2021-04-20 CC Agenda PacketPLEASE TURN OFF ALL CELL PHONES & PAGERS IN COUNCIL CHAMBERS.
CITY OF MOUND MISSION STATEMENT: The City of Mound, through teamwork and cooperation, provides
at a reasonable cost, quality services that respond to the needs of all citizens, fostering a safe, attractive and
AGENDA
MOUND CITY COUNCIL TUES, APRIL 20, 2021— 6:30 PM
ANNUAL REPORTS WORKSHOP lff MOUND CITY 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 Chief Correy Famiok 1-9
1. Discussion on use of UTV/ATVs on City streets and ROW 10
B. Fire & Rescue/Emergency Response/Emergency Management 11 - 72
— Fire Chief Greg Pederson
C. Community Development/Planning/Zoning/Building Inspections — 73 - 80
Community Development Director Sarah Smith
D. Public Works (Parks) Operations & City Projects -- Public Works 81 - 95
Superintendent Ryan Prich & City Manager/PWD Eric Hoversten
E. Finance & Administrative Services — Director of Finance & Admin
Services Catherine Pausche
i. Finance 96 - 98
ii. Administrative Services
iii. Municipal Liquor Store 99 - 103
F. Wrap-up by City Manager Eric Hoversten 104 - 111
4. Adjourn
ORONO POLICE
Message
We are pleased to present the Orono Police Department's 2020 Annual Report.
This year presented a number of challenges with the development of the COVID-
19 pandemic, the civil unrest that occurred throughout the nation and the move-
ments for police reform. Our department has worked very hard to maintain our
community connections, to build trust and continue to serve our citizens with the
utmost professionalism and compassion. We continue to act upon our mission
statement as we move forward in serving and protecting our community.
About our Department
The Orono Police Department is proud to serve the communities of Spring Park,
Minnetonka Beach, Mound and Orono. The police department covers approxi-
mately 28 square miles of land and 20,000 citizens.
The Orono Police Department prides itself on making the communities feel safe
through enforcement and by building strong lasting relationships with citizens and
businesses.
Mission Statement
The members of the Orono Police Department are committed to providing the
highest quality policing through fairness, service and pride. To foster this ideal, we
promise to work in partnership with the communities we serve.
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POLICE PROGRAMS
Unmanned Aerial Vehicles (UAV)
Program
The UAV program was developed in 2020 and is underway. We currently have three
units: one for interior use, one primarily for training and another for exterior use that has
a zoom capable camera and thermal imaging. The program is very new and we are still
learning the capabilities of the equipment.
We currently have four FAA Part 107 certificated sUAS (small unmanned aerial system)
pilots. Following a lengthy process we were able to obtain a daylight waiver through the
FAA which allows Pilots to operate outside of daylight hours. The UAV's provide us with
better capabilities when searching an area for a lost or missing person along with a larg-
er safety margin when dealing with critical incidents. The UAV's can provide us with vis-
ual observation of a suspect while officers maintain cover and concealment.
During the 2021 year we intend to integrate the program with the SWAT team in hopes
of providing them with play by play intelligence updates during a deployment. The UAV's
can assist with searching buildings or outdoors ahead of police officers with the intent of
locating people or items and keeping officers safe. The UAV's provide a bird's eye view
which helps direct resources where they are needed.
-2-
Community Service Dog
"Xerxes"
2020 was an interesting year for all employees, including Xerxes. The year started off
with a phone call from the FBI inquiring about our program and Xerxes' availability.
Xerxes was requested to assist with a federal trial involving a juvenile female providing
an impact statement in open court. Though ultimately, Xerxes services were not needed
as the hearing was postponed, it was positive that our mission and goals were known to
larger agencies and expanding beyond Orono.
In March of 2020, Xerxes was sent to work with the Minneapolis Airport Police Depart-
ment K9 division for about three weeks to test in narcotics detection training. The lead
handler stated that Xerxes' detection skills were on point, but some of his mobility assist
training hindered his ability to provide consistent indications while locating narcotics,
making certification difficult. Xerxes and his handler appreciated the opportunity and
experience of such training.
COVID-19 greatly impacted Xerxes' general contact abilities within the public space. His
routines were altered and many common public interactions that were his norm were
limited. He continued to assist in situations where it was feasible and safe, but his over-
all public interactions were reduced. Xerxes assisted in multiple loss of life type calls,
providing either comfort or temporary distraction during difficult times for families.
Inquiry about Xerxes and the Orono Police Department's program continues to draw
attention from many departments around the metro area. Department staff have fielded
many information inquiries about our policies and just how implementation of Xerxes
works within the department. You will find that many agencies have followed our lead
and are implementing similar programs for their communities and staff.
Xerxes continues to be a welcome face and tail around all City of Orono offices.
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COMMUNITY PARTNERSHIP
-.-H4'F'it.I r111-
Sojourner
Sojourner's mission is to advocate on behalf of victim safety, support the transition
from victim to survivor and educate for the prevention and elimination of domestic
violence. Sojourner advocates work collaboratively with law enforcement and
other partners in the communities to provide an informed and effective response
to those victimized by domestic violence, sexual assault and elder abuse. Current
programs include:
• A 24/7 Hour Crisis/Help Line provides immediate safety assessment and as-
sistance
• Sojourner Shelter is an emergency residence for women and children unsafe
in their homes.
• Community Legal Advocacy Department provides community -based interven-
tion and legal advocacy support.
• Community Outreach, Training and Education Department coordinates
awareness and prevention activities
• Community Involvement Department promotes support through volunteer
service, internships, in -kind and financial donations.
Working with the Orono Police Department, Sojourner provides Intervention advo-
cacy, consultation and support services for those victimized by domestic violence
and other interpersonal violence who reside in Orono, Mound, Spring Park and
Minnetonka Beach. The sidebar lists the number of residents and hours of service
provided to those residents.
Extended Legal Advocacy includes more long-term safety planning, protection
orders, advocacy for child custody and protection issues as the situation deter-
mines. The sidebar lists the numbers of residents and hours of service provided
to the residents.
Article provided by Helen Chargo, Executive Director of Sojourner Project
ADVOCATE SERVICES
PROVIDED IN 2020
ADULTS SERVED
ORONO: 18
MOUND: 24
SPRING PARK: 10
MINNETONKA BEACH: 0
INTERVENTION TOTAL: 52
SERVICE HOURS
ORONO: 70.5
MOUND: 176.3
SPRING PARK: 44.5
MINNETONKA BEACH: 0
INTERVENTION TOTAL: 291.3
EXTENDED ADVOCACY
ADULTS SERVED
ORONO: 6
MOUND: 17
SPRING PARK: 4
MINNETONKA BEACH: 0
EXTENDED ADVOCACY TOTAL:
27
SERVICE HOURS
ORONO: 21.8
MOUND: 274.9
SPRING PARK: 14.2
MINNETONKA BEACH: 0
EXTENDED ADVOCACY TOTAL:
310.9
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CRIME AND ACTIVITY
REPORTING
NIBRS Transition
On September 1, 2020, our agency transitioned to National Incident -Based Reporting
System (NIBRS). This stemmed from an FBI requirement that all agencies, nationwide,
report crime in the same manner, providing consistency and better crime data. Our
agency, as well as other agencies across Minnesota, had previously been reporting
summary data, which meant that with each case or incident, only the highest level of
crime was reported to the State and the FBI. NIBRS captures much more detailed infor-
mation for each crime because all offenses in an incident will be reported.
Part One and Part Two crimes, have been reclassified into Group A and Group B offens-
es. Group A now has 24 offense categories made up of 52 Group A offenses, while
Group B now has 10. This may give the appearance of an increase in criminal activity,
however, it is more likely attributed to changes in reporting and transitioning to NIBRS.
Following is a listing of the Group A categories and offenses.
Offense
Offense
Offense
Animal Cruelty
Welfare Fraud
Motor Vehicle Theft
Animal Cruelty
Wire Fraud
Motor Vehicle Theft
Arson
Identity Theft
Pornography/Obscene Material
Arson
Hacking/Computer Invasion
Pornography/Obscene Material
Assault Offenses
Gambling Offenses
Prostitution Offenses
Aggravated Assault
Betting/Wagering
Prostitution
Simple Assault
Operating/Promoting/Assisting Gambling
Assisting or Promoting Prostitution
Intimidation
Gambling Equipment Violations
Purchasing Prostitution
Bribery
Sports Tampering
Robbery
Bribery
Homicide Offenses
Robbery
Burglary/Brea king & Entering
Murder and non -Negligent Manslaughter
Sex Offenses
Burglary/Breaking & Entering
Negligent Manslaughter
Rape
Counterfeiting/Forgery
Justifiable Homicide
Sodomy
Counterfeiting/Forgery
Human Trafficking
Sexual Assault With An Object
Destruction/Damage/Vandalism of Property
Human Trafficking, Commercial Sex Acts
Fondling
Destruction/Damage/Vandalism of Property
Human Trafficking, Involuntary Servitude
Sex Offenses, Consensual
Drug/Narcotic Violations
Kidnapping/Abduction
Incest
Drug/Narcotic Violations
Kidnapping/Abduction
Statutory Rape
Drug Equipment Violations
Larceny/Theft Offenses
Stolen Property Offenses
Embezzlement
Pocket -picking
Stolen Property Offenses
Embezzlement
Purse -snatching
Weapon Law Violations
Extortion/Blackmail
Shoplifting
Weapon Law Violations
Extortion/Blackmail
Theft From Building
Fraud Offenses
Theft From Coin -Operated Machine or
Device
False Pretenses/Swindle/Confidence Game
Theft From Motor Vehicle
Credit Card/Automated Teller Machine Fraud
Theft of Motor Vehicle Parts or
Accessories
Impersonation
Full NIBRS reporting will begin in the 2021 Annual Report
-5-
Activity Summary
• 368 Investigative cases
• 188 Department Arrests
• 32 Death Investigations
• 12 Referred vulnerable adult cases
• 370 Handgun permit to purchase
applications
• 128 Theft cases
• 50 Fraud/Forgery cases
• 5 Motor vehicle theft cases
• 20 Burglary cases
• 1 Robbery cases
• 51 Assaults, including domestic
assaults
• 13 Criminal sexual reported offens-
es (includes CSC and exposure)
• 5 CVO (3 resulting in death)
• 0 Homicides
Part I / Group A Crimes
SO --
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40
35
30
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20 --
15 --
10
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- - ■ Mound
- ■ Orono
■ Spring Park
Mtka Beach
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Homicide
1
0
100%
Rape
7
7
0%
Robbery
3
1
-67%
Aggravated Assault
6
9
50%
Burglary
31
21
-32%
Theft
119
99
-17%
Auto Theft
4
4
0%
Arson
0
0
0%
Total
171
141
-18
-6-
Reporting on Part I /
Group A Crimes
Used in previous Summary Re
porting, Part I Offenses reflect
information on eight "serious"
crime classifications.
They consist of violent crimes and
property crimes.
The data is submitted to members
of state government in addition to
the Federal Bureau of Investiga-
tion's Uniform Crime Reporting
Program.
The primary goal of the UCR pro-
gram in Minnesota is to provide
statistical information on the vol-
ume and affect of crime.
The Activity Summary, Part I /
Group A Crimes and the Part I
Comparative Statistical Analysis
charts and graphs to the left are
comprised of taking those same
eight serious crimes and other
activities from both reporting sys-
tems and putting them together for
the year of 2020.
A comparative statistical
analysis of 2019 and 2020
I
Investigations Summary
Serial Thefts and Financial Transaction Card Fraud
Multiple incidents of thefts from motor vehicles had occurred in the area and victims had reported missing credit cards, cash,
prescription pills and various other items. Orono detectives worked with other agencies and identified a suspect as being part
of a large scheme where individuals were entering unlocked vehicles and taking financial cards and then the identified suspect
would use those financial cards to obtain goods and cash. Nearly $23,000 was made in charges to the victims cards and over
$14,000 attempted charges. The case was submitted to the Hennepin County Attorney's Office resulting in multiple felony
charges against the suspect.
Burglaries
A residential burglary had been reported and the homeowner had video of the suspects. They had returned to his residence
several more times and stole many items. The suspects were identified through a collaborative effort from multiple agencies
as they had been part of other area burglaries. Search warrants were conducted, recovering property and resulting in charges
against the suspects of 2nd Degree Burlgary.
Domestic Assault
Officers responded to a physical domestic where the juvenile reporting party advised that his dad was fighting with his mom.
The suspect had fled the home on foot. Officers found the female victim bleeding with extensive facial injuries. The suspect
was ultimately convicted of Domestic Assault and 3rd Degree Assault —Substantial Bodily Harm.
Weapons/Assault
Officers responded to a report of a stabbing. The suspect assaulted the victim by going after him outside with a knife. The
victim was cut on his hand defending himself. Charges of 2nd Degree Assault and Domestic Assault are pending.
Criminal Sexual Conduct
While conducting a separate sexual assault investigation, officers learned the suspect may have sexually assaulted other vic-
tims as well. Officers spoke with another female and she confirmed she had also been assaulted. The investigation found that
on the day of the assault, the victim was significantly intoxicated and awoke to the male suspect assaulting her. Through the
investigation and interviews of other witnesses, the suspect was ultimately charged with several counts of 3rd Degree Criminal
Sexual Conduct.
Criminal Vehicular Operation
Officers responded to a report of a PI accident involving multiple vehicles. They had also received driving complaints on one of
the vehicles involved just prior to the crash. A witness had been able to capture some of that conduct and the crash on video
and turned that over to the officers. Through the investigation, it was found that the driving conduct of the suspect vehicle was
grossly negligent and caused the accident and the serious injuries to other drivers. He was found guilty and convicted of Crim-
inal Vehicular Operation —Substantial Bodily Harm.
West Metro Drug Task Force
Search Warrants Executed
111
Arrests
82
Firearms
85
Marijuana/Marijuana Wax Seized
104.5 Ibs
THC Edibles
53.6 Ibs
Heroin
5.3 grams
Cocaine/Crack Cocaine
5.7 Ibs
Methamphetamine
428 Ibs
Charges
42
Other miscellaneous small amounts of other drugs seized
-7-
New Officers
The Orono Police Department welcomed three new officers in
2020.
Lawrence Cable came to us with prior years' of experience
with the Washington County Sheriffs Department Water Patrol
Division as a part-time deputy. Larry was brought on to fulfill
our part-time needs as well. He has been a wonderful asset
to our department.
Trey Wiebusch grew up in the area and attended college
at the University of Mary College in Bismarck, ND. He has
_
worked with Three Rivers Parks, as a public safety officer for
Macalester College, and as a community service officer for
the Eden Prairie Police Department. He fills in as a substi-
.s
tute teacher in Shakopee and enjoys coaching basketball.
Collin Palm also grew up in the local area and comes from
a family of public servants. He attended Bemidji University,
worked as campus security and completed his internship at
Beltrami County Sheriffs Department.
The Orono Police Department is proud to have Officers Cable,
Wiebusch and Palm join our force.
Promotion
The Orono City Council approved an additional sergeant position in 2020. This
position was not an addition to the police force, but rather a change in taking an
existing officer position and creating the sergeant position. This move increased
the department to four patrol sergeants.
Officer Matt Siltala has been with the Orono Police De-
partment since 2008. He has worked as a patrol officer and
was also a member of the drug task force. He has been in
his new role as a sergeant since May of 2020.
Congratulations Sergeant Siltala.
At a Glance
The Orono Police Department has:
• 30 Sworn Officers
1 Office Manager
• 2 Administrative Assistants
• 1 Drug Task Force Officer
• 2 School Resource Officers/
Investigators
• 5 Officers on the Lake Min-
netonka SWAT team
• 1 Community Service Officer
3 Full -Time Investigators
• 3 Part-time Officers
1 Community Service Dog
ORONO POLICE DEPARTMENT
2730 KELLEY PKWY
ORONO, MN 55356
NON -EMERGENCY: 952-258-5321
ADMINISTRATION: 952-249-4700
FAX: 952-476-3028
E-MAIL: PDWEBPOLICE@CI.ORONO.MN.US
WEBSITE: WWW.ORONOPOLICE.ORG
For other information find us
On FACEBOOKor TWITTER@POLICEORONO
Discussion on use of ATV/LJTV on city streets and ROW
Some individuals are questioning the City's restriction on ATV/iJTVs on city streets and ROW.
Workshops allow for informal discussion on proposed refinements to the City Code that helps to
provide Staff direction on the approach the City Council wishes to take.
The state of Minnesota requires four -wheelers, both Class 1 and Class 2 units, to have a permit to
operate on municipal streets. They are allowed on County roads. The permits issued to allow
this have to be affirmafively administered by the local authority. The local authority on Mound
streets DOES NOT allow said permits, making it unlawful to ride on municipal
streets. Snowmobiles ridden by adults are generally allowed on municipal streets between the
hours of 6:00 am and 2:OOam, subject to some restrictions.
Chapter 70 of the City Code regulates traffic and vehicles and Section 70-14 contradicts the
management practice of not allowing the use of four -wheelers on ROW.
Sec. 70-14. Driving in parks, commons, and unopened street and alley rights of way.
Unless otherwise posted; no person shall drive or operate unauthorized motor vehicles in any
public park, commons, unopened street or alley rights -of -way except on improved roads, trails,
or designated lake accesses or parking areas as they may exist. Licht utility off -road vehicles
(UTV), all terrain vehicles (ATV) and snow mobiles may access areas designated "traversable"
for access to the lake and dock use areas for recreational or maintenance purposes. Operation of
general purpose, road, motor vehicles on commons or unopened street or alley rights -of --way for
shoreland construction or improvement access requires a Public Lands Permit, as described in
Chapter 62-11 and any other additional permitting.
(Code 1987, § 700.70; Ord. No. 25-2006, 12-24-2006; Ord. No. 06-2015, 11-22-2015)
Staff/Dock Administration feels the city has the obligation to preserve the peace, quiet, and good
order by prohibiting certain activities on the commons, which proves to be a very difficult
balance. Staff recommends that only abutters be allowed to use UTV/ATV's on their property
and that portion of the commons that they abut and that others not treat the commons as a
recreational space. The commons use should be limited to dock use area access and watercraft
care/maintenance.
Current manasement practices for summer access and use of the Commons include:
The City of Mound Commons and ROWS providing their access are not considered City
Parks; and only approved uses are allowed in those areas. These uses are limited to loading,
unloading, embarking and disembarking from licensed watercraft moored at the commons -also
implying boating -season use only. UTV access to the commons is similarly limited to these
boating oriented activities and only allowed if the commons can be accessed without traversing
City streets. Abutting property owners are allowed to make use of the commons more consistent
with the individual yard -keeping and recreational usages on their adjacent properties and as
otherwise approved under separate permitting processes. Differently, use of the commons
by inland residents and inland dock license holders (non -abutters) as recreational spaces, walking
or off -road vehicle trails is not permitted.
Staff recommends the City Code language be modified to be consistent with what our intentions
and management practices are and seeks Council input and discussion on the matter.
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AFL)
CITY OF MOUND
Mound Fire Department
2020 Annual Report
- 11 -
Mound Fire Department
2020 Annual Report
This 2020 Annual Report is compiled for the Mayor and Councilors for the City of Mound, and
shared with Elected Officials of the other cities that we proudly serve.
Section I. Introduction and Overview
The year 2020 was another successful, but challenging year for the fire department. Our success
included continued focus on training, development, and maintaining our firefighter staff. As
always, our dedicated staff remains our most important asset.
In 2020 our staff number increased from 39 to 41 firefighters, which includes the fire chief. Our
department continues to recruit and train new firefighters with a seamless transition that allows
replacement of retiring experienced staff.
Our Fire - Rescue callout activity in 2020 increased from 2019 levels. Callouts in 2020 were at
597 in 2020 vs. 568 in 2019. Callout activity was higher than our five year average of 590. Our
firefighter emergency response hours increased by 2,374 hours from the 2019 levels, with hours
in 2020 at 11,730 vs. 9,356 in 2019. This is a substantial 19% increase in hours.
A major challenge in 2020 was necessary overhaul of our team based work environment due to
the health and safety limitations and restriction caused by the COVID 19 pandemic. The higher
number of staff hours can be attributed to firefighters working from home during the pandemic.
Section II. Organization and Administration
We continue to hire solid hard working individuals. Our goal is to hire people that support our
department philosophy, understand customer service, and anticipate long term service tenure.
Recruiting, training and retaining a staff of 41 firefighters are an ongoing priority and major
challenge, especially in a pandemic environment. In 2020, the pandemic forced us to restructure
our entire team based training schedule and eliminate large group training sessions (not fun!).
The fire department consists of a staff of 40 volunteer firefighters, one full-time administrative
assistant and a full-time fire chief for a total staff of 42. In the calendar year 2020:
* 2 firefighters retired, and 1 resigned as he relocated out of state
• 4 new probationary firefighters were hired, and 1 firefighter returned to active duty
• We averaged 20-21 firefighters responding per emergency call in 2020, a high number
• In 2020 in-house training hours was 2,060, plus another 902 of outside schools training
• MFD firefighters worked a significant number of hours doing repair and maintenance on
our apparatus, equipment, and fire station upkeep in for a total of 1,426 hours.
• Public Relations Events and Fire Prevention are always a high priority. Our staff led or
attended 63 events in 2020 and clocked 412 staff hours (all volunteer hours).
-12-
• MFD responded to Mutual Aid requests of 23 in 2020 vs. 25 in 2019, with a total of 657
staff hours for mutual aid assistance to other fire departments and cities.
• Our firefighters are diverse and energetic group with a total of 472 years of accumulated
experience. All of our company officers and firefighters contribute to our success.
Our firefighters, through hard work and dedication provide many volunteer hours, with a very
conservative estimate of all work by firefighters in 2020 at 17,409 hours.
IMPORTANT: as of 12/31/2020, 3 1 % of our firefighters have less than 5 years of experience.
Our focus has been on developing basic firefighting skills and expediting training for the less
experienced. This is essential to making them a critical and valuable response resource.
Section III. Finances and Budget
The department 2020 overall year end budget was positive, partly due to the added revenue of
grants and donations. The highlights of 2020 finances are included in this report and as follows:
• The fire reserve account fund balance at the beginning of year 2020 was $554,056. The
fire reserve fund balance decreased by $48,987 to a 2020 year-end balance of $505,069.
• $19,928.65 for the purchase of Holmatro Extrication Tools and $26,577.41 for the
purchase of 2021 Polaris Ranger 4x4 were taken out of the fire reserve fund.
• The plan is to draw down the positive fire fund balance over the next 4 years by $30,000
per year to support the overall financial plan and the ladder truck bonded debt.
• Donations and Grants have become a critical supplement to our yearly budget. In 2020
donations and grants added approximately $164,851 to our revenue.
• Since 2003, MFD has received $547,746 in grants. This adds significant $ to the fire
department reserve fund balance. Grants and donations in 2020 included revenue from a
FEMA-Assistance to Firefighters Grant and Minnesota Board of Fire Training Education.
Section IV. Strategic Plan and Initiatives
Back in 2004, I began a Strategic Plan Initiative with a focus on the following four key areas:
1. Personnel Staffing 2. Budget and Financial 3. Apparatus - Equipment 4. Fire Station Facility
In 2020, I continued our efforts to increased focus and budget on personnel and staffing that
includes succession planning and staff development, expanding our training plan and goals.
I have also made a total commitment to a substantial increase of attention on firefighter Health,
Wellness, and Safety. Example: In the past several years, 2011 thru 2020, we have appropriated
$229,942 to upgrading our personal protective equipment for firefighters. This includes safety
gear like: turn -out -gear, helmets, boots, gloves, professional gear washing and equipment.
Our Strategic Plan "Top Four" as listed above will continue to be our focus, with new initiatives
added as necessary to support our goals of professionalism and operational excellence.
-13-
Section V. Capital Improvement Plan (CIP)
Apparatus and Equipment Replacement: over the past 17 years expenditures on major Capital
Improvement Projects have been very low due to budget limitations and financial constraints.
In 2020, our financial position improved with regard to Capital Improvement Plan projects.
• In 2020, we purchased a new Polaris Utility Grass Rig with pump at a cost of $34,014
• In 2020, we ordered a new 2021 Chevrolet Tahoe Chief or Command Vehicle that will
replace an old 2010 Chevy Tahoe. The cost of new Tahoe with accessories $48,000.
• In 2020, the Mound Fire Commission and Mound City Council approved the purchase of
a new Engine/Pumper Truck. The city sold bonds with $615,000 in proceeds available.
The new Engine specs are a work in progress with an order to be placed June 2021. The
new Engine will replace old Engine #24 which is a 1996 Freightliner Pumper.
• Two other large apparatus will need to be replaced and are on the horizon: Heavy Rescue
#22 (1990) and Engine #29 (2003) at a cost of approximately $1,150,000.
• Our Self Contained Breathing Apparatus (SCBA) units were 17 years old, and obsolete
by National Fire Protection Association (NFPA) Standards. All of our SCBA units with
harness, bottles, and face pieces were replaced in 2020 at a minimal cost to the city of
Mound. We were awarded a $151,758.10 FEMA-AFG Grant for this project.
We continue to analyze and consider new concepts to meet our ever changing apparatus and
equipment needs. Fire apparatus and equipment are expensive; therefore prudent cost effective
apparatus purchases are a must. We have implemented downsizing some of our trucks and/or
purchased apparatus that are more versatile.
The Fire Commission is very active and involved in discussions pertaining to apparatus needs,
replacement plans, financial feasibility, and future purchases. The Fire Commission support is
essential to our Long Term Financial Plan, Reserve Fund Balance, and future CIP purchases.
City Hall and Fire Station: our facility remains ideal for our daily administration, staff activities,
apparatus housing, equipment storage, training, and emergency response operations.
The facility is now 18 years old. The annual bonded debt payments of $282,940 will end in year
2022, which will help our department budget and Capital Improvement Plan significantly. There
will be facility repair and maintenance items that will need to be addressed in the future.
The repair items that need attention are included on the Long Term CIP for our facility. When
bonded debt payments end; the updated Long Term Financial Plan will include setting aside $$
for major repairs and maintenance for HVAC, roof replacement, and other basic updates.
2020 Priority Projects:
• Creation of a Long Term Financial Plan (including a CIP with apparatus replacement): was a
significant accomplishment in 2016, including an overall CIP. The departure of Minnetonka
Beach in 2019 and lost revenue, our Long Term Financial Plan and CIP which originally
-14-
extended through 2024, became obsolete. The plan is being updated through year 2030 and
includes revenue, expenses, CIP projects, and pension plan funding.
• In 2020, updating fire apparatus and support vehicles was a priority. We performed a needs
analysis, created a plan, justified our needs, and began implementation of the plan in 2016
(new aerial ladder and rescue truck). We continue to work the plan, with improved $ outlook.
• In 2020, in a key step the Mound Fire Commission and Mound City Council approved a
Bond Sale for a new engine purchase in 2021. This was very good news, as the bond
proceeds amount was $615,000 The specifications and quotes for a new engine is a work in
progress with an order for the new Engine to be placed by June 2021.
• Other large fire apparatus must be replaced soon; therefore requests for major purchases are
on the horizon pending Fire Commission and Mound City Council approval.
Section VI. Challenges for the Future
The Nationwide trends and struggles that many paid -on -call fire departments face today are
related to the lack of volunteer firefighters. The current Volunteer Firefighter Business Model
brings an incredible value to the customers and residents.
It is clear how cost effective the existing volunteer business model is, and should be cultivated
and maintained as long as possible. The following list of challenges is consistent year to year.
• Recruiting, Training, and Retaining Volunteer Firefighters
• Managing the costs associated with hiring and training new staff
• Developing Officers and Leaders, to replace retiring Firefighters and Officers.
• Implementing necessary Firefighter Health, Wellness, and Safety Programs
• Creatively and effectively managing volunteer staff time, and reducing personnel
• Monitoring call types and utilizing staffing models such as our Duty Officer Program.
• Update of Long Term Financial Plan, by updating all revenue and expenses including:
revision of CIP to meet all of the administrative, staffing and operational needs.
• Funding the replacement of Old Apparatus that are critically important:
➢ Heavy Rescue #22 is 31 Years Old: replacement cost of approximately $525,000
➢ Engine #29 is now 18 Years Old: replacement cost of approximately $625,000
• Sharing services (mutual aid or other) among other fire departments and communities to
insure cost effective, efficient, and high quality service.
Section VII. Summary of Accomplishments
• Fire, rescue, and service calls continue to increase. Our staff continues to meet the
challenges of time commitment, hard work, consistent performance, and professionalism.
• Our staff of firefighters and administrative personnel continues to be our most important
asset and is being sustained as a key strong element. Hiring, training, and development of
our staff have been very successful in 2020, and upheld over the long haul.
• Although 31 % of our staff has less than 5 years of service and lack experience, we have
continued to achieve our goal of providing professional level of service at a low cost.
-15-
• Our improved Insurance Services Office Public Protection Classification Rating of 3,
effective April 1, 2020 confirms our high quality level of fire protections services.
• Prudent Budget Management in years past and in 2020 has created a positive year end
fund balance. Grants and donations have been a major success to help lower our costs.
• Duty Officer Program: in 2020, our duty officers responded to a total of 284 calls which
approximately 48% of our calls. This program greatly improves our response times and
efficiency. The Duty Officer program saved and estimated 720 staff hour is the result.
• The Mound Volunteer Fire Department Relief Association Pension Fund is managed well
and the balance of $5,893,052 remains healthy and is a key benefit for our firefighters.
• In 2018, our department raised the bar on Firefighter Health, Wellness and Safety. This
program has made major strides ahead in 2020 in the areas of personal protective
equipment (PPE) for firefighters and new improved safety processes and procedures.
• The COVID 19 Pandemic has presented a new set of difficult challenge that we have met
head on and successfully navigated through in 2020.
2021 Priorities and Focus: Top 5 Priorities
1. Update our Long Term Capital Improvement Plan $$, consider and discuss options for
expediting CIP purchases to improve our fire department operations and safety.
2. Create a new updated 2021 MFD Strategic Business Plan so it correlates with and
supports the (to be updated) 2020 - 2030 Long -Term Budget Forecast and Financial Plan.
3. Continued our focus on developing our entire staff, all of our Officers and Firefighters:
through Recruiting, Hiring, Training, and Retaining Volunteers.
4. Continue our focus on and attention to Firefighter Health, Wellness and Safety Programs
5. Consider Shared Services with other cities and agencies: Fire District
Looking to the future, we anticipate improving our department operations by considering all
options for partnering with Minnetrista, and other lake area fire departments. A fire district
concept would create an expanded fire protection plan, and lead to more efficient use of fire
staff, apparatus, and equipment. In the long term, a fire district would also be a benefit to the
residents of Mound, Minnetrista, Spring Park, St. Bonifacius, Orono, and other communities.
In closing: the cost of fire protection services in Minnesota is disproportionally low as compared
to other U.S. States. In a recent study, Minnesota ranked 48th nationally in fire service costs or
spending per household at a cost of $234 per year. Based upon the 2020 budget, the Mound fire
department cost per household is $193. This low cost confirms that maintaining the volunteer
fire service as long as possible is wise and prudent.
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
7 April 2021
-16-
Mound Fire Department
2020 Activity Report
EMERGENCY CALLS
1111 wo
TOTAL ALL OFFICER
CALLS CALLS CALLS
FIRE/RESCUE CALLS 2020 IN OUR PRIMARY SERVICE AREA 574 538 36
MUTUAL AID CALLS 2020 OUT OF OUR SERVICE AREA 23 23
TOTAL OF ALL FIRE/RESCUE CALLS IN 2020 597 561 36
INCLUDING MUTUAL AID
FIREFIGHTER EMERGENCY HOURS
ALL DUTY
TOTAL CALL OFFICER
HOURS HOURS HOURS
FIRE/RESCUE PERSONNEL HOURS 2020 IN OUR PRIMARY 11,073 11,035 38
SERVICE AREA
MUTUAL AID FIRE/RESCUE PERSONNEL HOURS 2020 657 657
FIRE/RESCUE PERSONNEL HOURS 2020 11,730 11,692 38
INCLUDING MUTUAL AID
FIREFIGHTER HOURS BREAKDOWN
FIRE/RESCUE PERSONNEL HOURS IN 2020 11,730
INCLUDING MUTUAL AID
MAINTENANCE HOURS IN 2020 1,426
TRAINING (IN HOUSE) HOURS IN 2020 2,060
TRAINING (OUTSIDE) HOURS IN 2020 902
MEETING HOURS IN 2020 879
PUBLIC RELATIONS / FIRE PREVENTION 412
TOTAL VOLUNTEER HOURS FOR 2020 17,409
-17-
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Mound Fire Department
2020 Total Calls by City
113 124
15 23
Mound Minnetrista Shorewood Spring Park Mutual Aid Standby
i ❑Calls i
Mound Fire Department
2020 Firefighter Hours by City
6294
-- 2158 2329 �
-- 657
260
32
Mound Minnetrista Shorewood Spring Park Mutual Aid Standby
■Hours
-19-
Mound Fire Department: Activity Level is High!
A fact that might surprise you: over the past 20 years, the Mound Fire callouts ranks in the Top 8-9% of
all fire departments in Minnesota. There are approximately 775 fire departments located in Minnesota,
and in a typical year over 700 of the Minnesota fire departments have less callouts than Mound Fire.
In 2020 the Mound Fire Crews responded to 597 calls for service. It was a busy year for our staff to get
out and help the residents in our community. This is up slightly from our 5-year average of 590 calls.
MOUND FIRE DEPARTMENT 2020 ACTIVITY REPORT
FIRE/RESCUE CALLS IN OUR PRIMARY SERVICE AREA 574
MUTUAL AID CALLS OUT OF OUR SERVICE AREA 23
TOTAL OF ALL FIRE/RESCUE CALLOUTS IN 2020 597
TOTAL OF ALL FIRE/RESCUE STAFF HOURS IN 2020 11,730
COVID-19 Impact on Fire Department Costs: the pandemic has had a financial impact on the Mound
Fire Department. Since the beginning of the pandemic in early 2020, numerous hours were spent
researching, training and implementing new protocols. The increased costs were due to added training
sessions, purchasing Personal Protective Equipment (PPE), and changing response protocols on all types
of fire and rescue calls.
Firefighter response hours increased 2,374 hours in 2020. We also lost a total of 210 personnel days
due to firefighters contracting Covid-19, or required quarantining from a Covid-19 exposure. All of these
factors added approximately $75,400 of unexpected expenses in 2020.
-20-
Summary of Fire and Rescue Calls
2020 vs 2019
YEAR I TOTAL CALLS ' TOTAL HOURS
2020
2019
Increase
_in 2020
597
558
+39
11,730
91356
+$2,374
2415 Wilshire Boulevard
Mound, MN 55364
Main: 952.472.3555
Fax: 952,472.3775
www.moundfire.com
AVG HRS PER
CALL
20.82
17.58
+3.24
j:\admin\fire commission\summary of fire calls from January 1 through november 30th.docx
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MOUND FIRE DEPARTMENT
Years of Service List
START
Rank
No. NAME
DATE EQUIP. #
Yrs Svc
Chief 1
1 GREG
PEDERSON
2/3/1975
18
Over 20 years
45.91
Asst. Chief 2
2 GREG
PALM
4/l/2013
15
(Return to Svc)
36.67
Captain 11
3 TIM
PALM
10/3/2015
17
(Return to Svc)
31.25
4 EDDIE
VANECEK
3/6/2017
34
(Return to Svc)
28.99
5 BOB
CRAWFORD
11/6/2017
6
(Return to Svc)
25.93
Asst. Chief 4
6 MATT
JAKUBIK
11/17/1997
37
23.12
7 DARREN
POIKONEN
2/19/2021
30
(Return to Svc)
21.54
8 STEVEN
HENKELS
9/10/2001
2
15 - 20
years
19.31
Asst. Chief 3
9 MIKE
MCCARVILLE
1/6/2003
35
17.99
10 MIKE
FOLEY
5/10/2004
16
16.64
Lieut. 12
11 PAUL
JOLICOEUR
5/10/2004
39
16.64
Lieut. 14
12 JASON
RICE
7/26/2004
42
16.43
Asst Chief 5
13 ANDY
DRILLING
5/20/2006
25
10-1
years
14.62
Dep. Fire Marsl
14 BEN
FOSTER
5/20/2006
29
14.62
Captain 15
15 BEN
GOTTSCHALK
5/20/2006
26
14.62
Captain 14
16 BRYAN
GORMAN
11/5/2007
21
13.16
17 MATT
MORRIS
11/5/2007
44
13.16
18 AARON
CRANDALL
10/5/2009
8
IV
11.24
19 SHAWN
HAYES
10/5/2009
38
11.24
20 JEFFREY
BRYCE
3/21/2011
46
5 - 10
years
9.78
Lieut. 11
21 NICK
FARLEY
3/4/2013
52
7.83
22 DANNY
GRADY
3/4/2013
47
7.83
Captian 12
23 CHRIS
HEITZ
3/4/2013
48
7.83
24 DANIEL
PATTERSON
3/4/2013
51
7.83
25 JEFF
OTTENBREIT
7/21/2014
53
6.45
Lieut. 16
26 TANNER
PALM
10/5/2020
54
6.22
Lieut. 15
27 DAN
BERENT
10/3/2015
55
5.25
28 MICHAEL
CATTON
10/3/2015
57
5.25
29 CARTER
PALM
10/3/2015
58
5.25
30 MATT
LINDER
4/4/2016
60
Under
5 years
4.74
31 RYAN
DE VEREAUX
9/12/2016
61
4.30
32 DOUG
GAWTRY
9/12/2016
62
4.30
33 ALEX
ERICKSON
3/25/2017
63
3.77
34 BRENT
KNUTSON
3/25/2017
64
3.77
35 JOEY
BLACKSTONE
12/4/2017
67
3.08
36 TREVOR
WOYTCKE
11/5/2018
68
2.16
37 TRAVIS
POUNDER
8/31/2019
69
1.34
38 JC
MORALES
11/18/2019
66
1.12
39 DEREK
BEININGEN
2/3/2020
70
0.91
40 RYAN
MAHONEY
3/2/2020
71
0.84
41 SAUL
CALDERON
10/5/2020
72
0.24
42 MICHAEL
JABS
10/5/2020
73
0.24
*Years of service is as of:
1/1/2021
Updated 02/19/2021
JAadmin\Administration, Staffing,
OrganizationWctive Fni2ignation\Seniority List - Current
MOUND FIRE DEPARTMENT
2021- Firefighter General Information and Job Requirements
✓ The Department responds to 550 - 600 Fire / Rescue Calls Annually
✓ Firefighters must respond to a minimum of 33% of Calls for each quarterly (3) month period. This
amounts to 175-200 calls per year minimum.
✓ Firefighters must attend in-house Training Drills per month (2 or 3 minimum per month on Monday
night); however you are allowed to miss CLLonc per qLial ter.
✓ Firefighters must attend (1) one General Business meeting per month (1st Monday of month), can
miss (1) one per quarter
✓ Firefighters must attend (1) one Station and Truck Maintenance every (5) weeks, typically on
Saturday morning. Must work a minimum of (6) hours of maintenance per quarter.
✓ Firefighters must work at annual Fish Fry and Dance. One entire weekend and 3 - 4 nights are
necessary in May to sell Tickets.
✓ Firefighters must pass our Firefighter Based Physical Agility Test (initial and annually)
✓ Must Complete Firefighter I and II Training, Basic HazMat, and 1st Responder (EMR) within the 1st
12-15 Months of employment.
✓ Firefighters must perform to department job performance standards and successfully complete the
(1) One Year Probationary Period
✓ Firefighters must live within Fire Service Coverage Area
✓ Also, firefighters must attend Miscellaneous Schools, Conferences, Etc. as necessary to meet
Certification and Training requirements.
Em to ee Benefits
✓ Pride and Ownership of belonging to a 1st Class Organization, new job skills learned, and the benefit
of helping others within your community.
✓ Firefighters do get paid and earn wages for fire response, training, and maintenance. Our firefighters
are considered Paid -on -Call and get paid two times per year (May and December).
✓ Comradery and Friendship with about 40 other firefighters!
✓ We have an excellent Retirement - Pension Plan for our firefighters which pays pension benefits
after 10 years of service and up to 30 years of service. Current
✓ Example of benefits would be: a 20 year retiree at the age of 50 years receives a Lump Sum Payout
of $117, 280.
-29-
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Contact Greg Pederson
Telephone 952-472-3555
Fax 952-472-3775
Email moundfire@moundfire.com
Website Moundfirel.com
FOR IMMEDIATE RELEASE
August 13, 2020
MOUND FIRE AWWARDED FEDERAL GRANT OF $151,758
Mound, MN, August 13, 2020: On July 31, 2020 the Mound Fire Department was awarded a federal
grant of $151,758 from U.S. Department of Homeland Security and the FEMA Assistance to Firefighters
Grant (AFG) program. The AFG grant program is federally funded with goals to improve fire department
operations, with a focus on firefighter Health and Safety.
This grant will fund the purchase of 22 new Self -Contained Breathing Apparatus (SCBA) units. SCBA
are the air tanks and masks that firefighters wear when entering a hazardous or smoke filled environment.
This AFG Grant allows us to replace all of our old -obsolete SCBA units that are now 17 years old. The
new equipment will be a substantial upgrade to meet the up-to-date National Fire Protection Association
(NFPA) Safety Standards (our existing SCBA units are non -compliant and considered to be obsolete).
This grant award is very exciting news for our dedicated staff of 40. The primary benefactor of this grant
will be the Mound firefighters. Nonetheless, the impact of this grant does not stop with our firefighters, or
the 15,840 residents we serve, and $2.60 billion in property values we protect.
The grant program requires and 5% match, therefore the fire department budget must contribute $7,587
which is a relatively small amount of the entire project cost of $159,346, Our administrative staff is proud
of our achievements with regard to grant awards. Over the past 7 years our fire department has added
$515,449.20 in revenue through donations, fund raising efforts and grants.
If you would like more information or details about this topic, please contact Greg Pederson at 952-472-
3555 or email at moundfire@moundfire.com,
Attachment: SCBA images
-32-
MOUND FIRE DEPARTMENT
AFG Grant for SCBA
FEMA GRANT REQUEST $163,044.54
MFD ADD -ON OPTIONS $8,851.18
SCBA PROJECT TOTAL $171,895.72
AFG AWARD TOTAL $1510,758.10
MFD BALANCE $20,137.62
2020 SAVINGS
Annual Flow Test and Mask Fit Included in Purchase Price
Annual SCBA Flow Test
Annual SCBA Mask Fit Test
Hydro Testing
NET 2020 BUDGET COST
2020 SCBA Lease to Own Budgeted Amount
2021-2026 SCBA Lease to Own Budgeted Amount
Budget impact over 5 years
$2,000.00
$900.00
$1, 300.00
$4,200.00
$15,937.62
$20,844.00
$31,200.00
156.000.00
J:\adman\Grants\AFG\FEMA AFG Grant 2019\Cost to Purchase & Cost Savings
-33-
Mound Fire Department
February 2004
Strategic Plan for Successful Fire Operations
Purpose: The Mound Fire department must have a Short Term and Long Term strategy
for continued successful and efficient operations. The strategic plan for successful
operations must include a wide range of diverse services, plus maintain a cost effective
and reasonable budget. Our goal is to provide the highest level of emergency response
and customer service to our residents. The strategy must include a well thought out
comprehensive plan that assures the highest level of public safety services to our
communities.
Scope: The strategic plan for continued successful operations must consider the service
requirements of our current customers, plus be comprehensive enough to envision growth
and future needs associated with changing community dynamics. The plan must focus on
and consider the critical necessary resources to support the ever changing fire service
operations. These key critical recourses would include people, equipment, facilities,
supplies, and financial support.
Key elements: The critical components of any fire department are quite simple and basic.
Take away any of the three basic components and the operation will not succeed. Even
though all three components are critical, the priority of importance is as follows:
1. Personnel/People:
• Personnel - numbers, location, and time of availability
• Adequately trained and diverse firefighters
• Well trained officers
■ Firefighter commitment
2. Equipment and Supplies:
• Apparatus — trucks, boats, trailers, etc.
• Firefighter turnout gear and safety equipment
• Basic tools and equipment of all types (i.e. fire hose)
• Specialized tools and equipment (i.e. extrication tools, water rescue suits)
• Supplies to support all operations including: fire, hazmat, rescue, etc.
3. Facilities:
• Response facilities to store apparatus, equipment and supplies
• Training facilities for firefighter training and education
• Maintenance facilities for maintaining and cleaning everything
• Centralized facilities for efficient response times
• Additional or support facilities for large scale events and emergencies
GSP
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MOUND FIRE DEPARTMENT
Apparatus Replacement Plan
Replacement
Priority
Priority
Unit #
Year Make Model
Cost/Price
L.sl. Value
Replacement Cost
Year
Age
Rank
Urgency
24
1995
Freightliner - Pumper
$
315,000.00
$
12,000.00
$
675,000.00
2021
25
1
High
22
1990
E-ONE Heavy Rescue Equip
$
203,085.00
$
28,000,00
$
525,000.00
2023
30
2
High
33
1986
Chev 1T 4x4 Grass Rig
$
45,000.00
$
3,000.00
$
42,000.00
2020
34
3
High
39
2010
Chevrolet Tahoe Chief SUV
$
29,622.55
$
12,500.00
$
46,000,00
2021
10
4
High
42
2013
Chevrolet Tahoe Duty SUV
$
40,1 12.00
$
22,000.00
$
48,000.00
2024
7
5
Medium
29
2002
Typhoon E-ONE - Pumper
$
266,500.00
$
58,000.00
$
675,000 00
2026
18
6
Medium
28
2001
19' Silver Wolf Fire Boat
$
44,806.68
$
12,000.00
$
47,000.00
2026
19
7
Medium
28T
2000
King Boat Trailer
$
2,000.00
$
1,500.00
$
3,200,00
2026
20
7
Medium
37T
2009
Trailer for Polaris
$
1,800.00
$
1,400.00
$
2,100.00
2030
11
8
Traded -In TRADED 12-2020
37
2009
Polaris Ranger 6 x 6
$
12,000.00
$
5,800.00
$
15,000.00
2030
11
8
Traded -In TRADED 12-2020
38
2009
Zodiac I I' C340 15 LIP
$
1,800.00
$
1,100,00
$
2,000.00
2025
11
9
Low
38T
2009
Trailer for Zodiac
$
750.00
$
300.00
$
800.00
2025
11
9
Low
30
2003
Pace American Trailer
$
40,000.00
$
22,000.00
$
22,000.00
2028
17
10
Medium
35
2007
Freightliner Tanker/Pumper
$
167,500.00
$
56,000.00
$
215,000.00
2032
13
11
Medium
40
2010
FreightlinerTanker/Pumper
$
228,725.00
$
85,000.00
$
368,000.00
2035
10
12
Medium
43
2016
Chevrolet Suburban - Rescue
$
42,451.39
$
38,500.00
$
84,000.00
2031
4
13
Low
44
2016
E-One HP79 - Aerial Ladder
$
731,000.00
$
610,000.00
$
915,000.00
2036
4
14
Low
45
2018
GMC Sierra 350 4WD Crew Cab Pickup
$
37,462.00
$
44,000.00
$
65,000,00
2036
2
15
Low
26
1999
Ford F250 Pickup - Utility
$
24,834,00
$
4,200.00
$
42,000.00
2020
21
Sell
41
2010
Hauhnark Command Trailer
$
2,600.00
$
2,100.00
$
2,800.00
2030
10
N/A
SOLD SOLD 11_2020
46
2021
Polaris Ranger North Star w/Pump
$
36,000.00
$
36,000.00
$
36,000 00
2021
-1
NEW
NEW
Total:
$
2.273,4148.62
$
1,055,400.00
3
3,830,900.011
1. It is recommended that apparatus more then 15 years old that have been properly maintained and that are
IMPORTANT NOTES: PER NFPA 1901 still in serviceable condition be placed in reserve status.
STANDARD FOR AUTOMOTIVE FIRE 2. Apparatus that were not manufactured to be the applicable NFPA fire apparatus standards or that are over
APPARATUS: 25 years old should be replaced.
17 1981
Stu phen M4TS-100 Aerial Ladder
$
250,000.00
$ 6,000.00
$ 735,000.00
N/A
SOLD
2016
18 1985
Ford - Pumper
$
250,000.00
$ 5,000.00
$ 465,000.00
N/A
SOLD
2015
34 1998
Ford 1T Truck EMS Rescue
$
55,000.00
$ 12,000.00
$ 48,000.00
N/A
SOLD
2016
12-09-2020
EAMPD Budget and Capital Improvment Plan 202d23&icle Replacement Plans R2 Updated 12 09 2020
2415 Wilshire Boulevard
Mound, MN 55364
Main:952.472,3555
Fax: 952.472.3775
www.moundfire.com
September 2, 2020
TO: Mayor Ray Salazar
Mound City Councilors
City Manager Eric Hoversten
FROM: Fire Chief Gregory S. Pederson
SUBJECT: Engine -Pumper Apparatus Purchase FY-2021
On July 22, 2020 the MOLmd Fire Commission Board approved the 2021 fire department budget
which included a comprehensive Capital Improvement Plan (CIP). Included in the CIP is the
purchase of new Engine -Pumper truck which will replace our 25 year old Engine #24. Engine
#24 is a t995 Freightliner 1500 gpm pumper truck and is overdue for replacement.
Engine -Pumper trucks are absolutely essential to our fire suppression efforts in all types of fires,
primarily in commercial or residential structures. This new truck would become our "I" Out
Engine" on fire related callouts which amounts to more than 100 responses per year. These types
of trucks are expensive but have a relatively long life span of approximately 15-20 years.
Justification and Comments:
1995 Freightliner,En ine Pumper 1500GPM
Currently cate od eed as a back -tip truck due to age
Elves ands onl. 25 times per year (out the door)
Re air costs $36,569.97 over the past 6 t/z Years
Non -Compliant to NFPA 1901 Apparatus Standards
Truck is old design - not operationally versatile
2021 New En 'ne Pum er 1500 GPM
Becomes our prima v 1st out En ine-Pum er
Will respond often at 100 + times per year
With warrant - repair costs will be minimal
100% NFPA Compliant — for O erationslSafe
New design concepts greatly im rove versatili
This memo is requesting approval to proceed with the bond sale to support the purchase of the
new Engine -Pumper in FY 2021. The budgeted cost for a new Engine -Pumper truck is $675,000,
with a bond sale amount of $600,000 and remainder for funds to come from fire reserve account.
The need to replace the old obsolete truck is easily justified based upon its age, extensive repair
history, and non-compliance when it comes to the National Fire Protection 1901 Standards for
Automotive Fire Apparatus.
-37-
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pE-ONE INTRODUCES NEW 2020 CYCLONE® CAB
DESIGN BASED ON VOICE OF THE CUSTOMER
i1. A ANC. �FOUR
Special thanks to Fire Chief Mike Scott and the Eagan Fire Departmentl
Excellent visability for driver and
crew.
27 inches between door and
engine for both driver and officer.
The new cab is 100 inches wide.
4i I�
New vertical pull down handles
on cab doors.
The new rugged dash features a
redesigned center console area.
External compartments for
bunker gear and SCBA storage.
-39-
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MOUND FIRE GRASS RIG REPLACEMENT PROJECT 2020/2021
Polaris Ranger UTV Subtotal $ 26,669.00
Trade in of current 6 x 6 (7,250.00)
Trade in of current aluminum trailer 1750.00
Net Price of Polaris Ranger $ 17,669.00
Additional Equipment Required
RKO Fire Pump to fit Polaris $ 12,900.00
Emergency Lighting / Siren $ 3,445.00
Graphics $ 500.00
TOTAL PROJECT COST $ 34,514.00
j:\admin\fire commission\mound fire grass rig replacement project 2020.docx
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MOUND FIRE DEPARTMENT
AFG Grant for SCBA
FEMA GRANT REQUEST $163,044.54
MFD ADD -ON OPTIONS $8,851.18
SCBA PROJECT TOTAL $171,895.72
AFG AWARD TOTAL $151,758.10
MFD BALANCE $20,137.62
2021-2026 SCBA Lease to Own Budgeted Amount
Due to Grant Award, $31,200 not required
$31,200.00
J:\admin\Grants\AFG\FEMA AFG Gra44P]9\Cost to Purchase & Cost Savings
The MSA G1 SCBA stands out from the crowd.
1.FACEPIECE L 'I
• Open port design with cross -contamination
protection
• Comfortable and easy to use, with low
breathing resistance on and off air t
• Zero electronics, reducing weight,
snag hazards and cost
2.CONTROL 4
• Integrated Thermal Imaging Camera (TIC) -
allows firefighter to see within dark,
smoke -filled environments
• Five user -selectable palettes-
10+additional programmable palettes
available via MSA A2 Software
• Compatible with all G1 SCBA via simple
field upgrade
• Control module provides both color , 5
LCD and analog displays
• Display automatically turns on when control
module Is Ilfted Into viewing position ;
• No matter which button Is pressed, necessary
Information displays
• Improved visibility through buddylights
3. SITUATIONAL AWARENESS
• Wide field of view through the G1 Faceplece
• Seven three -stage buddy lights providing
360-degree visibility of pressure status
• Highly reflective material on
shoulder straps and cylinder band 7
• Optional Integrated TIC provides visibility
when it Is needed most
4. INFORMATION
• HUD provides more Information than ever
before and can be customized to meet your
SOP; cylinder pressure, battery status,
evacuation (optional), and so much more
W
S. COMMUNICATIONS
Loud and clear communications ME
are included with every G1 SCBAIntelligently removes background andInhalation noise, helping your commands
to be heard
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MSA
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The Safety Company
6. COMFORT
• Swiveling, adjustable lumbar pad properly
positions SCBA weight
• Improved comfort, balance, fit
7. MSA GI 5500 SCBA
Staying at the forefront of safety means
constantly evolving to meet the ever -changing
demands you face each day on the Jab. Helping
meet these demands MSA's tried -and -trusted
61 SCBA now comes available In a 5500 pslg
operating system. The MSA GI offers our lowest
profile, most comfortable, streamlined,
balanced and configurable SCBA with the
lightest weight 5500 psl cylinders on the
,.
markettoday
a. POWER
y 4-
Single power source
• Uses alkaline or rechargeable battery
' w
Eliminates the need to maintain multiple
battery sizes or multiple battery locations
�l <
Low cost of ownership
9. READY FOR THE FUTURE
r l
Bluetooth connectivity, RFID, Near Field
Communication (NFC), Long-range radio
• Quickly update the G1 SCBA with
the latest advancements through Bluetooth
technology, ensuring the SCBA you buy today
can easily adapt to meet your needs far Into
the future
j
10, BUILT JUST FORYOU
• Control module and HUD display required
Information; easily custor Ized to meet your
existing standard operating procedure
• Modular designs allows for
quick component change
5
MSAFire.com A
MEM