 3,107
$ 3,141
$
3,214
Enterprise Fund:
Sewer
Fund
3,339
$
3,475
In $000's
Surplus (deficiency) of funding
-
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
Funding Sources
$ 437
$ 637
$ 707
$ 826
$ 974
$ 1,143
$
1,285
$
1,459
$
1,621
Charges for Services
$ 3,197 $
3,357 $
3,525
$ 3,701
$ 3,886
$
4,081
$ 4,285
$ 4,499 $
4,724 $
4,960
$ 5,208
Proceeds from Sale of Bonds
0
0
0
0
0
$(13,847)
0
0
0
0
0
0
Other - Transfers
0
0
0
0
0
$
0
0
0
0
0
0
Interest on Investments
0
0
0
0
0
0
0
0
0
0
0
Total Funding Sources
$ 3,197 $
3,357 $
3,525
$ 3,701
$ 3,886
$
4,081
$ 4,285
$ 4,499 $
4,724 $
4,960
$ 5,208
Expenditures
Non-Captial Expenditures
Operating Expenses
$ 812 $
832 $
853
$ 874
$ 896
$
918
$ 941
$ 965 $
989 $
1,014
$ 1,039
MCES Wastewater TXT +5%
1431
1503
1578
1657
1740
1827
1918
2014
2114
2220
2331
Debt Service - Prin & Interest
510
510
382
378
350
287
207
145
51
0
0
Depreciation (MEMO)
0
0
0
0
0
0
0
0
0
0
0
Transfers
0
0
0
0
0
0
0
0
0
0
0
Subtotal Non -capital Expenditures $ 2,753 $ 2,845 $ 2,813 $ 2,909 $ 2,986 $ 3,032 $ 3,066 $ 3,124 $ 3,155 $ 3,234 $ 3,370
Captial Expenditures - Infrastructure
Lift Station Rehabilitation $ 15 $ 10 $ 10 $ 20 $ 10 $ 10 $ 10 $ 25 $ 45 $ 40 $ 40
Sewer Forcemain Film/Lining 65 65 65 65 65 65 65 65 65 65 65
Subtotal Capital Exp - Infrastructure $ 80 $ 75 $ 75 $ 85 $ 75 $ 75 $ 75 $ 90 $ 110 $ 105 $ 105
Captial Expenditures - Vehicles & Equ
$ 14 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
Subtotal Capital Exp - Vehicles & Ep $ 14 $ - $ - $ - $ - $ - $ - $ - $ - $
Total Expenditures
$ 2,861
$ 2,920
$ 2,888
$ 2,994
$ 3,061
$ 3,107
$ 3,141
$
3,214
$
3,265
$
3,339
$
3,475
Surplus (deficiency) of funding
sources over (under) expenditures
$ 336
$ 437
$ 637
$ 707
$ 826
$ 974
$ 1,143
$
1,285
$
1,459
$
1,621
$
1,733
Beginning FundBalance
$(14,183)
$(13,847)
$(13,409)
$(12,772)
$(12,065)
$(11,239)
$(10,266)
$
(9,122)
$
(7,837)
$
(6,378)
$
(4,757)
Ending Fund Balance
$(13,847)
$(13,409)
$(12,772)
$(12,065)
$(11,239)
$(10,266)
$ (9,122)
$
(7,837)
$
(6,378)
$
(4,757)
$
(3,024)
-79-
tAl
C.IN OF M[tUNn
Funding Sources
Charges for Services
Proceeds from Sale of Bonds
Other- Transfers
Interest on Investments
Total Funding Sources
Expenditures
Non-Captial Expenditures
Operating Expenses
Debt Service - Prin & Interest
Depreciation (MEMO)
Transfers
Subtotal Non -capital Expenditures
Future Debt Service
Long Term Financial Plan - 2018 - 2028 Rev +0%, Op Exp +0%
Enterprise Fund: Storm Water Fund
In $000's
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
$ 109 $ 109 $ 109 $ 109 $ 109 $ 109 $ 109 $ 109 $ 109 $ 109 $ 109
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
$ 109 $ 109 $ 109 $ 109 $ 109 $ 109 $ 109 $ 109 $ 109 $ 109 $ 109
$ 61 $ 61 $ 61 $ 61 $ 61 $ 61 $ 61 $ 61 $ 61 $ 61 $ 61
414.7 423.3 413.3 401.5 397.1 379.5 386.7 370 331.5 315.1 317.4
$ 476 $ 484 $ 474 $ 462 $ 458
431 $ 392 $ 376 $ 378
Captial Exnenditures - Infrastructure
$ 100 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
Subtotal Capital Exp - Infrastructure $ 100 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
Captial Expenditures - Vehicles & Equip
$ - $ - $ - $ - $ - $ - $ - $ - $ $ - $ -
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
Subtotal Capital Exp - Vehicles& Equ $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $
Total Expenditures $ 576 $ 484 $ 474 $ 462 $ 458 $ 440 $ 448 $ 431 $ 392 $ 376 $ 378
Surplus (deficiency) of funding
sources over (under) expenditures $ (466) $ (375) $ (365) $ (353) $ (349) $ (331) $ (338) $ (322) $ (283) $ (267) $ (269)
Beginning Fund Balance $ (596) $(1,062) $(1,437) $(1,802) $(2,155) $(2,504) $(2,835) $(3,173) $(3,495) $(3,778) $(4,045)
Ending Fund Balance $(1,062) $(1,437) $(1,802) $(2,155) $(2,504) $(2,835) $(3,173) $(3,495) $(3,778) $(4,045) $(4,314)
:m
Subtotal Capital Exp - Vehicles& Egu $
Total Expenditures
Long Term Financial Plan - 2029 - 2039
$ 309
$ 249
Rev
+0%, Op Exp +0%
$ 185
$ 148
$ 116
$ 86
$ 61
$ 61
Enterprise Fund: Storm Water Fund
Surplus (deficiency) of funding
In $000's
sources over (under) expenditures
$ (303)
$ (200)
$ (140)
$ (138)
$ (109)
$ (76)
$ (39)
$ (7)
$ 23
$ 48
$ 48
Beginning Fund Balance
$(4,314)
aTv of mouup
2029
$(4,956)
2030
2031
$(5,278)
2032
$(5,323)
2033
$(5,251)
2034
2035
$(4,817)
2036
$(5,094)
2037
$(5,278)
2038
$(5,323)
2039
Funding Sources
$(5,203)
Charges for Services
$ 109
$
109
$ 109
$
109
$
109
$
109
$ 109
$
109
$
109
$
109
$
109
Proceeds from Sale of Bonds
0
0
0
0
0
0
0
0
0
0
0
Other - Transfers
0
0
0
0
0
0
0
0
0
0
0
Interest on Investments
0
0
0
0
0
0
0
0
0
0
0
Total Funding Sources
$ 109
$
109
$ 109
$
109
$
109
$
109
$ 109
$
109
$
109
$
109
$
109
Expenditures
Non-Captial Expenditures
Operating Expenses
$ 61
$
61
$ 61
$
61
$
61
$
61
$ 61
$
61
$
61
$
61
$
61
Debt Service - print & Interest
251.3
248
188
186
157
124
87
55
25
0
0
Depreciation (MEMO)
Transfers
Subtotal Non -capital Expenditures
$ 312
$
309
$ 249
$
247
$
218
$
185
$ 148
$
116
$
86
$
61
$
61
Future Debt Service
Captial Expenditures - Infrastructure
$ 100
$
-
$ -
$
-
$
-
$
-
$ -
$
-
$
-
$
-
$
-
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Subtotal Capital Exp - Infrastructure
$ 100
$
-
$ -
$
-
$
-
$
-
$ -
$
-
$
-
$
-
$
-
Captial Expenditures - Vehicles & Equip
0
Subtotal Capital Exp - Vehicles& Egu $
Total Expenditures
$ 412
$ 309
$ 249
$ 247
$ 218
$ 185
$ 148
$ 116
$ 86
$ 61
$ 61
Surplus (deficiency) of funding
sources over (under) expenditures
$ (303)
$ (200)
$ (140)
$ (138)
$ (109)
$ (76)
$ (39)
$ (7)
$ 23
$ 48
$ 48
Beginning Fund Balance
$(4,314)
$(4,617)
$(4,817)
$(4,956)
$(5,094)
$(5,202)
$(5,278)
$(5,317)
$(5,323)
$(5,300)
$(5,251)
Ending Fund Balance
$(4,617)
$(4,817)
$(4,956)
$(5,094)
$(5,202)
$(5,278)
$(5,317)
$(5,323)
$(5,300)
$(5,251)
$(5,203)
Stre� atached uIe M M 0
Street Pavement
Designation Area
Pelican Pt
(SY)
]000
Constructed/ ANTIOPATED
Last Recon RECON/RP
1995
2031
MM
2018
2019
2020
CS2
IM
2021
SC
2022
2023
2024
2025
2026
CR
2027
2028
2029
2030
2031
2032
�M34
2035
2036
1"M
2037
SA
2039
'Sag
2043
2044
2045
2046
2047
2048
2049
2050
RP 61 SC 62 SC
Unit at(/S') RP
$0.50
$1.75
$0.50
$37.00
$0.30
$1.75
$0.50
$1.75
Cost Schedule
$3,500
$12,250
$3,500
$259,000
$2,100
$12,250
$3,500
$12,250
Marlon/Old Sh
3900
1990
#N/A
#N/A
#N/A
#N/A
#N/A
#N/A
#N/A
#N/A
#N/A
#N/A
#N/A
#N/A
#N/A
#N/A
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#N/A
#N/A
#N/A
#N/A
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#N/A
#N/A
#N/A
#N/A
#N/A
#N/A
#N/A
#N/A
#N/Afi$32.00
Unit mat(/S')
#N/A
#N/A
#N/A
#N/A
#N/A
#N/A
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Cost Schedule
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#N/A
#N/A
#N/A
#N/A
#N/A
#N/A
#N/A
#N/AA
Auditor/Maple
1300
1998
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Unit mat(/SY)
#N/A
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No-oodln
1500
1999
2029
CS2
SC
CS2
Recon
61
SC
62
SC
Unit mat(/S') RECON
$0.50
$1.75
$0.50
$60.00
$0.30
$1.75
$0.50
$1.75
Cost Schedule
$750
$2,625
$750
$90,000
$450
$2,625
$750
$2,625
$48,000
Sugar Mill Arec
14000
2001
2031
CS2
SC
CS2
RP
61
SC
CS2
SC
Unit Coat (/S') RP
$0.50
$1.75
$0.50
$37.00
$0.30
$1.75
$0.50
$1.75
Cost Schedule
$7,000
$24,500
$7,000
$518,000
$4,200
$24,500
$7,000
$24,500
2003 Area
10500
2003
2029
CS2
SC
CS2
Recon
GIL
SC
C52
SC
MO
Unit Coat (/S') RECON
$0.50
$1.75
$0.50
$60.00
$0.30
$1.75
$0.50
$1.75
$32.00
Cost Schedule
$5,250
$18,375
$5,250
$630,000
$3,150
$18,375
$5,250
$18,375
$336,000
2004 Area
28000
2004
2029
CS2
SC
CS2
Recon
GIL
SC
C52
SC
MO
Unit Coat (/S') RECON
$0.50
$1.75
$0.50
$60.00
$0.30
$1.75
$0.50
$1.75
$32.00
Cost Schedule
$14,000
$49,000
$14,000
$1,680,000
$8,400
$49,000
$14,000
$49,000
$896,000
2005 Area
71000
2005
2030
CS2
SC
CS2
Recon
GIL
SC
C52
SC
MO
Unit Coat (/S') RECON
1
$0.50
$1.75
$0.50
$60.00
$0.30
$1.75
$0.50
$1.75
$32.00
Cost Schedule
$35,500
$124,250
$35,500
$4,260,000
$21,300
$124,250
$35,500
$124,250
1
########
2006 Area
44000
2006
2031
CS2
SC
CS2
Recon
C51
SC
CS2
SC
Unit Coat (/S') RECON
$0.50
$1.75
$0.50
$60.00
$0.30
$1.75
$0.50
$1.75
Cost Schedule
$22,000
$]],000
$22,000
$2,640,000
$13,200
$]],000
$22,000
$]],000
2007 Area
64000
2007
2037
CS2
SC
CS2
SC
C52
RP
C51
SC
CS2
SC
Uhit Coat(/S') RP
$0.50
$1.75
$0.50
$1.75
$0.50
$37.00
$0.30
$1.75
$0.50
$17
Cost Schedule
$32,000
$112,000
$32,000
$112,000
$32,000
$2,368,000
$19,200
$112,000
$32,000 $112,000
2008 Area
47000
2008
2038
CS2
SC
CS2
SC
C52
RP
C51
SC
CS2
Uhit Coat(/S') RP
$0.50
$1.75
$0.50
$1.75
$0.50
$37.00
$0.30
$1.75
$0.50
Cost Schedu Is
$23,500
$82,250
$23,500
$82,250
$23,500
$1,739,000
$14,100
$82,250
$23,500
2009 Area
45000
2009
2039
CS2
SC
CS2
SC
C52
RP
C51
SC
Unit Coat (/S') RP
$0.50
$1.75
$0.50
$1.75
$0.50
$37.00
$0.30
$1.75
Cost Schedule
$22,500
$]8,]50
$22,500
$]8,]50
$22,500
$1,665,000
$13,500
$]8,]50
IVO Concrete
7000
2009
CS2
CS2
CS2
CR
C51
CS2
C52
Unit Coat (/S') CONCRETE
$0.50
$0.50
$0.50
$30.00
$0.30
$0.50
$0.50
Cost Schedule
$3,500
$3,500
$3,500
$210,000
$2,100
$3,500
$3,500
2011 Area
55000
2011
2041
C52
SC
C52
SC
C4
RP
C51
SC
Unit Coat (/S') RP
$0.50
$1.75
$0.50
$1.75
$0.50
$37.00
$0.30
$1.75
Cost Schedule
$27,500
$96,250
$27,500
$96,250
$27,500
$2,035,000
$16,500
$96,250
2012 Area
49000
2012
2042
CS2
SC
C52
SC
CS2
RP
C51
SC
Unit Coat (/S') RP
$0.50
$1.75
$0.50
$1.75
$0.50
$37.00
$0.30
$1.75
Cost Schedule
$24,500
$85,750
$24,500
$85,750
$24,500
$1,813,000
$14,700
$85,750
2013 Area
56000
20131
2043
1
1
CS2
SC
C52
SC
C52
RP
C51
SC
Unit Coat (/S') RP
$0.50
$1.75
$0.50
$1.75
$0.50
$37.00
$0.30
$1.75
Cost Schedule
$28,000
$98,000
$28,000
$98,000
$28,000
$16,800
$98,000
2014 Area M
22000
2014
2044
SC
CS2
SC
C52
SC
C52
C51
SC
Unit Coat (/S') RP
$1.75
$0.50
$1.75
$0.50
$1.75
$0.50
].00
$0.30
$1.75
Cost Schedule
$38,500
$11,000
$38,500
$11,000
$38,500
$11,000
,000
$6,600
$38,500
2015 Area M
19900
2015
2045
C51
SC
CSL
SC
C52
SC
C52RP
C51
SC
Unit at (/SY) RP
$0.30
$1.75
$0.50
$1.75
$0.50
$1.75
$0.50$3].00
$0.30
$1.75
Cost Schedule
$5,970
$34,825
$9,950
$34,825
$9,950
$34,825
$9,950$T36,300
$5,970
$34,825
2016 Area M
29500
2016
2046
C51
SC
CS2
SC
C52
SC
C52RP
C51
Unit Coat (/S') RP
$0.30
$1.]5
$0.50
$1.]5
$0.50
$1.]5
$0.50$3].00
$0.30
Cost Schedule
$8,850
$51,625
$14,]50
$51,625
$14,]50
$51,625
$14,]50$1,091,500
$8,850
2017 Area M
3]000
201]
204]
C51
SC
CS2
SC
C52
SC
C52RP
E$76
Unit Coat (/S') RP
$0.30
$1.]5
$0.50
$1.]5
$0.50
$1.]5
$0.50$3].00
Cost Schedule
$11,100
$64,]50
$18,500
$64,]50
$18,500
$64,]50
$18,500$1,369,000
Wes[edge Bl vd
10000
2018
2048
NCMS
C51
SC
CS2
SC
CS2
SC
RPUnit.st(/S')
RP
$65.00
$0.30
$1.]5
$0.50
$1.]5
$0.50
$1.]5
$3].00
CostSchedule
$650,000
$3,000
$1],500
$5,000
$1],500
$5,000
$1],500
$3]0,000
2019
2019
Recon
C51
SC
C52
SC
MO
RP
Unit.st(/S') RECON
$60.00
$0.30
$1.]5
$0.50
$1.]5
$32.001.]5
$3].0CostSchedule
$234,000
$1,1]0
$6,825
$1,950
$6,825
$124,800
,825
$144,300
EM
Repeat eslmate of $600,000 to$700,000(Induding soft costs; Towers 3yreetdean 10 year Intoner Inspect and rehab 15-20 year repeat Wells 10 year Inspect and rehab
Em
Yes r
Conchtru
LastRepen
2018 2019
202INE
2023
2024
2025
2026
2027
2028 2029
2030 2031
2032 20JES
2036
2037
20381MEN
2042
2043 2044INEEMEN
---------
---------
---------
--
---------
---------
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---------------------------------
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--------------------------------
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-------
-------------------------
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---------------------------
To[al
$919,700 $931,300
$277,700
$2J 1,700
$39$900
$900,900
$723,000
$273,000
$776,000
$76,000
$77,600 $6,000
$13,300 $7,300
$6,000 $13,300
$7,300 $6,000 $13,300
$77,600
$76,000
$13,300 $7,300 $6,000
$13,300
$7,300 $636,000 $7,300 $700,000
$76,000
$77,600 $6,000
$13,300
Repeat eslmate of $600,000 to$700,000(Induding soft costs; Towers 3yreetdean 10 year Intoner Inspect and rehab 15-20 year repeat Wells 10 year Inspect and rehab
Em
Sanitary & LI&Staton Asset Inventory
IMMEMor
LaYear
Con
strusteMMMMMMMMMMMME
Recoo/
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029 2030 2031 2032
2033 2034 2035 2036
2037
2038
2039
2040
2041
2042
2043
2044 2045 2046 2047 2048 M
Replace Pumps Every -15 years Generator Swaps" 25 years
EM
City of Mound - Public Works Vehicle Replacement Plan
Unit #
Dept
Year
Make Model
VIN #
Replace
Cost
2018 2019 2020
2021 2022 2023 2024 2025 2026 2027 2028
217
Parks
2017
Ford F350 Pickup
37,000
37,000
415
Parks
2015
Ford F150 Pickup
245
35,000
35,000
416
Parks
2016
Ford F350 4x4
4828
42,000
42,000
1504
Parks
2004
Ford F350 4x4
7052
75,000
75,000
210
Parks
2010
Ford F 550 w/box,plow,accessories
6018
90,000
90,000
209
Parks
2009
Ford F 550 w/box,plow,accessories
9585
90,000
90,000
105
Sewer
2005
Ford E350(Camera Van)
0192
52,000
52,000
214
Sewer
2014
Freightliner SD114 JetVac
345,000
1604
Sewer
2004
Sterling Acterra Dump Trk
2974
155,000
155,000
217
Sewer
2017
Ford F 450 Sewer Service trk
90,000
90,000
312
Street
2012
Freightliner 108SD Dump Truck
9013
w/Plow, Wing, and Sander
180,000
313
Street
2013
Freightliner 108SD Dump Truck
3145
w/Plow, Wing, and Sander
180,000
412
Street
2012
Freightliner 108SD Dump Truck
8231
w/Plow, Wing, and Sander
180,000
314
Street
2012
Freightliner 108SD Dump Truck
2375
w/Plow, Wing, and Sander
180,000
112
Street
2011
Ford F550 One Ton Dump
3801
80,000
80,000
504
Street
2004
Ford F550 w/Aerial Lift
7307
175,000
175,000
515
Street
2015
Ford F550 One Ton Dump
3840
80,000
80,000
109
Street
2009
Ford F450 Street Service Truck
9584
85,000
309
Street
2009
Ford F 350 Pick-up replacing with
1443
Ford F550
90,000
90,000
605
Street
2004
Sterling Tandem Dump sold in
2017 replacing with F550
90,000
90,000
Em
Cost
2018 2019 2020 2021
2022
2023 2024 2025 2026
2027 2028
207
Water
2007
Dodge Dakota Pick up
40,000
40,000
512
Water
2013
Ford F-350 Pick-up
9698
45,000
45,000
113
Water
2012
Ford F-150 Pick-up
2111
45,000
45,000
316
Water
2016
Ford F-150 Pick-up
0185
45,000
45,000
315
Water
2012
Ford F-150 Pick-up
4698
45,000
45,000
OR
Streets
2004
Tymco 600 Street Sweeper
250,000
OR
Streets
2005
Elgin Pelican Street Sweeper
240,000
240,000
OR
Streets
2001
Cat smooth drum roller
65,000
65,000
ME
Streets
2016
Crosswalk painter w/trailer
9,000
9,000
ME
Streets
2006
Tenant M6650 Power Sweeper
25,000
25,000
OR
Parks
2011
Bobcat T190 Track Loader
38,000
38,000
ME
Parks
2004
Bandit Brush Clipper
27,000
27,000
OR
Parks
2006
John Deere Loader
225,000
225,000
OR
Parks
2004
John Deere series 1565 mower
70,000
OR
Parks
1997
John Deere 55BP Flale Mower
? No Rer
75,000
OR
Parks
2013
Toro Groundmaster 4000D Mower
58,000
58,000
OR
Parks
2014
Toro zero Turn Mower w/bagger
14,000
16,000
OR
Parks
2014
Toro Stand -on Mower
5,800
8,000
OR
Parks
2014
Toro Stand -on Mower
5,800
8,000
OR
Parks
2005
John Deere Gator
40,000
40,000
OR
Streets
2017
Asphalt Bot Box
38,000
38,000
OR
=Off Road
TOTAL
180,000 292,000 292,000 305,000
243,000
220,000 182,000 162,025 127,026
73,027 130,028
ME
=Mobile Equip
Parks and Open Spaces Commission Budget Plan Priorities
Captial Budget Plan Priorities
Priority
Estimated Cost
S•1401P MRgtP- DIRK
Funded 2018
20,000.00
Repl..,.,.Metal ..1......4...,.4..Fe at 98FI3 . PRFk
2018 - Park Ded. Fur
30,000.00
Repl..,.e FetaiRi..,.Wall .FeaS a.,.....a 98FI3 . Pla. ' Fea
2018 Ret Wall Proj
5,000.00
Add 3 grills and picnic areas, enhance 2 existing at Surfside
8,000.00
Replace wooden play structure at Surfside
75,000.00
JayCees sunshade at Surfside (by others)
35,000.00
Create formal separation between launch area and beach at Surfside
10,000.00
Expand edibles activities at Three Points
Ongoing
3,000.00
Interpretation signs for edibles at Three Points
Ongoing
500.00
Remove/repair/repurpose tennis court area at Three Points
125,000.00
FiX dFaiRage 0661... HPIP........v4 OR 9114 0PIGI RFPR R4 T-hFP.. PSiRtS (Dai.. (;aFd R)
Complete
4A
Steel fire ring at end of Crescent Park Trail
200.00
Improve screening at Lift Station, add back -screen for port -a -let at Philbrook Park
500.00
Picnic/bbq area at Philbrook
2,500.00
Sun Shade Structure at Philbrook Park
7,000.00
Reps.,,, c...ORO .t SgFla . PRFk
2018 - Park Ded. Fur
8,000.00
Replace wooden play structure at Dundee Park
30,000.00
Replace wood perimeter edging at Dundee Play Structure
2,000.00
Replace wood play structure at Chester Park
30,000.00
Replace Tennis Court at Swenson Park
Pending MCES - Park
200,000.00
Shoreline restoration at Bluffs Beach
Dedication Funds
5,000.00
Shoreline Restoration at Lost Lake
TBD
Replace wood play structure at Avon Park
30,000.00
Enhance Shoreline Vegetation at Carlson Park
Enhance Shoreline Vegetation at Highland End Park
Tree Sale
10,000.00
Surfside Interior Painting (Carpet wall treatment removal)
5,000.00
Surfside Depot Kitchen/service Area Renewal
5,000.00
Surfside Depot Flooring Replacement Vinyl Plank
6,000.00
Surfside Bathroom furnish/fixture Renewal
2,000.00
SUBTOTAL
654,700.00
Forthcoming Construction Restoration:
Post -construction restoration at Tyrone Park; minimal impact
Post -construction restoration at Avon Park; leveling, topsoil, turf
Post -construction restoration at Swenson Park; leveling, topsoil, turf, b -ball ct, tennis ct prep
Post -construction restoration at Doone Park; leveling, topsoil, turf
Relocate lift station at Avalon Park; leveling, topsoil, turf, lakeshore restoration companion work
Purchases from Operations and Maintenance Budget Priority
Trash Bin upgrades for more prominent locations with present barrel bins
(collector parks) 8 in 2018
Dog stations at high -use parks (Highland, Sorbo, Three Points, Swenson, Weiland)
Ball Field Lime Amendments, 3 -yr cycle (Swenson, Philbrook, Tyrone, Three Points)
Play Ground Pad Mulch Amendments (2 -yr cycle)
Replace dead trees at Alwin Park
Replace dead trees at Crescent Park
Replace plantings and ground cover at C.R. 15 entry
Shade tree canopy at play areas
New CommunityAmenities to Consider - locations TBD: Priority
Dog Park??? Single or distributed locations? Doone wooded hill, fetch pen, agili 2019?
Frisbee Golf Goals at various locations
Canoe or kayak racks at park locations (through Dock Program)
Garden Plot areas
Capital Equipment Needs:
Priority
Plug Aerator
1
Spike Aerator/rotary hoe
4
Thatch/heavy tine Rake
2
Drop Spreader
5
Broadcast Spreader
3
Tank Sprayer
Estimated Cost
500 ea
350 ea
500 each
2,500.00
500.00
500.00
2,500.00
1500 each
Estimated Cost
3000-20000
200 ea, 1500 9 -pc
Estimated Cost