HomeMy WebLinkAbout2015 11-09 City Council Meeting PacketAGENDA
MAPLEWOOD CITY COUNCIL
7:00 P.M. Monday, November 9, 2015
City Hall, Council Chambers
Meeting No. 21-15
A. CALL TO ORDER
B. PLEDGE OF ALLEGIANCE
C. ROLL CALL
Mayor’s Address on Protocol:
“Welcome to the meeting of the Maplewood City Council. It is our desire to keep all
discussions civil as we work through difficult issues tonight. If you are here for a Public
Hearing or to address the City Council, please familiarize yourself with the Policies and
Procedures and Rules of Civility, which are located near the entrance. Sign in with the
City Clerk before addressing the council. At the podium please state your name and
address clearly for the record. All comments/questions shall be posed to the Mayor and
Council. The Mayor will then direct staff, as appropriate, to answer questions or respond
to comments.”
D. APPROVAL OF AGENDA
E. APPROVAL OF MINUTES
1. Approval of October 26, 2015 City Council Workshop Minutes
2. Approval of October 26, 2015 City Council Meeting Minutes
3. Approval of November 2, 2015 City Council Workshop Minutes
F. APPOINTMENTS AND PRESENTATIONS
1. Presentation of Special Commendation Award to Commander Michael Shortreed for His
Commitment and Dedication to Minnesota Special Olympics on Behalf of the Maplewood
Police Department – No Report
2. Presentation of Transportation Advocate Award to Mayor Nora Slawik
G. CONSENT AGENDA – Items on the Consent Agenda are considered routine and non-
controversial and are approved by one motion of the council. If a councilmember requests
additional information or wants to make a comment regarding an item, the vote should be held
until the questions or comments are made then the single vote should be taken. If a
councilmember objects to an item it should be removed and acted upon as a separate item.
1. Approval of Claims
2. Approval of Resolution Certifying Special Assessments for Unpaid Ambulance Bills
3. Approval of Resolution Certifying Special Assessments for Unpaid Miscellaneous Charges
4. Approval of Resolution Certifying Special Assessments for Unpaid Trash Bills
H. PUBLIC HEARINGS
None
I. UNFINISHED BUSINESS
None
J. NEW BUSINESS
1. Consider Approval of Resolution for a Lawful Gambling Premise Permit for White Bear Lake
Hockey Association at McCarron’s Pub & Grill, 1986 Rice Street
Sign language interpreters for hearing impaired persons are available for public hearings upon request.
The request for this must be made at least 96 hours in advance. Please call the Cit y Clerk’s Office at
651.249.2000 to make arrangements. Assisted Listening Devices are also available. Please check with the City
Clerk for availability.
RULES OF CIVILITY FOR THE CITY COUNCIL, BOARDS, COMMISSIONS AND OUR COMMUNITY
Following are rules of civility the City of Maplewood expects of everyone appearing at Council Meetings -
elected officials, staff and citizens. It is hoped that by following these simple rules, everyone’s opinions can be
heard and understood in a reasonable manner. We appreciate the fact that when appearing at Council meetings,
it is understood that everyone will follow these principles:
Speak only for yourself, not for other council members or citizens - unless specifically tasked by your
colleagues to speak for the group or for citizens in the form of a petition.
Show respect during comments and/or discussions, listen actively and do not interrupt or talk amongst
each other.
Be respectful of the process, keeping order and decorum. Do not be critical of council mem bers, staff or
others in public.
Be respectful of each other’s time keeping remarks brief, to the point and non-repetitive.
2. Annual Currency Exchange License Renewal for EZ Cash Maplewood LLC, 3035 W hite
Bear Avenue - §53A.04 Approval or Denial of Application
3. Approval of the Resolution Canvassing the Results of the November 3, 2015 Municipal
General Election
4. Consider Resolution Accepting Feasibility Study, Authorizing Preparation of Plans &
Specifications, and Calling for Public Hearing, Lakewood/Sterling Area Street
Improvements, City Project 15-11
5. Consider Resolution Accepting Feasibility Study, Authorizing Preparation of Plans &
Specifications, and Calling for Public Hearing, Beebe Road Street Improvements, City
Project 13-10
6. Consider Options and Alternatives Regarding City Prosecution Contract with Campbell-
Knutson
7. Consider Approval of City of Maplewood Strategic Plan
K. AWARD OF BIDS
None
L. VISITOR PRESENTATIONS – All presentations have a limit of 3 minutes.
M. ADMINISTRATIVE PRESENTATIONS
1. Council Calendar Update
N. COUNCIL PRESENTATIONS
O. ADJOURNMENT
E1
October 26, 2015
City Council Workshop Minutes 1
MINUTES
MAPLEWOOD CITY COUNCIL
MANAGER WORKSHOP
5:30 P.M. Monday, October 26, 2015
Council Chambers, City Hall
A. CALL TO ORDER
A meeting of the City Council was held in the City Hall Council Chambers and was called
to order at 5:33 p.m. by Mayor Slawik.
B. ROLL CALL
Nora Slawik, Mayor Present
Marylee Abrams, Councilmember Absent
Robert Cardinal, Councilmember Present
Kathleen Juenemann, Councilmember Present
Marvin Koppen, Councilmember Present
C. APPROVAL OF AGENDA
Councilmember Cardinal moved to approve the agenda as submitted.
Seconded by Councilmember Koppen Ayes – All
The motion passed.
D. UNFINISHED BUSINESS
None
E. NEW BUSINESS
1. MCC/YMCA Partnership Update Discussion
Parks & Recreation Konewko gave the staff report. Shane Hoefer, Executive Director of
the White Bear Lake Area YMCA and Susannah Peterson, YMCA Program Executive at
the Maplewood Community Center were present to give additional information and
answer questions of the council.
2. 2016 Proposed Citizen Services Budget
City Clerk/Citizen Services Director Haag gave the staff report and answered questions
of the council.
3. 2016 Proposed Parks & Recreation Budget
Parks & Recreation Director Konewko gave the staff report and answered questions of
the council.
F. ADJOURNMENT
Mayor Slawik adjourned the meeting at 7:05 p.m.
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October 26, 2015
City Council Meeting Minutes 1
MINUTES
MAPLEWOOD CITY COUNCIL
7:00 p.m., Monday, October 26, 2015
Council Chambers, City Hall
Meeting No. 20-15
A. CALL TO ORDER
A meeting of the City Council was held in the City Hall Council Chambers and was called
to order at 7:10 p.m. by Mayor Slawik.
B. PLEDGE OF ALLEGIANCE
Miea Hernandez a student at Cretin-Durham Hall was present for a government class
and led the council in the pledge of allegiance.
C. ROLL CALL
Nora Slawik, Mayor Present
Marylee Abrams, Councilmember Absent
Robert Cardinal, Councilmember Present
Kathleen Juenemann, Councilmember Present
Marvin Koppen, Councilmember Present
D. APPROVAL OF AGENDA
The following items were added to the agenda:
M1 City Hall Landscaping
M2 League of Women Voters Meeting – John Choir Presentation
M3 Cable TV
M4 Gateway Corridor
Councilmember Juenemann moved to approve the agenda as amended.
Seconded by Councilmember Koppen Ayes – All
The motion passed.
E. APPROVAL OF MINUTES
1. Approval of October 12, 2015 City Council Workshop Minutes
Councilmember Juenemann moved to approve the October 12, 2015 City Council
Workshop Minutes as submitted.
Seconded by Councilmember Koppen Ayes – All
The motion passed.
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October 26, 2015
City Council Meeting Minutes 2
2. Approval of October 12, 2015 City Council Meeting Minutes
Councilmember Cardinal moved to approve the October 12, 2015 City Council Meeting
Minutes submitted.
Seconded by Councilmember Juenemann Ayes – All
The motion passed.
3. Approval of October 19, 2015 City Council Workshop Minutes
Councilmember Cardinal moved to approve the October 12, 2015 City Council
Workshop Minutes as submitted.
Seconded by Councilmember Juenemann Ayes – All
The motion passed.
F. APPOINTMENTS AND PRESENTATIONS
1. Approval of a Resolution of Appreciation for Deborah Fideldy,
Environmental and Natural Resources Commissioner
Councilmember Juenemann moved to approve the Resolution of Appreciation for
Deborah Fideldy, Environmental and Natural Resources Commissioner.
Resolution 15-8-1266
RESOLUTION OF APPRECIATION
WHEREAS, Deborah Fideldy has been a member of the Maplewood
Environmental and Natural Resources Commission for one year and eleven months,
serving from November 14, 2013 to September 21, 2015. Ms. Fideldy has served
faithfully in those capacities; and
WHEREAS, the Environmental and Natural Resources Commission has
appreciated her experience, insights and good judgment; and
WHEREAS, Ms. Fideldy has freely given of her time and energy, without
compensation, for the betterment of the City of Maplewood; and
WHEREAS, Ms. Fideldy has shown dedication to her duties and has consistently
contributed her leadership and efforts for the benefit of the City.
NOW, THEREFORE, IT IS HEREBY RESOLVED for and on behalf of the City of
Maplewood, Minnesota, and its citizens that Deborah Fideldy is hereby extended our
gratitude and appreciation for her dedicated service.
Seconded by Councilmember Koppen Ayes – All
The motion passed.
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G. CONSENT AGENDA
Councilmember Juenemann moved to approve consent agenda items G1-G8.
Seconded by Councilmember Koppen Ayes – All
The motion passed.
1. Approval of Claims
Councilmember Juenemann moved to approve the Approval of Claims.
ACCOUNTS PAYABLE:
$ 644,554.67 Checks # 95908 thru # 95945
dated 10/08/15 thru 10/13/15
$ 535,463.48 Disbursements via debits to checking account
dated 10/05/15 thru 10/09/15
$ 175,031.86 Checks #95946 thru #95990
dated 10/20/15
$ 400,436.57 Disbursements via debits to checking account
dated 10/13/15 thru 10/16/15
$ 1,755,486.58 Total Accounts Payable
PAYROLL
$ 512,417.07 Payroll Checks and Direct Deposits dated 10/09/15
$ 1,151.53 Payroll Deduction check # 99101865 thru #99101866 dated 10/09/15
$ 513,568.60 Total Payroll
$ 2,269,055.18 GRAND TOTAL
Seconded by Councilmember Koppen Ayes – All
The motion passed.
2. Approval of 2015 Budget Adjustments for Debt Service Funds
Councilmember Juenemann moved to approve the Finance Director to make all entries
necessary to account for the budget adjustments as outlined in the staff report.
Seconded by Councilmember Koppen Ayes – All
The motion passed.
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3. Approval to Close Debt Service Funds
Councilmember Juenemann moved to approve the Finance Director to make all entries
necessary to account for the transfers and to move any remaining balance sheet
accounts to the new funds as outlined in the staff report.
Seconded by Councilmember Koppen Ayes – All
The motion passed.
4. Approval of Annual Maplewood Historical Society Payment
Councilmember Juenemann moved to approve the Annual Payment of $2,000 to the
Maplewood Historical Society.
Seconded by Councilmember Koppen Ayes – All
The motion passed.
5. Approval of Tax Base Revitalization Account Grant Agreement for Villages
at Frost and English
Councilmember Juenemann moved to approve the mayor and city manager to sign and
execute the grant agreement between the City of Maplewood and Metropolitan Council.
Seconded by Councilmember Koppen Ayes – All
The motion passed.
6. Approval of the 2016 SCORE Funding Grant Application
Councilmember Juenemann moved to approve the submittal of the 2016 SCORE
Funding Grant Application to Ramsey County.
Seconded by Councilmember Koppen Ayes – All
The motion passed.
7. Approval of a Temporary Lawful Gambling – Local Permit for the Church of
the Presentation of the Blessed Virgin Mary
Councilmember Juenemann moved to approve the Lawful Gambling – Local Permit for
the Church of the Presentation of the Blessed Virgin Mary’s Turkey Bingo Night on
November 21, 2015 at 1725 Kennard Street, Maplewood; and acknowledge the
Application for Exempt Permit and waive any objection to the timeliness of said permit,
as governed by MN Statute §349.166.
Seconded by Councilmember Koppen Ayes – All
The motion passed.
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8. Approval of Resolution Directing Modification of Existing Construction
Contract, Change Order No. 1, County Road B Trail and Safety
Improvements, City Project 14-02
Councilmember Juenemann moved to approve the Resolution Directing Modification of
Existing Construction Contract, Change Order No. 1, for the County Road B Trail and
Safety Improvements, City Project 14-02.
Resolution 15-8-1267
Directing Modification of Existing Construction Contract
County Road B Trail and Safety Improvements, City Project 14-02
WHEREAS, the City Council of Maplewood, Minnesota has heretofore ordered
made Improvements Project 14-02, County Road B Trail and Safety Improvements, and
has let a construction contract pursuant to Minnesota Statutes, Chapter 429, and
WHEREAS, it is now necessary and expedient that said contract be modified and
designated as Improvement Project 14-02, Change Order No. 1.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF
MAPLEWOOD, MINNESOTA, that:
1. The Mayor and City Engineer are hereby authorized and directed to
modify the existing contract by executing said Change Order No. 1 which is an increase
of $25,859.20.
The revised contract amount is $1,060,805.60.
Seconded by Councilmember Koppen Ayes – All
The motion passed.
H. PUBLIC HEARING
None
I. UNFINISHED BUSINESS
None
J. NEW BUSINESS
1. Consider Approval of Fitness Pods Around Wicklander Pond
Parks Manager Taylor gave the staff report and answered questions of the council.
Councilmember Cardinal moved to approve the fitness pod concept and authorize staff
to go out and solicit sponsorships to help pay for the project; and authorize the Finance
Director to set up a budget for this project for the total of $34,050, the City’s contribution
will be paid for out of the Park Development Fund.
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Seconded by Councilmember Juenemann Ayes – All
The motion passed.
2. Consider Approval of Resolution Adopting 2016 Rates for Utilities
Finance Director Bauman gave the staff report and answered questions of the council.
Councilmember Juenemann moved to approve the resolution authorizing the utility rates
for 2016.
Resolution 15-8-1268
Adoption of the 2016 Rates for Utilities:
Environmental Utility (Storm Water)
Water Surcharge (St Paul)
Recycling
WHEREAS, the City of Maplewood has established utility rates, and
WHEREAS, city staff has reviewed the utility rates.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF
MAPLEWOOD, MINNESOTA, that:
1. The updated Environmental Utility Fund rates with a 3% increase shall become
effective beginning January 1, 2016, with quarterly rates set at $23.10 ($7.70 per month).
2. The updated water surcharge rates for the St. Paul Water District shall become
effective beginning January 1, 2016, with fees set as follows:
7.0% of the St. Paul water charge.
3. The updated recycling fees with a 7.5% increase shall become effective beginning
January 1, 2016, with fees set as follows:
$3.26 per account per month for multi-family units
$9.78 per account per quarter for single-family residents
4. The updated utility rates are approved for all related services received on or after
January 1, 2016.
5. The rates shown will be reviewed by staff on an annual basis with
recommendations for revisions brought to the city council for consideration.
Seconded by Councilmember Koppen Ayes – All
The motion passed.
K. AWARD OF BIDS
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None
L. VISITOR PRESENTATION
1. Dave Johnson, Maplewood Resident
2. John Wykoff, Maplewood Resident
3. Tim Kinley, Maplewood Resident
4. Bob Zick, North St. Paul Resident
M. ADMINISTRATIVE PRESENTATIONS
1. Council Calendar Update
City Manager Coleman gave the update to the council calendar.
N. COUNCIL PRESENTATIONS
1. City Hall Landscaping
Councilmember Juenemann reported on the updated landscaping at City Hall.
2. League of Women Voters – Presentation by Ramsey County Attorney John
Choi
Councilmember Juenemann reported that Ramsey County Attorney John Choi gave a
presentation to the League of Women Voters on October 13, 2015. His presentation
featured an innovative project he has spearheaded, the Ramsey County Joint Domestic
Abuse Prosecution Enhancement Project.
3. Cable TV
Councilmember Juenemann reported on the calls she has been receiving regarding
changing cable providers from Comcast to Century Link.
4. Gateway Corridor
Mayor Slawik gave an update on Gateway Corridor.
O. ADJOURNMENT
Mayor Slawik adjourned the meeting at 8:02 p.m.
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November 2, 2015
City Council Workshop Minutes 1
MINUTES
MAPLEWOOD CITY COUNCIL
MANAGER WORKSHOP
5:00 P.M. Monday, November 2, 2015
Council Chambers, City Hall
A. CALL TO ORDER
A meeting of the City Council was held in the City Hall Council Chambers and was called
to order at 5:02 p.m. by Mayor Slawik.
B. ROLL CALL
Nora Slawik, Mayor Present
Marylee Abrams, Councilmember Present
Robert Cardinal, Councilmember Present
Kathleen Juenemann, Councilmember Present
Marvin Koppen, Councilmember Present
C. APPROVAL OF AGENDA
Councilmember Abrams moved to approve the agenda as submitted.
Seconded by Councilmember Cardinal Ayes – All
The motion passed.
D. UNFINISHED BUSINESS
None
E. NEW BUSINESS
1. 2016 Proposed Budget Presentations
a. Public Works
b. Information Technology
c. Police Department
City Engineer/Public Works Director Thompson gave the Public Works proposed budget
presentation and answered questions of the council; Information Technology Director
Fowlds gave the IT Department proposed budget presentation and answered questions
of the council; and Police Chief Schnell gave the proposed budget presentation for the
Police Department and answered questions of the council.
City Manager Coleman reviewed the upcoming schedule for the remainder of the
department budget presentations.
F. ADJOURNMENT
Mayor Slawik adjourned the meeting at 6:39 p.m.
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MEMORANDUM
TO: City Council
FROM: Melinda Coleman, City Manager
DATE: November 4, 2015
SUBJECT: Presentation of Transportation Advocate Award to Mayor Nora Slawik
Introduction/Background
Each year the Minnesota Transportation Alliance presents Transportation Advocate Awards to
individuals who have shown outstanding leadership and commitment on behalf of improving
Minnesota’s transportation infrastructure. This year Maplewood Mayor Nora Slawik was
selected as a recipient of the Transportation Advocate Award.
The award was presented to Mayor Slawik at the Minnesota Transportation Alliance’s Annual
Meeting on Wednesday, November 4, 2015.
This is a very prestigious award recognizing all of the hard work the Mayor has put into
advocacy over the past year. She took the lead on organizing two Transportation Coffee Talk
meetings in partnership with Move MN and the St. Paul Area Chamber and White Bear Area
Chamber of Commerce. She also was integral to the 84% Coalition in partnership with Mayor
Chris Coleman and other local leaders to advocate at the Capitol for increased local funding for
streets. She testified on the topic before the Transportation and Public Safety Legislative
Committee. Nora also was proactive with our local news media in highlighting Maplewood’s
infrastructure investment need story that got the ball rolling on a 20 year legacy investment into
our local streets through new franchise revenues.
Budget Impact
None
Recommendation
No action is required.
Attachments
None
F2
Packet Page Number 10 of 99
TO:Melinda Coleman, City Manager
FROM:Gayle Bauman, Finance Director
DATE:
SUBJECT:Approval of Claims
665,326.82$ Checks # 95991 thru # 96026
dated 10/27/15
258,599.18$ Disbursements via debits to checking account
dated 10/19/15 thru 10/23/15
323,263.12$ Checks #96027 thru #96054
dated 11/03/15
453,586.67$ Disbursements via debits to checking account
dated 10/26/15 thru 10/30/15
1,700,775.79$ Total Accounts Payable
512,165.16$ Payroll Checks and Direct Deposits dated 10/23/15
1,495.33$ Payroll Deduction check # 99101886 thru #99101888
dated 10/23/15
513,660.49$ Total Payroll
2,214,436.28$ GRAND TOTAL
Attachments
Attached is a detailed listing of these claims. Please call me at 651-249-2902 if you have any questions
on the attached listing. This will allow me to check the supporting documentation on file if necessary.
PAYROLL
MEMORANDUM
November 4, 2015
Attached is a listing of paid bills for informational purposes. The City Manager has reviewed the bills and
authorized payment in accordance with City Council approved policies.
ACCOUNTS PAYABLE:
G1
Packet Page Number 11 of 99
Check Description Amount
95991 05114 PROJ 14-02 CNTY RD B TRAIL IMPRV 28,214.50
05114 1481 STERLING ST S, SSTS PERMIT 687.00
95992 04206 ATTORNEY SERVICES - NOVEMBER 8,000.00
95993 00393 MONTHLY SURTAX - SEPT 23514123035 3,085.03
95994 00985 WASTEWATER - NOVEMBER 245,317.42
95995 01149 BUCKTHORN CITY HALL & PRAIRIE FARM 4,800.00
95996 01160 SIGN ORDER 854.82
95997 01202 MAPLEWOOD LIVING & POSTAGE-OCT 9,429.61
95998 01497 ARBITRAGE CALCULATIONS 2,350.00
95999 05488 PREMIUM - LIFE,LTD,STD - OCTOBER 7,357.49
96000 03969 REIMB FOR TUITION 5/18 - 6/15 1,020.00
96001 01190 ELECTRIC & GAS UTILITY 2,470.96
01190 ELECTRIC & GAS UTILITY 1,915.38
01190 ELECTRIC & GAS UTILITY 216.42
01190 FIRE SIRENS 51.55
96002 04150 BUS-HARAMBEE TO FISH CREEK GRG 450.00
96003 05369 ULTRA CLEAN SERVICE - CITY HALL 462.53
05369 CLEANING SUPPLIES - CITY HALL 124.98
96004 04834 MATERIALS -HAWTHORN SEWER PROJ 1,012.17
96005 05588 OIL - SANITARY LIFT STATION PUMPS 90.00
96006 00891 LUNCHEON OCT 8TH - A KNUTSON 30.00
00891 LUNCHEON OCT 8TH - M COLEMAN 20.00
00891 LUNCHEON OCT 8TH - M FUNK 20.00
96007 00935 2015 FIRE AID 228,016.21
96008 00986 MONTHLY SAC - SEPTEMBER 56,657.25
96009 05582 SPONSORSHIP FOR TRAINING NOV 4-5 250.00
96010 05173 3RD QUARTER PLEDGES 154.98
96011 01089 QTR UNEMPLOYMENT - 3RD QTR 3,714.24
96012 05503 TRANSCRIPTION SVCS - CN15005551 15.75
96013 01175 MONTHLY UTILITIES - SEPTEMBER 4,242.68
01175 FIBER OPTIC ACCESS CHG - OCTOBER 1,000.00
96014 00001 REFUND B MILLER CLASS CANCELLED 45.00
96015 00001 ASPHALT & CONCRETE 1038 CRESTVIEW 22.40
96016 01261 EMS REPORTING SOFTWARE - OCT 738.67
96017 01359 VEHICLE WASHES - SEPTEMBER 78.44
96018 05338 WASTE & RECYCLING SRVS - SEPTEMBER 1,051.94
05338 WASTE & RECYCLING SRVS - OCTOBER 1,037.23
96019 04578 TREE INSPECTION SERVICES 2,290.00
96020 05587 TRAILER HITCH INSTALLATION #958 373.32
96021 05579 LEGAL CONSULTANT FOR EMS 5,733.88
96022 04104 HVAC UPGRADES-VAVS CITY HALL 40,000.00
96023 00013 REIMB L WAGNER - TREE REBATE 44.99
96024 01698 3RD QTR PMT 2015 184.98
96025 04179 PROGRAM DISPLAY SIGN MCC - SEPT 325.00
96026 02159 CHARITABLE GAMBLING 1,370.00
10/27/2015 SPRINGSTED INC
10/27/2015 SUN LIFE FINANCIAL
10/27/2015 WILLIAM SYPNIEWSKI
10/27/2015 NYSTROM PUBLISHING CO INC
10/27/2015 WHITE BEAR AREA YMCA
10/27/2015 CINTAS CORPORATION #470
10/27/2015 FERGUSON WATERWORKS #2516
10/27/2015 XCEL ENERGY
10/27/2015 XCEL ENERGY
10/27/2015 XCEL ENERGY
10/27/2015 M A M A
10/27/2015 MAPLEWOOD FIRE FIGHTERS RELIEF
10/27/2015 METROPOLITAN COUNCIL
10/27/2015 LUBRICATION TECHNOLOGIES, INC.
10/27/2015 M A M A
10/27/2015 M A M A
10/27/2015 REPUBLIC SERVICES #923
10/27/2015 S & S TREE SPECIALISTS, INC
10/27/2015 SILVER STAR INDUSTRIES
10/27/2015 REGAL AUTO WASH BILLING
10/27/2015 REPUBLIC SERVICES #923
10/27/2015 METROPOLITAN COUNCIL
10/27/2015 NATURAL RESOURCES RESTOR INC
10/27/2015 NEWMAN TRAFFIC SIGNS
Check Register
City of Maplewood
10/22/2015
Date Vendor
10/27/2015 BOLTON & MENK, INC.
10/27/2015 BOLTON & MENK, INC.
10/27/2015 H A KANTRUD
10/27/2015 MN DEPT OF LABOR & INDUSTRY
10/27/2015 ONE TIME VENDOR
10/27/2015 ONE TIME VENDOR
10/27/2015 PHYSIO-CONTROL, INC.
10/27/2015 XCEL ENERGY
10/27/2015 CENTERLINE CHARTER CORP
10/27/2015 CINTAS CORPORATION #470
10/27/2015 NET TRANSCRIPTS, INC.
10/27/2015 CITY OF NORTH ST PAUL
10/27/2015 CITY OF NORTH ST PAUL
10/27/2015 MN CASA
10/27/2015 MN ENVIRONMENTAL FUND
10/27/2015 MN UC FUND
665,326.82
36 Checks in this report.
10/27/2015 SOLDO CONSULTING, P.C.
10/27/2015 TRANE U.S. INC.
10/27/2015 TREE REBATE
10/27/2015 GREATER TWIN CITIES UNITED WAY
10/27/2015 VISUAL IMAGE PROMOTIONS
G1, Attachments
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Settlement
Date Payee Description Amount
10/19/2015 MN State Treasurer Drivers License/Deputy Registrar 10,701.99
10/19/2015 MN Dept of Revenue Fuel Tax 314.36
10/19/2015 MN Dept of Natural Resources DNR electronic licenses 434.00
10/20/2015 MN State Treasurer Drivers License/Deputy Registrar 53,626.01
10/21/2015 MN State Treasurer Drivers License/Deputy Registrar 44,271.62
10/21/2015 Delta Dental Dental Premium 529.15
10/22/2015 MN State Treasurer Drivers License/Deputy Registrar 26,466.92
10/23/2015 MN State Treasurer Drivers License/Deputy Registrar 75,358.14
10/23/2015 MN Dept of Natural Resources DNR electronic licenses 56.00
10/23/2015 US Bank VISA One Card*Purchasing card items 39,236.99
10/23/2015 Pitney Bowes Postage 2,985.00
10/23/2015 Optum Health DCRP & Flex plan payments 734.00
10/23/2015 ICMA (Vantagepointe)Deferred Compensation 3,885.00
258,599.18
*Detailed listing of VISA purchases is attached.
CITY OF MAPLEWOOD
Disbursements via Debits to Checking account
G1, Attachments
Packet Page Number 13 of 99
Transaction Date Posting Date Merchant Name Transaction Amount Name
10/12/2015 10/14/2015 MINNESOTA GOVERNMENT F $225.00 GAYLE BAUMAN
10/07/2015 10/09/2015 OFFICE DEPOT #1090 $221.32 REGAN BEGGS
10/02/2015 10/05/2015 THE HOME DEPOT 2801 $17.12 BRIAN BIERDEMAN
10/03/2015 10/06/2015 THE HOME DEPOT 2801 ($17.12)BRIAN BIERDEMAN
10/03/2015 10/06/2015 THE HOME DEPOT 2801 $10.58 BRIAN BIERDEMAN
10/07/2015 10/08/2015 USPS 26833800033400730 $39.20 OAKLEY BIESANZ
10/08/2015 10/09/2015 THE MULCH STORE $254.42 OAKLEY BIESANZ
10/13/2015 10/14/2015 PAYPAL *MNATURALIST $230.00 OAKLEY BIESANZ
10/03/2015 10/05/2015 MINNESOTA STATE FIRE CHIE $250.00 RON BOURQUIN
10/08/2015 10/09/2015 HENRIKSEN ACE HARDWARE $6.42 NEIL BRENEMAN
10/08/2015 10/09/2015 CVS/PHARMACY #01751 $9.19 NEIL BRENEMAN
10/12/2015 10/13/2015 PLYMOUTH PLAYHOUSE-ECOMM $282.50 NEIL BRENEMAN
10/14/2015 10/15/2015 PP*DAYTRIPPERS $357.75 NEIL BRENEMAN
10/07/2015 10/08/2015 MIKES LP GAS INC $25.81 TROY BRINK
10/09/2015 10/12/2015 SQ *MNCASA $150.00 SARAH BURLINGAME
10/05/2015 10/06/2015 MENARDS OAKDALE $46.40 JOHN CAPISTRANT
10/07/2015 10/09/2015 MENARDS OAKDALE $16.34 JOHN CAPISTRANT
10/02/2015 10/05/2015 VIKING ELECTRIC-CREDIT DE $309.56 SCOTT CHRISTENSON
10/05/2015 10/07/2015 THE HOME DEPOT 2801 $75.29 SCOTT CHRISTENSON
10/06/2015 10/07/2015 G&K SERVICES AR $293.23 SCOTT CHRISTENSON
10/06/2015 10/08/2015 THE HOME DEPOT 2801 ($39.97)SCOTT CHRISTENSON
10/06/2015 10/08/2015 THE HOME DEPOT 2801 $45.44 SCOTT CHRISTENSON
10/08/2015 10/12/2015 TWIN CITY FILTER SERVICE $26.30 SCOTT CHRISTENSON
10/08/2015 10/12/2015 TWIN CITY FILTER SERVICE $58.64 SCOTT CHRISTENSON
10/08/2015 10/12/2015 TWIN CITY FILTER SERVICE $75.79 SCOTT CHRISTENSON
10/12/2015 10/13/2015 SQ *MR APPLIANCE OF WASHI $239.18 SCOTT CHRISTENSON
10/13/2015 10/14/2015 WW GRAINGER $16.65 SCOTT CHRISTENSON
10/07/2015 10/08/2015 G&K SERVICES AR $40.74 CHARLES DEAVER
10/10/2015 10/12/2015 SUNRAY TRUE VALUE $6.45 CHARLES DEAVER
10/02/2015 10/05/2015 OVERHEAD DOOR COMP $312.45 TOM DOUGLASS
10/03/2015 10/05/2015 COMMERCIAL POOL & SPA SUP $326.00 TOM DOUGLASS
10/06/2015 10/07/2015 G&K SERVICES AR $491.60 TOM DOUGLASS
10/06/2015 10/07/2015 WW GRAINGER $107.60 TOM DOUGLASS
10/06/2015 10/08/2015 SPECTRUM PRODUCTS $452.00 TOM DOUGLASS
10/07/2015 10/08/2015 NUCO2 LLC $148.81 TOM DOUGLASS
10/07/2015 10/08/2015 NUCO2 LLC $175.50 TOM DOUGLASS
10/07/2015 10/08/2015 NUCO2 LLC $211.55 TOM DOUGLASS
10/07/2015 10/08/2015 NUCO2 LLC $160.68 TOM DOUGLASS
10/07/2015 10/08/2015 NUCO2 LLC $175.21 TOM DOUGLASS
10/12/2015 10/13/2015 HENRIKSEN ACE HARDWARE $0.65 TOM DOUGLASS
10/12/2015 10/14/2015 THE HOME DEPOT 2801 $26.91 TOM DOUGLASS
10/13/2015 10/14/2015 HENRIKSEN ACE HARDWARE $22.23 TOM DOUGLASS
10/14/2015 10/15/2015 HENRIKSEN ACE HARDWARE ($1.48)TOM DOUGLASS
10/14/2015 10/16/2015 THE HOME DEPOT 2801 $11.76 TOM DOUGLASS
10/06/2015 10/07/2015 INTOXIMETERS $101.25 MICHAEL DUGAS
10/08/2015 10/09/2015 AMAZON MKTPLACE PMTS $225.43 VIRGINIA ERICKSON
10/08/2015 10/09/2015 AMAZON.COM $109.09 VIRGINIA ERICKSON
10/02/2015 10/05/2015 NATIONAL INDEPENDE $376.08 CHRISTINE EVANS
10/08/2015 10/09/2015 US FOODS 3F $20.00 CHRISTINE EVANS
10/08/2015 10/08/2015 GRAMMARLY.COM $1,500.00 MYCHAL FOWLDS
10/08/2015 10/12/2015 LOFFLER COMPANIES $118.91 MYCHAL FOWLDS
10/08/2015 10/12/2015 LOFFLER COMPANIES $118.91 MYCHAL FOWLDS
10/08/2015 10/12/2015 LOFFLER COMPANIES $64.00 MYCHAL FOWLDS
10/10/2015 10/12/2015 AT&T*BILL PAYMENT $37.10 MYCHAL FOWLDS
10/11/2015 10/12/2015 IDU*INSIGHT PUBLIC SEC $398.23 NICK FRANZEN
10/11/2015 10/12/2015 IDU*INSIGHT PUBLIC SEC $456.07 NICK FRANZEN
G1, Attachments
Packet Page Number 14 of 99
10/11/2015 10/12/2015 AMAZON MKTPLACE PMTS $61.89 NICK FRANZEN
10/15/2015 10/16/2015 BESTBUYCOM754914005375 $112.45 NICK FRANZEN
10/14/2015 10/15/2015 BACHMAN'S INC. - MAPLEWO $45.72 VIRGINIA GAYNOR
10/14/2015 10/15/2015 WALDORF AZ BILTMORE ($195.35)CLARENCE GERVAIS
10/02/2015 10/05/2015 ORIENTAL TRADING CO $78.55 CHRISTINE GIBSON
10/06/2015 10/07/2015 GRANDMAS BAKERY INC $49.85 CHRISTINE GIBSON
10/08/2015 10/09/2015 TARGET 00011858 $33.42 CHRISTINE GIBSON
10/09/2015 10/12/2015 A-1 LAUNDRY $56.99 CHRISTINE GIBSON
10/12/2015 10/14/2015 BIG LOTS STORES - #4585 $18.96 CHRISTINE GIBSON
10/12/2015 10/14/2015 OFFICEMAX/OFFICE DEPOT616 $11.76 CHRISTINE GIBSON
10/13/2015 10/14/2015 GRANDMAS BAKERY INC $74.24 CHRISTINE GIBSON
10/13/2015 10/15/2015 HOMEGOODS #364 $166.00 CHRISTINE GIBSON
10/14/2015 10/15/2015 PARTY CITY #768 $16.04 CHRISTINE GIBSON
10/14/2015 10/16/2015 GRAND CLEANERS $44.34 CHRISTINE GIBSON
10/14/2015 10/16/2015 THE HOME DEPOT 2801 $14.95 CHRISTINE GIBSON
10/12/2015 10/14/2015 EULL S MANUFACTURING COMP $634.45 MARK HAAG
10/01/2015 10/05/2015 KEEPRS INC 2 $65.00 TIMOTHY HAWKINSON JR.
10/09/2015 10/12/2015 KEEPRS INC 2 $35.51 STEVEN HIEBERT
10/05/2015 10/06/2015 THE UPS STORE 2171 $19.62 TIMOTHY HOFMEISTER
10/05/2015 10/07/2015 FOR THE BIRDS INC $38.90 ANN HUTCHINSON
10/15/2015 10/16/2015 JOANN ETC #1970 $83.47 ANN HUTCHINSON
10/14/2015 10/16/2015 THE HOME DEPOT 2801 $15.17 DAVID JAHN
10/02/2015 10/05/2015 OFFICE DEPOT #1090 $106.30 LOIS KNUTSON
10/08/2015 10/12/2015 EMBASSY ROW HOTEL $455.72 LOIS KNUTSON
10/12/2015 10/13/2015 RAINBOW #7300 $3.99 LOIS KNUTSON
10/12/2015 10/13/2015 CHIPOTLE 0224 $16.02 LOIS KNUTSON
10/12/2015 10/13/2015 CHIPOTLE 0224 $65.61 LOIS KNUTSON
10/13/2015 10/14/2015 FIRST SHRED $94.60 LOIS KNUTSON
10/03/2015 10/05/2015 COMCAST CABLE COMM $73.82 DAVID KVAM
10/07/2015 10/08/2015 THOMSON WEST*TCD $337.49 DAVID KVAM
10/07/2015 10/09/2015 KEEPRS INC 4 $1,187.50 DAVID KVAM
10/13/2015 10/14/2015 MINNESOTA STATE FIRE CHIE $250.00 MICHAEL LOCHEN
10/02/2015 10/05/2015 COMCAST CABLE COMM $2.25 STEVE LUKIN
10/03/2015 10/05/2015 AIRGASS NORTH $27.71 STEVE LUKIN
10/08/2015 10/09/2015 AIRGASS NORTH $214.77 STEVE LUKIN
10/08/2015 10/09/2015 AIRGASS NORTH $151.44 STEVE LUKIN
10/12/2015 10/13/2015 IN *EMERGENCY RESPONSE SO $349.19 STEVE LUKIN
10/14/2015 10/14/2015 COMCAST CABLE COMM $173.72 STEVE LUKIN
10/14/2015 10/16/2015 MENARDS OAKDALE MN $5.29 BRENT MEISSNER
10/02/2015 10/05/2015 STRYKER SALES CRP MED ($883.73)MICHAEL MONDOR
10/02/2015 10/05/2015 BOUND TREE MEDICAL LLC $1,537.16 MICHAEL MONDOR
10/05/2015 10/06/2015 BEST BUY MHT 00000109 $86.67 MICHAEL MONDOR
10/07/2015 10/08/2015 CHANNING BETE CO AHA $22.00 MICHAEL MONDOR
10/08/2015 10/12/2015 BOUND TREE MEDICAL LLC $610.40 MICHAEL MONDOR
10/08/2015 10/12/2015 BOUND TREE MEDICAL LLC $767.97 MICHAEL MONDOR
10/12/2015 10/14/2015 BOUND TREE MEDICAL LLC $189.00 MICHAEL MONDOR
10/13/2015 10/15/2015 OFFICEMAX/OFFICE DEPOT616 $72.05 MICHAEL MONDOR
10/15/2015 10/15/2015 ULINE *SHIP SUPPLIES $538.36 MICHAEL MONDOR
10/15/2015 10/16/2015 MINNESOTA STATE FIRE CHIE $250.00 MICHAEL MONDOR
10/06/2015 10/07/2015 HENRIKSEN ACE HARDWARE $26.76 JOHN NAUGHTON
10/12/2015 10/14/2015 THE HOME DEPOT 2801 $5.87 JOHN NAUGHTON
10/02/2015 10/05/2015 HEJNY RENTAL INC $104.63 RICHARD NORDQUIST
10/14/2015 10/16/2015 HARBOR FREIGHT TOOLS 612 $34.24 MICHAEL NYE
10/15/2015 10/16/2015 UNIFORMS UNLIMITED INC.$626.97 MICHAEL NYE
10/05/2015 10/06/2015 OAKDALE RENTAL CENTER $224.00 ERICK OSWALD
10/13/2015 10/14/2015 JOHN DEERE LANDSCAPES530 $375.10 ERICK OSWALD
10/02/2015 10/05/2015 AUTO PLUS LITTLE CANADA $170.54 STEVEN PRIEM
G1, Attachments
Packet Page Number 15 of 99
10/06/2015 10/07/2015 AN FORD WHITE BEAR LAK $134.34 STEVEN PRIEM
10/08/2015 10/09/2015 FORCE AMERICA DISTRIBUTIN $23.84 STEVEN PRIEM
10/09/2015 10/12/2015 HENRIKSEN ACE HARDWARE $21.38 STEVEN PRIEM
10/09/2015 10/12/2015 AUTO PLUS LITTLE CANADA $439.61 STEVEN PRIEM
10/09/2015 10/12/2015 AN FORD WHITE BEAR LAK $1,483.52 STEVEN PRIEM
10/12/2015 10/13/2015 NOTT COMPANY $11.01 STEVEN PRIEM
10/12/2015 10/13/2015 LUBE-TECH ESI $237.12 STEVEN PRIEM
10/13/2015 10/14/2015 AUTO PLUS LITTLE CANADA $70.99 STEVEN PRIEM
10/13/2015 10/14/2015 AUTO PLUS LITTLE CANADA $155.95 STEVEN PRIEM
10/13/2015 10/14/2015 AN FORD WHITE BEAR LAK $67.63 STEVEN PRIEM
10/13/2015 10/15/2015 TURFWERKS EAGAN $52.17 STEVEN PRIEM
10/14/2015 10/15/2015 BARNETT CHRYJEEPKIA $30.96 STEVEN PRIEM
10/15/2015 10/16/2015 KATH FUEL OFFICE $360.00 STEVEN PRIEM
10/15/2015 10/16/2015 ZAHL PMC $30.77 STEVEN PRIEM
10/02/2015 10/05/2015 A-1 VACUUM CLEANER $48.89 KELLY PRINS
10/07/2015 10/08/2015 MOBILE RADIO ENGINEERIN $253.85 KELLY PRINS
10/07/2015 10/09/2015 THE HOME DEPOT 2801 $28.44 KELLY PRINS
10/15/2015 10/16/2015 WALMART.COM 8009666546 $166.78 KELLY PRINS
10/15/2015 10/16/2015 HENRIKSEN ACE HARDWARE $8.27 KELLY PRINS
10/07/2015 10/08/2015 PIONEER PRESS ADVERTISING $2,717.50 TERRIE RAMEAUX
10/14/2015 10/16/2015 MINNESOTA OCCUPATIONAL HE $107.00 TERRIE RAMEAUX
10/15/2015 10/15/2015 PANERA BREAD #601305 $26.63 TERRIE RAMEAUX
10/15/2015 10/16/2015 HILLYARD INC MINNEAPOLIS $382.41 MICHAEL REILLY
10/03/2015 10/05/2015 PPL*INSANITY $32.23 LORI RESENDIZ
10/06/2015 10/06/2015 LES MILLS WEST COAST $270.00 LORI RESENDIZ
10/07/2015 10/08/2015 AV NOW INC $15.00 LORI RESENDIZ
10/12/2015 10/13/2015 G&K SERVICES AR $101.88 LORI RESENDIZ
10/12/2015 10/14/2015 POWDER BLUE PRODUCTIONS $24.95 LORI RESENDIZ
10/06/2015 10/07/2015 FGA*OAKDALE - 11762 $1,856.25 AUDRA ROBBINS
10/06/2015 10/07/2015 FGA*OAKDALE - 11762 $2,093.75 AUDRA ROBBINS
10/09/2015 10/12/2015 CUB FOODS #1599 $19.25 AUDRA ROBBINS
10/13/2015 10/14/2015 TARGET 00011858 $138.66 AUDRA ROBBINS
10/14/2015 10/15/2015 CTC*CONSTANTCONTACT.COM $60.00 AUDRA ROBBINS
10/01/2015 10/05/2015 GARY CARLSON EQUIPMENT $130.00 ROBERT RUNNING
10/12/2015 10/14/2015 THE HOME DEPOT 2801 $16.26 ROBERT RUNNING
10/12/2015 10/14/2015 ESCH CONSTRUCTION SUPPLY $349.00 ROBERT RUNNING
10/14/2015 10/15/2015 HENRIKSEN ACE HARDWARE $48.50 ROBERT RUNNING
10/05/2015 10/06/2015 LILLIE SUBURBAN NEWSPAPER $156.90 DEB SCHMIDT
10/08/2015 10/09/2015 LILLIE SUBURBAN NEWSPAPER $183.05 DEB SCHMIDT
10/09/2015 10/12/2015 DISPLAYS2GOCOM $49.23 DEB SCHMIDT
10/02/2015 10/05/2015 DOWNTOWNER CAR09879073 $15.99 PAUL SCHNELL
10/06/2015 10/08/2015 HOLIDAY STNSTORE 3510 $35.45 PAUL SCHNELL
10/08/2015 10/09/2015 IN *ENCOMPASS TELEMATICS,$598.00 PAUL SCHNELL
10/07/2015 10/08/2015 G&K SERVICES AR $778.01 SCOTT SCHULTZ
10/12/2015 10/13/2015 FLEXIBLE PIPE TOOL COMPAN $862.90 SCOTT SCHULTZ
10/12/2015 10/14/2015 ON SITE SANITATION INC $1,633.00 SCOTT SCHULTZ
10/14/2015 10/15/2015 FLEXIBLE PIPE TOOL COMPAN $440.95 SCOTT SCHULTZ
10/15/2015 10/16/2015 REPUBLIC SERVICES TRASH $596.55 SCOTT SCHULTZ
10/10/2015 10/12/2015 SHERATON HOTELS $253.66 FAITH SHEPPERD
10/15/2015 10/16/2015 TWIN CITIES TRANS & REC $70.00 MICHAEL SHORTREED
10/08/2015 10/12/2015 RAMADA INN WATERLOO $185.92 ANDREA SINDT
10/08/2015 10/09/2015 L A POLICE GEAR INC $0.01 BENJAMIN SLATER
10/08/2015 10/09/2015 L A POLICE GEAR INC $366.00 BENJAMIN SLATER
10/14/2015 10/15/2015 MENARDS MAPLEWOOD $10.88 RONALD SVENDSEN
10/02/2015 10/05/2015 SPIRIT AIRL 4870118508745 $55.00 DAVID SWAN
10/03/2015 10/05/2015 WESTIN LONG BEACH F&B $23.62 DAVID SWAN
10/03/2015 10/05/2015 WESTIN LONG BEACH F&B $27.98 DAVID SWAN
G1, Attachments
Packet Page Number 16 of 99
10/03/2015 10/05/2015 CALIFORNIA PIZZA 141 $12.46 DAVID SWAN
10/04/2015 10/05/2015 SUPERSHUTTLE EXECUCARLAX $22.00 DAVID SWAN
10/04/2015 10/05/2015 WESTIN LONG BEACH F&B $33.34 DAVID SWAN
10/04/2015 10/06/2015 LB AQUARIUM & CONV CTR $14.72 DAVID SWAN
10/05/2015 10/06/2015 WESTIN LONG BEACH F&B $26.16 DAVID SWAN
10/05/2015 10/07/2015 WESTIN LONG BEACH $714.70 DAVID SWAN
10/05/2015 10/07/2015 CAFE 301 $9.00 DAVID SWAN
10/06/2015 10/08/2015 PARK 'N GO $42.91 DAVID SWAN
10/06/2015 10/07/2015 MENARDS MAPLEWOOD $8.00 JAMES TAYLOR
10/02/2015 10/06/2015 GRAND VIEW LODGE TENNIS $152.94 MICHAEL THOMPSON
10/06/2015 10/07/2015 PAYPAL *FRESHWATERS $22.95 KAREN WACHAL
10/06/2015 10/07/2015 NWF*NATL WILDLIFE FED $25.00 KAREN WACHAL
10/06/2015 10/08/2015 OFFICE DEPOT #1090 $179.91 TAMMY WYLIE
10/07/2015 10/09/2015 OFFICE DEPOT #1080 $224.90 TAMMY WYLIE
10/08/2015 10/09/2015 PAYPAL *MEDTECH FOR $216.00 TAMMY WYLIE
$39,236.99
G1, Attachments
Packet Page Number 17 of 99
Check Description Amount
96027 03877 MEMBERSHIP DUES - SHANN FINWALL 20.00
96028 02149 MARKETING & ADVERTISING - OCT 4,000.00
96029 02728 PROJ 12-14 PROF SRVS THRU 09/30 9,985.96
02728 PROJ 14-01 PROF SRVS THRU 09/30 7,419.32
96030 01409 PROJ 15-14 CONIFER RIDGE-TRAFFIC SVC 2,537.51
01409 PROJ 09-09 E METRO REG FIRE TRAINING 451.48
96031 01574 BITUMINOUS MATERIALS 8,630.00
01574 BITUMINOUS MATERIALS FOR PAVING 5,316.99
01574 BITUMINOUS MATERIALS 1,185.08
96032 01750 MDSE FOR RESALE 460.49
96033 01190 ELECTRIC & GAS UTILITY 17,485.09
01190 ELECTRIC & GAS UTILITY 6,469.76
96034 04987 SIGN POSTS 1,181.15
96035 05589 LOGO DESIGN CONSULTANT 1,350.00
96036 04067 FIRE SPRINKLER INSPECTION 800.00
96037 00003 ESCROW REL VICTORY CAPITAL LEG VIL 1,062.99
96038 00003 ESCROW REL EXCELSIOR GROUP LA FIT 435.54
96039 05538 JOY PARK PICNIC SHELTER FINAL PMT 15,000.00
96040 05374 SENIOR PRESENTATIONS 9/29 & 10/20 130.00
96041 00827 INSURANCE PREMIUM OCT-DEC 2015 57,168.75
96042 00857 2015 REGIONAL MEETING N SLAWIK 40.00
00857 2015 REGIONAL MEETING B CARDINAL 40.00
00857 SUPERVISOR TRAINING COURSE M FUNK 30.00
96043 05562 ESCROW RELEASE HOLIDAY STATION 119.76
96044 00936 ANNUAL CITY CONTRIBUTION 2015 2,000.00
96045 03818 MONTHLY PREMIUM - NOVEMBER 170,737.43
96046 01069 SWING SEATS/HANGERS FOR PARKS 3,115.05
96047 01184 PD GARAGE DOOR SERVICE & REPAIR 762.00
01184 PD GARAGE DOOR SERVICE & REPAIR 297.75
96048 00001 REFUND HOLIDAY INN MCC CANCELLED 185.00
96049 00001 REFUND H PETERSON MCC CONCELLED 185.00
96050 00396 FINGERPRINT BACKGROUND FEE ACCT 200.00
96051 01418 MDSE FOR RESALE 398.41
01418 VENDING MACHINE SUPPLIES 224.87
01418 WRONG CARD USED REIMB REC 62218 59.64
01418 WRONG CARD USED REIMB REC 62218 53.79
01418 MDSE FOR RESALE 47.96
01418 WRONG CARD USED REIMB REC 62218 41.99
01418 SAFETY COMMITTEE PRIZES 18.98
01418 CONCESSIONS 8.48
96052 04074 TAI CHI INSTRUCTION 10/14 - 12/16 110.40
96053 05587 TOPPER/BEDLINER NEW SQUAD #981 2,821.50
96054 01669 FORFEITED VEHICLE TOWING 605.00
01669 FORFEITED VEHICLE TOWING 70.00
11/03/2015 T A SCHIFSKY & SONS, INC
11/03/2015 ASSOC OF RECYCLING MANAGERS
11/03/2015 HEIDI CAREY
11/03/2015 KIMLEY-HORN & ASSOCIATES INC
Check Register
City of Maplewood
10/29/2015
Date Vendor
11/03/2015 XCEL ENERGY
11/03/2015 XCEL ENERGY
11/03/2015 ADVANTAGE SIGNS & GRAPHICS INC
11/03/2015 T A SCHIFSKY & SONS, INC
11/03/2015 T A SCHIFSKY & SONS, INC
11/03/2015 THE WATSON CO INC
LINN INVESTMENT PROPERTIES LLC
11/03/2015 DAVID ELLIS JONES
11/03/2015 L M C I T
11/03/2015 LEAGUE OF MINNESOTA CITIES
11/03/2015 ESCROW REFUND
11/03/2015 FIREFLIES PLAY ENVIRONMENTS
11/03/2015 KIMLEY-HORN & ASSOCIATES INC
11/03/2015 S E H
11/03/2015 S E H
11/03/2015 TWIN CITIES TRANSPORT &
323,263.12
28 Checks in this report.
11/03/2015 SAM'S CLUB DIRECT
11/03/2015 ONE TIME VENDOR
11/03/2015 MN DEPT OF PUBLIC SAFETY
11/03/2015 SAM'S CLUB DIRECT
11/03/2015 NORTHERN DOOR COMPANY, INC.
11/03/2015 NORTHERN DOOR COMPANY, INC.
11/03/2015
11/03/2015 SAM'S CLUB DIRECT
11/03/2015 SAM'S CLUB DIRECT
11/03/2015 SAM'S CLUB DIRECT
11/03/2015 CHERYL BRUNKOW
11/03/2015 ESCAPE FIRE
11/03/2015 ESCROW REFUND
ONE TIME VENDOR
11/03/2015 MAPLEWOOD AREA
11/03/2015 MEDICA
11/03/2015 MN WI PLAYGROUND
11/03/2015 LEAGUE OF MINNESOTA CITIES
11/03/2015 LEAGUE OF MINNESOTA CITIES
11/03/2015
TWIN CITIES TRANSPORT &
11/03/2015 SAM'S CLUB DIRECT
11/03/2015 SAM'S CLUB DIRECT
11/03/2015 SAM'S CLUB DIRECT
11/03/2015 ELAINE SCHRADE
11/03/2015 SILVER STAR INDUSTRIES
11/03/2015
G1, Attachments
Packet Page Number 18 of 99
Settlement
Date Payee Description Amount
10/26/2015 MN State Treasurer Drivers License/Deputy Registrar 31,125.72
10/26/2015 U.S. Treasurer Federal Payroll Tax 97,366.88
10/26/2015 P.E.R.A.P.E.R.A.97,964.83
10/26/2015 Empower - State Plan Deferred Compensation 29,169.00
10/27/2015 MN State Treasurer Drivers License/Deputy Registrar 29,523.93
10/27/2015 MidAmerica HRA Flex plan 13,820.93
10/27/2015 Labor Unions Union Dues 3,746.28
10/27/2015 MN State Treasurer State Payroll Tax 19,564.34
10/28/2015 MN State Treasurer Drivers License/Deputy Registrar 40,017.85
10/28/2015 Delta Dental Dental Premium 1,934.63
10/29/2015 MN State Treasurer Drivers License/Deputy Registrar 53,111.04
10/30/2015 MN State Treasurer Drivers License/Deputy Registrar 35,315.58
10/30/2015 Optum Health DCRP & Flex plan payments 635.66
10/30/2015 MN Dept of Natural Resources DNR electronic licenses 290.00
453,586.67
CITY OF MAPLEWOOD
Disbursements via Debits to Checking account
G1, Attachments
Packet Page Number 19 of 99
CHECK #CHECK DATE EMPLOYEE NAME
27.03
10/09/15 CARLE, JEANETTE 24.00
10/09/15 JAGOE, CAROL 24.00
10/09/15 MAHRE, GERALDINE
10/09/15 SCHNELL, PAUL 5,196.61
24.00
10/09/15 THOMALLA, CAROL 24.00
10/09/15 CORCORAN, THERESA 2,022.59
10/09/15 KVAM, DAVID 4,506.18
COLEMAN, MELINDA 5,925.56
10/09/15 FUNK, MICHAEL 5,079.30
10/09/15 BAUMAN, GAYLE 5,177.28
10/09/15 OSWALD, BRENDA 2,079.08
10/09/15
CITY OF MAPLEWOOD
EMPLOYEE GROSS EARNINGS REPORT
FOR THE CURRENT PAY PERIOD
Exp Reimb,
Severance,
Conversion
incl in AmountAMOUNT
10/09/15 ABRAMS, MARYLEE 430.99
10/09/15 CARDINAL, ROBERT 430.99
10/09/15 JUENEMANN, KATHLEEN 430.99
10/09/15 KOPPEN, MARVIN 430.99
10/09/15 SLAWIK, NORA 489.68
10/09/15 BUSACK, DANIEL 4,034.44
10/09/15 ARNOLD, AJLA 1,948.53
10/09/15 BEGGS, REGAN 1,803.22
10/09/15 KNUTSON, LOIS 2,503.62
10/09/15 CHRISTENSON, SCOTT 2,137.10
10/09/15 JAHN, DAVID 2,349.91
10/09/15 BURLINGAME, SARAH 2,380.50
10/09/15 KNUTSON, ALEC 348.00
10/09/15 RAMEAUX, THERESE 3,283.59
10/09/15 ANDERSON, CAROLE 1,232.15
10/09/15 DEBILZAN, JUDY 2,257.97
10/09/15 RUEB, JOSEPH 3,180.20
10/09/15 SPANGLER, EDNA 1,212.22
10/09/15 CRAWFORD, LEIGH 1,942.78
10/09/15 LARSON, MICHELLE 2,020.38
10/09/15 HAAG, KAREN 4,860.99
10/09/15 LO, CHING 834.99
10/09/15 SCHMIDT, DEBORAH 3,248.90
10/09/15 RICHTER, CHARLENE 1,149.34
10/09/15 VITT, SANDRA 1,280.14
10/09/15 WEAVER, KRISTINE 2,507.40
10/09/15 MECHELKE, SHERRIE 1,212.22
10/09/15 MOY, PAMELA 1,616.31
10/09/15 OSTER, ANDREA 2,027.02
3,215.17
10/09/15 SHORTREED, MICHAEL 4,379.47
10/09/15 WYLIE, TAMMY 1,123.72
10/09/15 ABEL, CLINT
10/09/15 SHEA, STEPHANIE 1,593.17
2,003.88
10/09/15 BENJAMIN, MARKESE 3,490.52
10/09/15 BIERDEMAN, BRIAN 3,901.35
3,187.01
10/09/15 ALDRIDGE, MARK 4,089.58
10/09/15 BAKKE, LONN 3,357.32
10/09/15 BARTZ, PAUL 3,357.32
10/09/15 SHEPPERD, FAITH
10/09/15 BELDE, STANLEY
G1, Attachments
Packet Page Number 20 of 99
10/09/15 GABRIEL, ANTHONY 3,631.78
10/09/15 HAWKINSON JR, TIMOTHY 3,335.69
10/09/15 CARNES, JOHN 2,899.44
10/09/15 CROTTY, KERRY
10/09/15 FISHER, CASSANDRA 1,554.44
10/09/15 FORSYTHE, MARCUS 3,225.67
10/09/15 FRITZE, DEREK 3,237.49
3,986.42
10/09/15 HER, PHENG 3,032.00
10/09/15 HIEBERT, STEVEN 3,385.94
10/09/15 HOEMKE, MICHAEL
10/09/15 JOHNSON, KEVIN 4,068.12
2,426.42
10/09/15 HOFMEISTER, TIMOTHY 503.75
10/09/15 JAMES JR, JUSTIN 464.00
10/09/15 JASKOWIAK, AMANDA 480.00
10/09/15 NYE, MICHAEL 3,830.94
10/09/15 OLDING, PARKER 2,821.16
10/09/15 OLSON, JULIE
10/09/15 SCHOEN, ZACHARY 2,554.49
3,129.33
10/09/15 PARKER, JAMES 3,281.37
10/09/15 PETERSON, JARED 2,232.36
10/09/15 REZNY, BRADLEY 3,175.09
10/09/15 CRUMMY, CHARLES 160.76
10/09/15 DABRUZZI, THOMAS 2,756.99
10/09/15 DAWSON, RICHARD
10/09/15 BAHL, DAVID 450.00
10/09/15 BASSETT, BRENT 45.01
10/09/15 BAUMAN, ANDREW
10/09/15 CAPISTRANT, JOHN 345.00
10/09/15 COREY, ROBERT 244.37
10/09/15 CRAWFORD - JR, RAYMOND 3,869.94
3,504.42
10/09/15 EVERSON, PAUL 4,109.80
10/09/15 HAGEN, MICHAEL 347.23
10/09/15 HALE, JOSEPH 405.00
10/09/15 DEMULLING, JOSEPH 3,739.12
10/09/15 DUGAS, MICHAEL 4,527.35
10/09/15 ERICKSON, VIRGINIA 3,417.19
3,543.57
10/09/15 KROLL, BRETT 3,317.35
10/09/15 LANGNER, SCOTT 3,129.33
10/09/15 LANGNER, TODD
10/09/15 KONG, TOMMY 3,187.01
805.47
10/09/15 MICHELETTI, BRIAN 3,191.51
10/09/15 MULVIHILL, MARIA 2,500.98
3,109.30
10/09/15 LYNCH, KATHERINE 3,004.33
10/09/15 MARINO, JASON 3,533.44
10/09/15 MCCARTY, GLEN 2,813.08
10/09/15 KREKELER, NICHOLAS
10/09/15 METRY, ALESIA
3,129.33
10/09/15 SYPNIEWSKI, WILLIAM 3,250.56
10/09/15 TAUZELL, BRIAN 3,433.73
10/09/15 THEISEN, PAUL
10/09/15 SLATER, BENJAMIN 428.84
3,553.69
10/09/15 ZAPPA, ANDREW 2,325.98
10/09/15 ANDERSON, BRIAN 655.91
865.06
10/09/15 THIENES, PAUL 3,716.48
10/09/15 VANG, PAM 2,045.61
10/09/15 WENZEL, JAY 3,129.33
10/09/15 STEINER, JOSEPH
10/09/15 XIONG, KAO
2,962.19
10/09/15 BEITLER, NATHAN 360.08
10/09/15 BOURQUIN, RON 1,234.80
10/09/15 CAPISTRANT, JACOB 205.77
G1, Attachments
Packet Page Number 21 of 99
10/09/15 JUREK, GREGORY 205.78
10/09/15 KANE, ROBERT 645.00
10/09/15 KARRAS, JAMIE
10/09/15 IMM, TRACY 263.64
10/09/15 JANSEN, CHAD 598.04
282.94
10/09/15 HALWEG, JODI 2,896.03
10/09/15 HAWTHORNE, ROCHELLE 3,057.76
10/09/15 PACHECO, ALPHONSE 450.14
10/09/15 HUTCHINSON, JAMES 435.00
10/09/15
10/09/15 MONDOR, MICHAEL 3,958.19
10/09/15 MONSON, PETER 360.09
10/09/15 MORGAN, JEFFERY
10/09/15 NOWICKI, PAUL 389.04
334.32
10/09/15 NEILY, STEVEN 475.85
10/09/15 NIELSEN, KENNETH 405.00
10/09/15 NOVAK, JEROME 3,197.70
10/09/15 CORTESI, LUANNE 1,814.98
10/09/15 SINDT, ANDREA 2,654.60
10/09/15 BRINK, TROY
10/09/15 RODDY, BRETT 237.93
10/09/15 RODRIGUEZ, ROBERTO 408.33
10/09/15 SEDLACEK, JEFFREY
10/09/15 GERVAIS-JR, CLARENCE 4,239.86
10/09/15 LUKIN, STEVEN 4,939.44
10/09/15 ZWIEG, SUSAN
10/09/15 LOVE, STEVEN 3,929.32
10/09/15 THOMPSON, MICHAEL 5,152.44
10/09/15 OSWALD, ERICK 2,364.52
10/09/15 RUIZ, RICARDO 1,902.67
10/09/15 RUNNING, ROBERT
10/09/15 ENGSTROM, ANDREW 2,935.88
10/09/15 JAROSCH, JONATHAN 3,368.43
10/09/15 LINDBLOM, RANDAL 3,236.31
2,811.37
LINDER, TIMOTHY 3,012.60
10/09/15 LOCHEN, MICHAEL 360.15
10/09/15 MERKATORIS, BRETT 231.51
10/09/15 KERSKA, JOSEPH 1,061.02
10/09/15 KONDER, RONALD 527.31
10/09/15 KUBAT, ERIC 2,993.87
10/09/15 PARROW, JOSHUA 511.22
10/09/15 PETERSON, MARK
10/09/15 OLSON, JAMES 2,896.03
10/09/15 OPHEIM, JOHN 585.00
10/09/15 RANK, PAUL 617.30
10/09/15 RICE, CHRISTOPHER 257.22
615.00
10/09/15 PETERSON, ROBERT 3,536.92
10/09/15 POWERS, KENNETH 257.21
10/09/15 RAINEY, JAMES 565.87
10/09/15 RANGEL, DERRICK 446.91
1,238.02
3,218.10
10/09/15 STREFF, MICHAEL 3,009.70
10/09/15 SVENDSEN, RONALD 3,752.37
10/09/15 TROXEL, REID 308.65
10/09/15 JONES, DONALD 2,302.50
10/09/15 MEISSNER, BRENT 2,300.27
10/09/15 NAGEL, BRYAN 3,803.10
2,532.67
10/09/15 BUCKLEY, BRENT 2,596.73
10/09/15 DEBILZAN, THOMAS 2,302.50
10/09/15 EDGE, DOUGLAS 2,383.59
10/09/15 TEVLIN, TODD 2,300.27
10/09/15 BURLINGAME, NATHAN 3,257.59
10/09/15 DUCHARME, JOHN 2,915.02
G1, Attachments
Packet Page Number 22 of 99
10/09/15 BIESANZ, OAKLEY 1,752.35
10/09/15 DEAVER, CHARLES 899.66
10/09/15 GERNES, CAROLE
10/09/15 ZIEMAN, SCOTT 160.00
10/09/15 JANASZAK, MEGHAN 1,985.97
10/09/15 KONEWKO, DUWAYNE
10/09/15 NAUGHTON, JOHN 2,442.98
10/09/15 NORDQUIST, RICHARD 2,412.63
10/09/15 ORE, JORDAN
10/09/15 WEIDNER, JAMES 1,760.00
10/09/15 WELLENS, MOLLY 1,916.82
10/09/15 BJORK, BRANDON
10/09/15 JOHNSON, ELIZABETH 1,590.05
10/09/15 KROLL, LISA 2,092.37
10/09/15 FINWALL, SHANN
10/09/15 CARVER, NICHOLAS 4,473.03
10/09/15 SWAN, DAVID 2,939.57
10/09/15 SWANSON, CHRIS
10/09/15 HAAG, MARK 2,532.67
10/09/15 JENSEN, JOSEPH 1,815.47
10/09/15 SCHULTZ, SCOTT
10/09/15 HEYER, DYLAN 14.00
10/09/15 JACOBS, ROCHELLE 240.00
10/09/15 MOUA, CHEE
10/09/15 TAYLOR, JAMES 3,400.88
10/09/15 VUKICH, CANDACE 487.50
10/09/15 ADAMS, DAVID
10/09/15 KRECH, TRAVIS 288.00
10/09/15 KUHN, MATTHEW 351.00
10/09/15 O'CONNER, TERRINA
10/09/15 HENDRICKS, JENNIFER 425.77
10/09/15 HOFMEISTER, MARY 1,374.71
522.00
1,902.67
4,922.81
10/09/15 HAMRE, MILES 1,852.00
10/09/15 HAYS, TAMARA 1,902.67
10/09/15 HINNENKAMP, GARY 2,509.60
10/09/15 WACHAL, KAREN 1,010.19
10/09/15 GAYNOR, VIRGINIA 3,478.53
10/09/15 HOIER, KARA 948.46
888.16
10/09/15 HAYMAN, JANET 1,090.38
10/09/15 HUTCHINSON, ANN 2,845.81
10/09/15 SOUTTER, CHRISTINE 800.63
1,951.57
3,518.07
10/09/15 LORENZ, DANIELA 420.00
10/09/15 MARTIN, MICHAEL 3,338.93
10/09/15 BRASH, JASON 2,855.87
10/09/15 ETTER, LAURA 42.00
10/09/15 GORACKI, GERALD 67.50
10/09/15 GUENTHER, THOMAS 720.00
52.25
10/09/15 BRENEMAN, NEIL 2,533.34
10/09/15 COLLOVA, MATT 93.50
10/09/15 DIEZ, ANTONIO 105.00
2,185.60
60.00
10/09/15 PIEPER, THEODORE 87.50
10/09/15 ROBBINS, AUDRA 3,570.21
10/09/15 ROBBINS, CAMDEN 319.00
10/09/15 DIONNE, ANN 299.27
10/09/15 EVANS, CHRISTINE 2,049.31
10/09/15 GIBSON, CHRISTINE 2,021.81
3,856.84
10/09/15 WILBER, JEFFREY 1,808.97
10/09/15 BARAHONA, FREYA 353.25
10/09/15 CRANDALL, KRISTA 103.96
10/09/15 RUZICHKA, JANICE 237.50
10/09/15 SKRYPEK, JOSHUA 504.02
G1, Attachments
Packet Page Number 23 of 99
184.58
10/09/15 BUTLER, ANGELA 118.63
10/09/15 DEMPSEY, BETH 318.77
10/09/15 ERICKSON-CLARK, CAROL
10/09/15 HOLMBERG, LADONNA 153.76
10/09/15 MCKILLOP, AMANDA 107.26
10/09/15 MUSKAT, JULIE 98.64
10/09/15 NITZ, CARA
10/09/15 RICHTER, DANIEL 114.90
442.79
10/09/15 OHS, CYNTHIA 174.38
10/09/15 RANEY, COURTNEY 946.66
10/09/15 RESENDIZ, LORI 2,994.05
CHRISTAL, JENNIFER 20.00
10/09/15 SCHREIER, ROSEMARIE 239.96
10/09/15 SMITH, ANN 41.60
10/09/15 SMITH, JEROME
10/09/15 TRUONG, CHAU 56.00
168.00
226.00
10/09/15 SMITLEY, SHARON 248.42
10/09/15 THOMPSON, SARA 89.06
10/09/15 TREPANIER, TODD 313.89
10/09/15 WISTL, MOLLY 244.38
10/09/15 BAUDE, SARAH 14.06
10/09/15 BEAR, AMANDA 89.25
10/09/15 ST SAUVER, CRAIG 535.50
27.38
37.50
10/09/15 GARTNER, DARYL 76.50
10/09/15 GRUENHAGEN, LINDA 339.71
10/09/15 HAASCH, ANGELA 66.50
10/09/15 JOHNSON, BARBARA 459.64
10/09/15 LAMSON, ELIANA
10/09/15 TUPY, MARCUS 96.00
10/09/15 ROLLERSON, TERRANCE 60.76
10/09/15 SCHERER, KATHLENE 82.07
10/09/15 WAGNER, JODY
CRAWFORD, SHAWN 562.5010/09/15
10/09/15 WAKEM, CAITLYN 72.00
10/09/15 YANG, JUDY 143.00
10/09/15 BILJAN, MERANDA
10/09/15 ELLISON, LELIA 135.00
162.00
10/09/15 BOSLEY, CAROL 90.00
10/09/15 BUTLER-MILLER, JADE 112.50
10/09/15
10/09/15 CRAYNE, WILLIAM 108.00
10/09/15 FRANZMEIER, EILEEN 103.50
10/09/15 GRACE, EMILY 291.38
252.00
10/09/15 LANGER, CHELSEA 109.25
10/09/15 MOSLOSKI, JESSICA 103.50
10/09/15 AUSTIN, CATHERINE
10/09/15 DOUGLASS, TOM 2,238.15
10/09/15 PRINS, KELLY 2,003.88
10/09/15 MAIDMENT, COLIN 798.08
10/09/15 MALONEY, SHAUNA 72.00
10/09/15 DUNKEL, TYLER 189.00
10/09/15 HEINTZ, JOSHUA 198.00
10/09/15 KRECH, ELAINE 689.92
10/09/15 REILLY, MICHAEL 2,059.39
10/09/15 STEFFEN, MICHAEL 108.00
10/09/15 COUNTRYMAN, BRENDA 1,360.00
10/09/15 PRIEM, STEVEN 2,585.69
10/09/15 WOEHRLE, MATTHEW 2,378.13
10/09/15 XIONG, BOON 1,665.07
10/09/15 BERGO, CHAD 2,907.76
10/09/15 FOWLDS, MYCHAL 4,296.38
10/09/15 FRANZEN, NICHOLAS 3,212.56
G1, Attachments
Packet Page Number 24 of 99
99101862
99101863
99101864
512,417.07
10/09/15 GRANADOS, ERWIN 150.00
10/09/15 AUBUCHON, IMAGINARA 149.50
10/09/15 VANG, VICHAI 300.00
G1, Attachments
Packet Page Number 25 of 99
G2
MEMORANDUM
TO: Melinda Coleman, City Manager
FROM: Gayle Bauman, Finance Director
DATE: November 2, 2015
SUBJECT: Approval of Resolution Certifying Special Assessments for Unpaid
Ambulance Bills
Introduction
Annually the City levies special assessments for unpaid ambulance bills on property within
Ramsey County. During the past 12 months, notifications were made to individuals that had
unpaid ambulance bills. The notices indicated that the balance due for ambulance services
along with 10% interest would be added to their 2016 property taxes if payment was not made
within 30 days. A few payments were received in response to these notifications. The
remaining unpaid bills in the amount of $11,393.20 plus 10% interest of $1,139.32 should be
certified as special assessments.
Budget Impact
This process assists with the collection of past due amounts.
Recommendation
It is recommended that the attached resolution be adopted to certify $12,532.52 of unpaid
ambulance bills for collection with 2016 property taxes which includes interest at the rate of ten
percent on the total amount for one year.
Attachments
Attachment 1: Resolution
Packet Page Number 26 of 99
G2, Attachment 1
RESOLUTION NO.
RESOLVED, that the City Clerk is hereby authorized and directed to certify to the
Auditor of Ramsey County the following ambulance bills totaling $12,532.52 for
collection with the taxes of said property owner for the year 2015, collectible in 2016,
which includes interest at the rate of ten percent (10%) on the total amount for one
year.
Packet Page Number 27 of 99
G3
MEMORANDUM
TO: Melinda Coleman, City Manager
FROM: Gayle Bauman, Finance Director
DATE: November 2, 2015
SUBJECT: Approval of Resolution Certifying Special Assessments for Unpaid
Miscellaneous Charges
Introduction
Annually the City levies special assessments for unpaid miscellaneous charges on property
within Ramsey County. These miscellaneous charges include items such as false alarms, lawn
mowing and other code enforcement issues. During the past 12 months, letters were sent to
individuals that had unpaid bills. The letters indicated that the balance due for the services
along with 10% interest would be added to their 2016 property taxes if payment was not made
within 30 days. A few payments were received in response to these letters. The remaining
unpaid bills in the amount of $4,721.09 plus 10% interest of $472.11 should be certified as
special assessments.
Budget Impact
This process assists with the collection of past due amounts.
Recommendation
It is recommended that the attached resolution be adopted to certify $5,193.20 of unpaid
miscellaneous charges for collection with 2016 property taxes which includes interest at the rate
of ten percent on the total amount for one year.
Attachments
Attachment 1: Resolution
Packet Page Number 28 of 99
G3, Attachment 1
RESOLUTION NO.
RESOLVED, that the City Clerk is hereby authorized and directed to certify to the
Auditor of Ramsey County the following miscellaneous charges totaling $5,193.20 for
collection with the taxes of said property owner for the year 2015, collectible in 2016,
which includes interest at the rate of ten percent (10%) on the total amount for one
year.
Packet Page Number 29 of 99
G4
MEMORANDUM
TO: Melinda Coleman, City Manager
FROM: Gayle Bauman, Finance Director
DATE: November 2, 2015
SUBJECT: Approval of Resolution Certifying Special Assessments for Unpaid
Trash Bills
Introduction
Beginning in 2013, the City levied special assessments for unpaid trash bills on property within
Ramsey County. The accounts affected are those that have amounts due that are at least two
billing periods old. 478 notices were sent to individuals that had unpaid bills. The notices
indicated that the balance due for the services along with 10% interest would be added to their
2016 property taxes if payment was not made within 30 days. Many payments have been
received in response to these notices and 169 of those accounts are now paid in full. The
remaining unpaid bills in the amount of $47,798.44 plus 10% interest of $4,780.21 should be
certified as special assessments.
Budget Impact
This process assists with the collection of past due amounts.
Recommendation
It is recommended that the attached resolution be adopted to certify $52,578.65 of unpaid trash
bills for collection with 2016 property taxes which includes interest at the rate of ten percent on
the total amount for one year.
Attachments
Attachment 1: Resolution
Packet Page Number 30 of 99
G4, Attachment 1
RESOLUTION NO.
RESOLVED, that the City Clerk is hereby authorized and directed to certify to the
Auditor of Ramsey County the following trash bills totaling $52,578.65 for collection with
the taxes of said property owner for the year 2015, collectible in 2016, which includes
interest at the rate of ten percent (10%) on the total amount for one year.
Packet Page Number 31 of 99
THIS PAGE IS INTENTIONALLY LEFT BLANK
Packet Page Number 32 of 99
J1
MEMORANDUM
TO: Melinda Coleman, City Manager
FROM: Karen Haag , Director Citizen Services
DATE: November 3, 2015
SUBJECT: Approval of Resolution for a Lawful Gambling Premise Permit for White Bear
Lake Hockey Association at McCarron’s Pub & Grill, 1986 Rice Street
Introduction
Christine Olson, on behalf of White Bear Lake Hockey Association has submitted an application
and is requesting approval of a premise permit to conduct lawful gambling at McCarron’s Pub &
Grill, 1986 Rice St in Maplewood.
Previously, lawful gambling was conducted at McCarron’s Pub & Grill by Chops, Inc. Per City
Code Section 22-9 subd.2, which states that only one organization may conduct lawful gambling
at an establishment at any one time, the establishment has terminated its lease with Chops, Inc
to allow for continued gambling activity to be conducted by White Bear Lake Hockey
Association.
Background
White Bear Lake Hockey Association is a non-profit organization dedicated to developing skilled
hockey players, to stress good sportsmanship and fair play and to teach each participant to
accept both victory and defeat in a gracious manner. It has been in existance since 1965.
For the purposes of this permit application, a background investigation has been conducted on
the organization’s designated gambling manager: Christine Olson; nothing was identified in this
investigation that would prohibit the issuance of this permit.
Recommendation
It is recommended that Council approve the Resolution for a Lawful Gambling Premise permit
for White Bear Lake Hockey Association at the McCarron’s Pub & Grill, 1986 Rice Street.
Attachments
1. Resolution for a Lawful Gambling Premise permit
Packet Page Number 33 of 99
J1, Attachment 1
RESOLUTION
LAWFUL GAMBLING PREMISE PERMIT
BE IT HEREBY RESOLVED, by the City Council of Maplewood, Minnesota, that the
premise permit for lawful gambling is approved for White Bear Lake Hockey Association to
operate at McCarron’s Pub & Grill, 1986 Rice St, Maplewood, MN.
FURTHERMORE, that the Maplewood City Council waives any objection to the timeliness
of application for said permit as governed by Minnesota Statute §349.213.
FURTHERMORE, that the Maplewood City Council requests that the Gambling Control
Division of the Minnesota Department of Gaming approve said permit application as being in
compliance with Minnesota Statute §349.213.
NOW, THEREFORE, be it further resolved that this Resolution by the City Council of
Maplewood, Minnesota, be forwarded to the Gambling Control Division for their approval.
Packet Page Number 34 of 99
J2
MEMORANDUM
TO: Melinda Coleman, City Manager
FROM: Karen Haag, Director Citizen Services
DATE: November 3, 2015
SUBJECT: Annual Currency Exchange License Renewal for EZ Cash Maplewood LLC, 3035
White Bear Avenue - §53A.04 Approval or Denial of Application
Introduction
Pursuant to MN §53A.04, the MN Department of Commerce recently notified the City that a
currency exchange license renewal application was submitted by EZ Cash Maplewood LLC to
continue their operation at 3035 White Bear Avenue N for 2016.
The renewal application filed with the MN Department of Commerce included the names of the
officers and owners of the licensee, background checks on each of the owners and officers from
the Minnesota Bureau of Criminal Apprehension, a fee schedule of all fees to be charged by the
currency exchange office, a $10,000 surety bond valid through December 31, 2016 and the
$500 renewal fee.
Background
MN §53A.04 requires the Department of Commerce to submit any application for licensure as a
currency exchange to the governing body of the municipality in which the currency exchange
conducts business.
After consulting with Chief Schnell, there is nothing on record that would prohibit Council from
approving the annual currency exchange license renewal; they are a good member of the
business community.
Recommendation
It is recommended that Council approve the currency exchange license renewal for EZ Cash
Maplewood, LLC.
Packet Page Number 35 of 99
J3
MEMORANDUM
TO: Melinda Coleman, City Manager
FROM: Karen Haag, Director Citizen Services
DATE: November 3, 2015
RE: Canvass of Municipal General Election Results
Background
It is recommended that the City Council approve the following resolution canvassing the results
of the Municipal General Election held on November 3, 2015.
RESOLUTION
CANVASS OF ELECTION
RESOLVED, that the City Council of Maplewood, Ramsey County, Minnesota, acting as a
canvassing board on November 9, 2015, hereby declares the following results from the
November 3, 2015, Municipal General Election.
Councilmember Candidates:
Robert Cardinal 2585
Diana Longrie 2053
Bryan Smith 2729
Tou Xiong 3153
Receiving the highest number of votes in the election for the two four year terms for council are
Bryan Smith and Tou Xiong.
The oath of office will be administered on January 4, 2016.
WRITE-IN VOTES:
A total of ** write-in votes were received for City Council member. A complete record of the
write-in votes are attached.
Recommendation
Staff recommends approval of the Resolution canvassing the November 3, 2015 election
results.
Attachments
1. Write-In Votes
Packet Page Number 36 of 99
J3, Attachment 1
MAPLEWOOD MUNICIPAL GENERAL ELECTION
November 3, 2015
Write-In Vote Tally for City Council
Candidate Name Total Votes/All Precincts
Amy Poppinga 1
Andre Chovravong 1
Anthony Ducklow 2
Babin 1
Bill Kemper 4
Bill Miller/William Miller 3
Bob Knob 1
Bryan Fisher 1
Daniel Kortus 1
Flavor Flav 1
Fran Grant 1
George Farr 1
George Washington 1
Jaime Bahrke 2
James Farrell 1
Jeff Bibeau 1
Jennifer Sweeney 1
John Nephew 1
John Savat 1
Joshua Snow/Josh Snow 2
Kaitlyn Jenner 1
Kang 1
Marv Koppen/Marvin Koppen/Marvin Koepen 8
Matt Shoff 1
Parnell Charles 1
Paul Sweeney 1
Peter Fisher 1
Peter Glass/Pete Glass 2
Rodger Richard 1
Tim Kennedy 1
Todd Haugstad 1
Packet Page Number 37 of 99
MEMORANDUM
TO: Melinda Coleman, City Manager
FROM: Steven Love, Assistant City Engineer
Jon Jarosch, Civil Engineer II
DATE: November 3, 2015
SUBJECT: Consider Resolution Accepting Feasibility Study, Authorizing Preparation of Plans &
Specifications, and Calling for Public Hearing, Lakewood/Sterling Area Street
Improvements, City Project 15-11
Introduction
The feasibility study for the Lakewood/Sterling Area Street Improvements, City Project 15-11, is
complete and available in the office of the city engineer. A copy will be sent to all council members with
the packet information and will also be available in the council chambers during the meeting on Monday
night. The study includes information on the proposed improvements, costs, and proposed financing.
The council will consider accepting the feasibility study, authorizing the preparation of plans and
specifications, and ordering a public hearing to be held on November 23, 2015.
Background
The Lakewood/Sterling Area Street Improvements project, City Project 15-11 consists of two separate
areas. The Lakewood area, which is being referred to as Area #1, consists of the streets shown on the
attached Project Location Map lying north of Carver Avenue and south of Highwood Avenue. These
streets are part of the City’s work plan as a result of the adoption of the Gas Franchise Fee.
The Sterling Street Area, which is being referred to as Area #2, consists of that part of Sterling Street
shown on the attached Project Location Map lying north of Linwood Avenue and south of Londin Lane.
This portion of Sterling Street is scheduled for street improvements in 2016 according to the 2016-2020
Maplewood Capital Improvement Plan (CIP). On July 27, 2015 the City Council ordered the
preparation of the feasibility study.
The aging and deteriorating condition of roads shown on the project location maps for Area #1 and
Area #2 presents an ongoing maintenance problem for the City of Maplewood Street Department. The
condition of the existing streets also represents a decreased level of service for the residents of
Maplewood, with the City receiving numerous complaints from area residents about substandard street
conditions.
The average Pavement Condition Index (PCI) method was used to determine the condition of existing
streets within both project areas. The PCI rating is based on a visual survey of the pavement and
results in a number between 0 and 100, with 0 being the worst possible pavement condition and 100
being a newly constructed road. The streets in Area #1 have an overall length of approximately 1.73
miles with an average PCI rating of 15. The streets in Area #2 have an overall length of approximately
0.83 miles with an average PCI rating of 38.
J4
Packet Page Number 38 of 99
An informational packet was mailed to the residents on August 5, 2015 and contained information about
the proposed pavement rehabilitation project, a project location map, a letter explaining assessments, a
questionnaire, information about the questionnaire, and a letter inviting residents to a neighborhood
meeting.
An informational neighborhood meeting was held September 30, 2015 at the Maplewood Community
Center. Staff mailed out the meeting invitation to 250 property owners and approximately 40 residents
attended the meeting. The meeting generally ran from 6:00 pm to 7:30 p.m. including a presentation,
question and answer session, and one-on-one conversations. Items presented at the meeting included
the public improvement process, an explanation of why Lakewood/Sterling Area was chosen for
improvements, project scope, proposed assessments, and an estimated project timeline.
Discussion
The existing public infrastructure for majority of the streets in both project areas generally consists of a
bituminous pavement section, concrete curb and gutter, storm sewer, sanitary sewer, and water
utilities. The one exception is that part of Sterling Street which lies north of Caver Avenue and south of
Schadt Drive. This section of Sterling Street is a rural section design which has drainage ditches on
each side of the road in lieu of concrete curb and gutter. This section of Sterling Street is proposed to
remain as a rural section road.
The proposed project for both areas is focused primarily on fixing the condition of the bituminous
pavement. Staff is recommending reclaiming the top 8 inches of the street section. By reclaiming,
grinding, the top 8 inches of the street section, the crushed bituminous is blended with the underlying
aggregate to form new base material to support the road. After the road has been reclaimed and
excess material removed, the road base will be reshaped to provide adequate drainage. The new base
material will be compacted, and a new bituminous pavement surface will be installed.
The proposed project also includes minor adjustments and repairs to the existing storm sewer, sanitary
sewer, and water utilities. The feasibility study found that the proposed project is feasible, necessary,
and cost effective from an engineering standpoint.
If the study is accepted along with authorization for preparation of plans and specifications, then a
Public Hearing will be scheduled for November 23, 2015. The Public Hearing is the meeting in which
the residents have the opportunity to comment on the project. In order to proceed with the project a
super majority vote is needed for ordering of the improvement after public testimony is received.
Budget Impact
The estimated project cost for Area #1 is $1,334,742 and $752,947 for Area #2. The total estimated
project cost for both areas is $2,087,689 and is outlined on the following page:
J4
Packet Page Number 39 of 99
PROPOSED IMPROVEMENTS TOTAL
AMOUNT % OF AREA #1
STREET IMPROVEMENTS 1,246,900$ 93%
DRAINAGE IMPROVEMENTS 26,189$ 2%
SANITARY SEWER IMPROVMENTS 47,535$ 4%
WATER SYSTEM IMPROVEMENTS 14,118$ 1%
AREA #1 ESTIMATE OF PROJECT COSTS $1,334,742 100%
PROPOSED IMPROVEMENTS TOTAL
AMOUNT
% OF AREA #2
PROJECT
STREET IMPROVEMENTS 681,235$ 91%
DRAINAGE IMPROVEMENTS 43,648$ 6%
SANITARY SEWER IMPROVMENTS 18,550$ 2%
WATER SYSTEM IMPROVEMENTS 9,514$ 1%
AREA #2 ESTIMATE OF PROJECT COSTS $752,947 100%
TOTAL ESTIMATE OF PROJECT COSTS $2,087,689
ESTIMATED PROJECT COST SUMMARY
(LAKEWOOD AREA)
AREA #1
AREA #2
(STERLING AREA)
The estimated costs includes 10% contingencies and 24% overhead, which include engineering,
administrative, legal, and fiscal expenses.
The improvements are proposed to be financed through a combination of special assessments to the
benefiting properties, the Sanitary Sewer Fund, the Environmental Utility Fund, St. Paul Water Funds,
Gas Franchise Fee Funds, and G.O. Improvement Bonds. The following is a summary of the estimated
financing for the proposed project:
FUNDING SOURCE
TOTAL
AMOUNT
% OF TOTAL
PROJECT
GAS FRANCHISE FEE FUND $520,000 46%
SPECIAL BENEFIT ASSESSMENT $529,575 47%
ENVIRONMENTAL UTILITY FUND $26,189 2%
SANITARY SEWER FUND $47,535 4%
ST PAUL W.A.C. FUND $14,117 1%
AREA #1 FUNDING $1,137,417 100%
FUNDING SOURCE
TOTAL
AMOUNT
% OF TOTAL
PROJECT
G.O. IMPROVEMENT BONDS $368,760 49%
SPECIAL BENEFIT ASSESSMENT $312,475 42%
ST. PAUL WATER $4,757 1%
ST. PAUL W.A.C. FUND $4,757 1%
ENVIRONMENTAL UTILITY FUND $43,648 6%
SANITARY SEWER FUND $18,550 2%
AREA #2 FUNDING $752,947 100%
TOAL PROJECT FUNDING $1,890,364
ESTIMATED PROJECT COST RECOVERY
(LAKEWOOD AREA)
(STERLING AREA)
AREA #1
AREA #2
J4
Packet Page Number 40 of 99
The proposed project funding for Area #1 is approximately $200,000 less the estimated project cost.
The proposed project will be designed with bid alternate options in order to hold to the proposed project
budget, available funding, and maximize the use of the gas franchise fee funds. This allows the City to
adjust the scope of improvements to conform to budgetary constraints while maximizing the work
completed. In essence, this would allow the bids to be received and the city can choose the design
based on the cost it is comfortable with in order to proceed.
The proposed project budget for Area # 2 is approximately $83,000 above the approved 2016-2020 CIP
funding plan. This difference is covered by additional special benefit assessments. This allows the
G.O. Improvement Bonds to remain approximately the same to the approved 2016-2020 CIP funding
plan.
An independent appraisal firm was hired to ascertain an opinion of special benefit received by
properties within the neighborhood project area. This information will ultimately be utilized to set the
special benefit assessment amounts for the project area. For the purposes of the feasibility report, the
rates established in the City’s Special Assessment Policy were utilized.
• Residential
o Pavement Rehabilitation / Replacement Rate = $3,450/unit
• Commercial / Multi-Family
o Commercial /Multi-Family Special Benefit Assessment Rates = $69 Per Linear Foot
There are a total of 243 assessable residential and commercial/multi-family parcels within the project
area. Of the total assessable residential properties 142 are in Area #1 and 101 are in Area #2.
Recommendation
It is recommended that the City Council approve the attached Resolution Accepting the Feasibility
Report, Authorizing the Preparation of Plans and Specifications, and Calling for a Public Hearing for
7:00 p.m. on November 23, 2015 for the Lakewood/Sterling Area Street Improvements, City Project 15-
11.
Attachments
1. Resolution
2. Project Map
3. Feasibility Executive Summary
4. Feasibility Report (separate attachment)
J4
Packet Page Number 41 of 99
RESOLUTION
ACCEPTING FEASIBILITY STUDY, AUTHORIZING PREPARATION OF PLANS AND
SPECIFICATIONS, AND CALLING FOR PUBLIC HEARING
WHEREAS, pursuant to a resolution of the council adopted July 27, 2015, a report has been
prepared by the City Engineering Division with reference to the improvement of Lakewood/Sterling Area
Street Improvements, City Project 15-11, and this report was received by the council on November 9,
2015, and
WHEREAS, the report provides information regarding whether the proposed project is
necessary, cost-effective, and feasible,
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF MAPLEWOOD,
MINNESOTA:
1. The City Council will consider the Lakewood/Sterling Area Street Improvements, City
Project 15-11 in accordance with the report and the assessment of abutting property for all or a portion
of the cost of the improvement pursuant to Minnesota Statutes, Chapter 429 at an estimated total cost
of $2,087,689.
2. The City Engineer or his designee is the designated engineer for this improvement
project and is hereby directed to prepare final plans and specifications for the making of said
improvement.
3. The Finance Director is hereby authorized to make the financial transfers necessary for
the preparation of plans and specifications. A proposed budget of $1,890,364 shall be established.
The proposed financing plan is as follows:
FUNDING SOURCE
TOTAL
AMOUNT
% OF TOTAL
PROJECT
GAS FRANCHISE FEE FUND $520,000 46%
SPECIAL BENEFIT ASSESSMENT $529,575 47%
ENVIRONMENTAL UTILITY FUND $26,189 2%
SANITARY SEWER FUND $47,535 4%
ST PAUL W.A.C. FUND $14,117 1%
AREA #1 FUNDING $1,137,417 100%
FUNDING SOURCE
TOTAL
AMOUNT
% OF TOTAL
PROJECT
G.O. IMPROVEMENT BONDS $368,760 49%
SPECIAL BENEFIT ASSESSMENT $312,475 42%
ST. PAUL WATER $4,757 1%
ST. PAUL W.A.C. FUND $4,757 1%
ENVIRONMENTAL UTILITY FUND $43,648 6%
SANITARY SEWER FUND $18,550 2%
AREA #2 FUNDING $752,947 100%
TOAL PROJECT FUNDING $1,890,364
ESTIMATED PROJECT COST RECOVERY
(LAKEWOOD AREA)
(STERLING AREA)
AREA #1
AREA #2
J4, Attachment 1
Packet Page Number 42 of 99
4. A public hearing shall be held on such proposed improvement on the 23rd day of
November, 2015 in the council chambers of city hall at 7:00 p.m., and the clerk shall give mailed and
published notice of such hearing and improvement as required by law.
Approved this 9th day of November, 2015.
J4, Attachment 1
Packet Page Number 43 of 99
J4, Attachment 2
Packet Page Number 44 of 99
iv
LAKEWOOD/STERLING AREA STREET IMPROVEMENTS
CITY PROJECT 15-11
EXECUTIVE SUMMARY
CRESTVIEW COURT,LAKEWOOD DRIVE,MAMIE AVENUE,MARNIE COURT,MARY PLACE,
MORELAND COURT,OAK HEIGHTS CT., SCHADT DRIVE,SNOWSHOE COURT,
SNOWSHOE LANE, AND STERLING STREET
Project Summary
This feasibility report has been prepared for the Lakewood/Sterling Area Street Improvements,
City of Maplewood Project 15-11. The above referenced streets total approximately 2.56 miles in
length. The proposed improvements include the following:
1) Reclamation of all project streets. Sub-grade repairs in areas of failure as necessary to
support the new street section.
2) Removal and replacement of damaged sections of concrete curb and gutter and
integral driveway aprons.
3) Replacement of outdated sanitary sewer castings.
4) Replacement of damaged storm sewer castings.
5) Replacement of pedestrian curb ramps as necessary.
Project Cost
The estimated total project cost is $2,087,689 and is outlined as follows:
PROPOSED IMPROVEMENTS TOTAL
AMOUNT % OF AREA #1
STREET IMPROVEMENTS 1,246,900$ 93%
DRAINAGE IMPROVEMENTS 26,189$ 2%
SANITARY SEWER IMPROVMENTS 47,535$ 4%
WATER SYSTEM IMPROVEMENTS 14,118$ 1%
AREA #1 TOTAL $1,334,742 100%
PROPOSED IMPROVEMENTS TOTAL
AMOUNT
% OF AREA #2
PROJECT
STREET IMPROVEMENTS 681,235$ 91%
DRAINAGE IMPROVEMENTS 43,648$ 6%
SANITARY SEWER IMPROVMENTS 18,550$ 2%
WATER SYSTEM IMPROVEMENTS 9,514$ 1%
AREA #2 TOTAL $752,947 100%
TOTAL ESTIMATED PROJECT COST $2,087,689
ESTIMATED PROJECT COST SUMMARY
(LAKEWOOD AREA)
AREA #1
AREA #2
(STERLING AREA)
J4, Attachment 3
Packet Page Number 45 of 99
v
The estimated costs includes 10% contingencies and 24% overhead, which include engineering,
administrative, legal, and fiscal expenses.
Proposed Financing
The improvements are proposed to be financed through a combination of special assessments to
the benefiting properties, Gas Franchise Fees, the Sanitary Sewer Fund, the Environmental
Utility Fund, St. Paul W.A.C. funds, St. Paul Water funds, and G.O. Improvement Bonds. The
following is a summary of the estimated financing for the proposed project.
Schedule
The following schedule may be implemented, should it be determined to proceed with the
project:
Receive feasibility study 11/09/2015
Order public hearing 11/09/2015
Public hearing 11/23/2015
Authorize preparation of plans and specifications 11/23/2015
Approve plans and specifications/Authorize advertisement for bids 1/25/2016
Bid date 2/17/2016
Assessment hearing 2/22/2016
Accept bids/award contract 2/22/2016
Begin construction May 2016
Complete construction September 2016
Assessments certified to Ramsey County November 2016
FUNDING SOURCE
TOTAL
AMOUNT
% OF TOTAL
PROJECT
GAS FRANCHISE FEE FUND $520,000 46%
SPECIAL BENEFIT ASSESSMENT $529,575 47%
ENVIRONMENTAL UTILITY FUND $26,189 2%
SANITARY SEWER FUND $47,535 4%
ST. PAUL W.A.C. FUND $14,117 1%
AREA #1 FUNDING $1,137,417 100%
FUNDING SOURCE
TOTAL
AMOUNT
% OF TOTAL
PROJECT
G.O. IMPROVEMENT BONDS $368,760 49%
SPECIAL BENEFIT ASSESSMENT $312,475 42%
ST. PAUL WATER $4,757 1%
ST. PAUL W.A.C. FUND $4,757 1%
ENVIRONMENTAL UTILITY FUND $43,648 6%
SANITARY SEWER FUND $18,550 2%
AREA #2 FUNDING $752,947 100%
TOAL PROJECT FUNDING $1,890,364
ESTIMATED PROJECT COST RECOVERY
(LAKEWOOD AREA)
(STERLING AREA)
AREA #1
AREA #2
J4, Attachment 3
Packet Page Number 46 of 99
MEMORANDUM
TO: Melinda Coleman, City Manager
FROM: Steven Love, Assistant City Engineer
Jon Jarosch, Civil Engineer II
DATE: November 3, 2015
SUBJECT: Consider Resolution Accepting Feasibility Study, Authorizing Preparation of Plans &
Specifications, and Calling for Public Hearing, Beebe Road Street Improvements, City
Project 13-10
Introduction
The feasibility study for the Beebe Road Street Improvements, City Project 13-10, is complete and
available in the office of the city engineer. A copy will be sent to all council members with the packet
information and will also be available in the council chambers during the meeting on Monday night.
The study includes information on the proposed improvements, costs, and proposed financing. The
council will consider accepting the feasibility study, authorizing the preparation of plans and
specifications, and ordering a public hearing to be held on November 23, 2015.
Background
The Beebe Road Street Improvement project, City Project 13-10, is scheduled for street and utility
improvements in 2016 according to the 2016-2020 Maplewood Capital Improvement Plan (CIP). On
August 26, 2013 the City Council ordered the preparation of the feasibility study. Prior to the
completion of the feasibility study, the Beebe Road Street Improvements project was delayed until the
2016 construction season due to reprioritization of projects as part of the annual CIP update process.
The aging and deteriorating condition of Beebe Road lying north of Larpenteur Avenue and south of
Holloway Avenue (see attached project location map) presents an ongoing maintenance problem for
the City of Maplewood Street Department. The condition of the existing street also represents a
decreased level of service for the residents of Maplewood, with the City receiving numerous complaints
from area residents about substandard street conditions.
Beebe Road has an overall length of approximately 0.5 miles with an average PCI rating of 13. The
average Pavement Condition Index (PCI) method was used to determine the condition of existing
street. The PCI rating is based on a visual survey of the pavement and results in a number between 0
and 100, with 0 being the worst possible pavement condition and 100 being a newly constructed road.
An informational packet was mailed to the residents on September 24, 2015 and contained information
about the proposed pavement rehabilitation project, a project location map, a letter explaining
assessments, a questionnaire, information about the questionnaire, and a letter inviting residents to a
neighborhood meeting.
An informational neighborhood meeting was held October 19, 2015 at the Maplewood Community
Center. Staff mailed out the meeting invitation to 73 property owners and approximately 15 residents
J5
Packet Page Number 47 of 99
attended the meeting. The meeting generally ran from 6:00 pm to 7:30 p.m. including a presentation,
question and answer session, and one-on-one conversations. Items presented at the meeting included
the public improvement process, an explanation of why Beebe Road was chosen for improvements,
project scope, proposed assessments, and an estimated project timeline.
Discussion
The existing public infrastructure for Beebe Road generally consists of a bituminous pavement section,
concrete curb and gutter, storm sewer, sanitary sewer, and water utilities. The proposed project is
focused primarily on fixing the condition of the bituminous pavement. Staff is recommending reclaiming
the top 10 inches of the street section. By reclaiming, grinding, the top 10 inches of the street section,
the crushed bituminous is blended with the underlying aggregate to form new base material to support
the road. After the road has been reclaimed and excess material removed, the road base will be
reshaped to provide adequate drainage. The new base material will be compacted and a new
bituminous pavement surface will be installed.
The proposed project also includes minor adjustments and repairs to the existing storm sewer, sanitary
sewer, and water utilities. Additionally, a new bituminous walk is proposed to be constructed on the
east side of Beebe Road to improve pedestrian and bicycle facilities in the project area. The feasibility
study found that the proposed project is feasible, necessary, and cost effective from an engineering
standpoint.
If the study is accepted along with authorization for preparation of plans and specifications, then a
Public Hearing will be scheduled for November 23, 2015. The Public Hearing is the meeting in which
the residents have the opportunity to comment on the project. In order to proceed with the project a
super majority vote is needed for ordering of the improvement after public testimony is received.
Budget Impact
The estimated project cost is $1,522,296 and is outlined as follows:
PROPOSED IMPROVEMENTS TOTAL
AMOUNT
% OF TOTAL
PROJECT
STREET IMPROVEMENTS 1,245,791$ 81.8%
DRAINAGE IMPROVEMENTS 86,790$ 5.7%
SANITARY SEWER IMPROVMENTS 173,896$ 11.4%
WATER SYSTEM IMPROVEMENTS 15,819$ 1.0%
TOTAL ESTIMATE OF PROJECT COSTS $1,522,296 100%
The estimated costs includes 20% contingencies and 31.5% overhead, which include engineering,
administrative, legal, and fiscal expenses. The project budget detailed in the City’s 2016-2020 Capital
Improvement Plan is $1,830,000. The proposed project budget is approximately $307,000 less than
the approved CIP budget.
The improvements are proposed to be financed through a combination of special assessments to the
benefiting properties, the Sanitary Sewer Fund, the Environmental Utility Fund, St. Paul Water Funds,
State Aid Funds, and G.O. Improvement Bonds. A summary of the estimated financing for the
proposed project is shown on the following page.
J5
Packet Page Number 48 of 99
In order to hold to debt levels established in the adopted 5-year CIP the intent is to design this project
with bid alternate options. This allows the City to adjust the scope of improvements to conform to
budgetary constraints while maximizing the work completed. In essence, this would allow the bids to
be received and the city can choose the design based on the cost it is comfortable with in order to
proceed.
An independent appraisal firm was hired to ascertain an opinion of special benefit received by
properties within the neighborhood project area. This information will ultimately be utilized to set the
special benefit assessment amounts for the project area. For the purposes of the feasibility report, the
rates established in the City’s Special assessment policy were utilized.
• Residential
o Pavement Rehabilitation / Replacement Rate = $3,450/unit
• Commercial / Multi-Family
o Commercial /Multi-Family Special Benefit Assessment Rates = $69 Per Linear Foot
There are a total of 66 assessable residential and commercial/multi-family parcels within the project
area.
Recommendation
It is recommended that the City Council approve the attached Resolution Accepting the Feasibility
Report, Authorizing the Preparation of Plans and Specifications, and Calling for a Public Hearing for
7:00 p.m. on November 23, 2015 for the Beebe Road Street Improvements, City Project 13-10.
Attachments
1. Resolution
2. Project Map
3. Feasibility Executive Summary
4. Feasibility Report (separate attachment)
FUNDING SOURCE
TOTAL
AMOUNT
% OF TOTAL
PROJECT
G.O. IMPROVEMENT BONDS $217,846 14%
SANITARY SEWER FUND $173,896 11%
ENVIRONMENTAL UTILITY FUND $86,790 6%
SPECIAL BENEFIT ASSESSMENT BONDS $302,944 20%
St. Paul W.A.C. FUND $7,910 0.5%
State Aid FUNDS $725,000 48%
St. Paul Water $7,910 0.5%
TOTAL FUNDING $1,522,296 100%
ESTIMATED PROJECT COST RECOVERY
J5
Packet Page Number 49 of 99
RESOLUTION
ACCEPTING FEASIBILITY STUDY, AUTHORIZING PREPARATION OF PLANS AND
SPECIFICATIONS, AND CALLING FOR PUBLIC HEARING
WHEREAS, pursuant to a resolution of the council adopted August 26, 2013, a report has been
prepared by the City Engineering Division with reference to the improvement of Beebe Road Street
Improvements, City Project 13-10, and this report was received by the council on November 9, 2015,
and
WHEREAS, the report provides information regarding whether the proposed project is
necessary, cost-effective, and feasible,
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF MAPLEWOOD,
MINNESOTA:
1. The City Council will consider the Beebe Road Street Improvements, City Project 13-10
in accordance with the report and the assessment of abutting property for all or a portion of the cost of
the improvement pursuant to Minnesota Statutes, Chapter 429 at an estimated total cost of $1,522,296.
2. The City Engineer or his designee is the designated engineer for this improvement
project and is hereby directed to prepare final plans and specifications for the making of said
improvement.
3. The Finance Director is hereby authorized to make the financial transfers necessary for
the preparation of plans and specifications. A proposed budget of $1,522,296 shall be established.
The proposed financing plan is as follows:
4. A public hearing shall be held on such proposed improvement on the 23rd day of
November, 2015 in the council chambers of city hall at 7:00 p.m., and the clerk shall give mailed and
published notice of such hearing and improvement as required by law.
Approved this 9th day of November, 2015.
FUNDING SOURCE
TOTAL
AMOUNT
% OF TOTAL
PROJECT
G.O. IMPROVEMENT BONDS $217,846 14%
SANITARY SEWER FUND $173,896 11%
ENVIRONMENTAL UTILITY FUND $86,790 6%
SPECIAL BENEFIT ASSESSMENT BONDS $302,944 20%
St. Paul W.A.C. FUND $7,910 0.5%
State Aid FUNDS $725,000 48%
St. Paul Water $7,910 0.5%
TOTAL FUNDING $1,522,296 100%
ESTIMATED PROJECT COST RECOVERY
J5, Attachment 1
Packet Page Number 50 of 99
J5, Attachment 2
Packet Page Number 51 of 99
iv
BEEBE ROAD STREET IMPROVEMENTS
CITY PROJECT 13-10
EXECUTIVE SUMMARY
Project Summary
This feasibility report has been prepared for the Beebe Road Street Improvements, City of
Maplewood Project 13-10. The above referenced street totals approximately 0.5 miles in length.
The proposed improvements include the following:
1) Reclamation of Beebe Road within the project limits. Sub-grade repairs in areas of
failure as necessary to support the new street section.
2) Removal and replacement of structurally deficient sections of concrete curb and gutter.
3) Replacement of outdated sanitary sewer castings.
4) Replacement of damaged storm sewer castings.
5) Replacement of pedestrian curb ramps as necessary.
6) Minor repairs or lining of underground utilities as needed.
7) Sanitary sewer lining in select areas of the City.
8) Neighborhood bituminous fog seal.
9) Installation of an 8-foot bituminous walk along the east side of Beebe Road.
Project Cost
The estimated project cost is $1,522,296 and is outlined as follows:
PROPOSED IMPROVEMENTS TOTAL
AMOUNT
% OF TOTAL
PROJECT
STREET IMPROVEMENTS 1,245,791$ 81.8%
DRAINAGE IMPROVEMENTS 86,790$ 5.7%
SANITARY SEWER IMPROVMENTS 173,896$ 11.4%
WATER SYSTEM IMPROVEMENTS 15,819$ 1.0%
TOTAL ESTIMATE OF PROJECT COSTS $1,522,296 100%
The estimated costs includes 20% contingencies and 31.5% overhead, which include
engineering, administrative, legal, and fiscal expenses.
J5, Attachment 3
Packet Page Number 52 of 99
v
Proposed Financing
The improvements are proposed to be financed through a combination of special assessments to
the benefiting properties, the Sanitary Sewer Fund, the Environmental Utility Fund, St. Paul
W.A.C. funds, Saint Paul Water funds, State Aid funds, and G.O. Improvement Bonds. The
following is a summary of the estimated financing for the proposed project.
Schedule
The following schedule may be implemented, should it be determined to proceed with the
project:
Receive feasibility study 11/09/2015
Order public hearing 11/09/2015
Public hearing 11/23/2015
Authorize preparation of plans and specifications 11/23/2015
Approve plans and specifications/Authorize advertisement for bids 2/8/2016
Bid date 3/9/2016
Assessment hearing 3/14/2016
Accept bids/award contract 3/14/2016
Begin construction May 2016
Complete construction September 2016
Assessments certified to Ramsey County November 2016
FUNDING SOURCE
TOTAL
AMOUNT
% OF TOTAL
PROJECT
G.O. IMPROVEMENT BONDS $217,846 14%
SANITARY SEWER FUND $173,896 11%
ENVIRONMENTAL UTILITY FUND $86,790 6%
SPECIAL BENEFIT ASSESSMENT BONDS $302,944 20%
St. Paul W.A.C. FUND $7,910 1%
State Aid FUNDS $725,000 48%
St. Paul Water $7,910 1%
TOTAL FUNDING $1,522,296 100%
ESTIMATED PROJECT COST RECOVERY
J5, Attachment 3
Packet Page Number 53 of 99
MEMORANDUM
TO: City Council
FROM: Melinda Coleman, City Manager
Paul P. Schnell, Director of Public Safety
DATE: November 4, 2015
SUBJECT: Consider Options and Alternatives Regarding City Prosecution Contract with
Campbell-Knutson
Introduction
The Campbell-Knutson law firm has been serving as Maplewood’s City Prosecutor since
February 2015. At the September 28, 2015, City Council workshop, Mr. Elliott Knetsch from
Campbell-Knutson presented a summary of prosecution cases since their firm took over as the
City’s prosecutor. Following the overview of prosecution efforts, a brief discussion ensued
regarding the firms contract compensation rate based on the workload. Subsequently, we met
with Mr. Knetsch to discuss compensation and what the contract called for based on the
number of cases, the outcomes being sought, and the demands placed on the firm due to
Ramsey County District Court case calendaring protocols.
Background
In January of 2015, the Maplewood City Council approved an agreement between the City and
the Campbell-Knutson law firm to serve as Maplewood’s City Prosecutor. The agreement called
for Campbell-Knutson to be paid $9,000.00 per month ($108,000.00/year), plus expenses, in
accordance with their proposal. It should be noted that Campbell-Knutson’s proposal provided
the lowest cost, and reference checks with other cities (e.g. Burnsville and Plymouth) were very
strong and positive. Shortly after completion of the agreement, police records staff began
transitioning new cases to Campbell-Knutson. In addition, cases pending review or in
prosecution with Mr. Kantrud were transitioned to Campbell-Knutson without disruption.
Since taking over as the City’s prosecutor, Mr. Knetsch has regularly met with the staff liaison in
the Police Department. The first several months following the award of the contract, the
workload for Campbell-Knutson was understandably large based on the need to “ramp up” and
learn the status of all pending cases, as well as, manage newly charged cases and develop a
familiarity with the Ramsey County District Court system. Even after 4 to 6 months passed the
overall prosecution levels did not adjust.
Between 2/1/2015 and 7/31/2015, Campbell-Knutson’s prosecution effort comprised the
following:
1.Cases opened – 813
2.Charges by formal complaint – 219
3.Domestic violence cases opened (last 6 months) - 110
4.Court appearances – 198
J6
Packet Page Number 54 of 99
Following the September 28, 2015 City Council workshop at which Campbell-Knutson’s
workload and monthly fee for service were discussed, staff met with Mr. Knetsch. While it is the
Campbell-Knutson firm’s strong desire to continue serving as Maplewood’s prosecutor, they
report that it is not economically viable at the present contract rate of $9,000.00/month, plus
expenses. Mr. Knetsch reported that Campbell-Knutson would need to be paid $15,000.00 per
month, plus expenses, beginning on or about January 2016 in order to continue providing
prosecution services. It should be noted that in accordance with the contract the City may
terminate the agreement without cause by resolution of the Council. The contract further
provides that the prosecution firm may terminate the agreement at any time with 30 days written
notice. Police staff has provided favorable feedback regarding the services provided by
Campbell-Knutson.
We suggest three options for the City Council to consider, including:
•Option 1: Establish an updated agreement between Campbell-Knutson and the City
reflecting the requested monthly contract rate of $15,000.00 per month, plus expenses
($180,000.00 annually, plus expenses).
•Option 2: Re-engage previous RFP respondents to assess whether they will provide the
services for the cost submitted in their proposal. It should be noted that the competing
firms would need to be contacted to verify that their previous bids would remain the
same and that they understand the requirements and work load. References should also
be re-checked.
o The Kelly & Lemmons firm provided the next lowest cost proposal at $11,000.00
per month, plus expenses ($132,000 annually, plus expenses).
o The third lowest contract proposal (from the three finalists) was submitted by
Geck, Duea and Olson at a proposed monthly fee of $13,000, inclusive of
expenses ($156,000.00 annually).
•Option 3: Negotiate a short-term contract extension with Campbell-Knutson and reissue
the Request for Proposal for prosecution services.
Budget Impact
All the proposed options have a budget impact. Below is the budget impact by option:
•Option 1: Continuing with Campbell-Knutson at the requested contract amount of
$15,000.00 per month increases the City’s prosecution cost by $72,000.00 for 2016.
•Option 2: Engaging the services of Kelly & Lemmons at the requested amount of
$11,000 per month increases the City’s prosecution cost by $24,000.00 for 2016. Should
the Kelly firm be unwilling to contract for that amount, engaging Geck, Duea, and Olson
at the requested amount of $13,000.00 per month increases the City’s prosecution cost
by $48,000.00. It should be noted that the cost of a new contract may be higher but we
would not know that cost until discussing with the Attorneys.
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•Option 3: While we cannot give a hard cost for 2016, it is anticipated that overall costs
will be higher. We base this assessment on the following factors: the documented
experience of Campbell-Knutson with Maplewood’s prosecution history, the staff time
and cost developing, issuing, vetting, and finalizing a new RFP process, and the
increased cost of a short-term contract extension with Campbell-Knutson until award of a
new contract.
Recommendation
It is recommended that the City Council review and consider the proposed alternatives and
direct staff to proceed with the chosen course of action. Should Option 2 be selected, it is
recommended that the City Manager and Director of Public Safety be directed to engage with
the firm who provided the next highest proposal for purposes of forging an agreement for review
and approval of the City Council.
Attachments
None
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MEMORANDUM
TO: City Council
FROM: Melinda Coleman, City Manager
Mike Funk, Assistant City Manager / HR Director
DATE: November 4, 2015
SUBJECT: Consider Approval of City of Maplewood Strategic Plan
Introduction
Over the past several months the City of Maplewood’s leadership team, at the direction of the
City Council, has been developing a strategic plan for the City. The final step in this process is
to adopt the overall plan and to incorporate it into the budget document.
Background
On March 16 and May 4, 2015 the City of Maplewood’s leadership team engaged in team
building and strategic planning retreats. The meetings yielded an improved understanding of
Council-Staff team dynamics and a draft strategic plan for the two-year period 2016-2017.
The strategic plan consists of a set of five strategic priorities, which are the highest priority
issues for the next two years, a series of key outcome indicators and targets, which describe
desired outcomes and success measures, and a list of strategic initiatives, which define the
actions necessary to ensure successful effort.
At the initial planning meeting on March 16, the group discussed effective governance, their
team strengths, and established strategic priorities. On May 4, the group developed a set of
desired outcomes, indicators of success, and targets for performance. This will be followed by
the development of strategic initiatives, which will operationalize the plan.
Staff presented the five (5) Strategic Priorities, Key Outcome Indicators (goals), and Strategic
Initiatives (action plans) at the June 22, July 13, and July 27,, 2015 Council Workshops. The
council proceeded to approve the Strategic Priorities and Key Outcome Indicators (goals) at the
August 10th Council Meeting and directed staff to prepare Action Plans.
Action plans for Financial Sustainability and Coordinated Communication were reviewed at the
September 23, 2015 Manager Work Shop; and Action Plans for Effective Governance, Targeted
Redevelopment, and Operational Effectiveness were reviewed at the October 19th, 2015,
Manager Work Shop.
Budget Impact
There is no estimated budgetary impact projected for this discussion.
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Recommendation
Staff recommends that the City Council approve the City of Maplewood Strategic Plan.
Attachments
1. City of Maplewood Strategic Plan
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City of Maplewood
Strategic Plan
Approved by the City Council on November 9th, 2015
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Contents
Executive Summary ......................................................................................................................................................... 3
Strategic Plan Summary 2016-17 ................................................................................................................................. 4
STRATEGIC PRIORITIES .................................................................................................................................................. 8
Defining the Strategic Priorities ........................................................................................................................... 8
Implementing the Vision: Developing Strategic Initiatives and Action Plans ...................................... 10
APPENDIX I ....................................................................................................................................................................... 12 Strengthfinders Assessment- Council and Senior Management Team................................................ 12
APPENDIX II ...................................................................................................................................................................... 13 SWOT Analysis Data ................................................................................................................................................. 13 SWOT Results – Strengths ............................................................................................................................... 14 SWOT Results – Weaknesses ........................................................................................................................... 15 SWOT Results – Opportunities ...................................................................................................................... 17 SWOT Results – Threats ................................................................................................................................... 19 SWOT Results – Highest Priorities ................................................................................................................... 20
APPENDIX III .................................................................................................................................................................... 23 Strategic Initiatives ................................................................................................................................................. 23 Strategic Priority: Financial Stability ............................................................................................................... 24 Strategic Priority: Coordinated Communication ......................................................................................... 27 Strategic Priority: Effective Governance ........................................................................................................ 30 Strategic Priority: Targeted Redevelopment ................................................................................................ 33 Strategic Priority: Operational Effectiveness ............................................................................................... 36
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Executive Summary
On March 16 and May 4, 2015 the City of Maplewood’s leadership team engaged in team building
and strategic planning retreats. The meetings yielded an improved understanding of Council-Staff
team dynamics and a draft strategic plan for the two-year period 2016-2017.
The strategic plan consists of a set of five strategic priorities, which are the highest priority issues for
the next two years, a series of key outcome indicators and targets, which describe desired outcomes
and success measures, and a list of strategic initiatives, which define the actions necessary to ensure
successful effort.
At the initial planning meeting on March 16, the group discussed effective governance, their team
strengths, and established strategic priorities. On May 4, the group developed a set of desired
outcomes, indicators of success, and targets for performance. This will be followed by the
development of strategic initiatives, which will operationalize the plan.
Staff presented the five (5) Strategic Priorities, Key Outcome Indicators (goals), and Strategic
Initiatives (action plans) at the June 22, July 13, and July 27,, 2015 Council Workshops. The council
proceeded to approve the Strategic Priorities and Key Outcome Indicators (goals) at the August 10th
Council Meeting and directed staff to prepare Action Plans.
Action plans for Financial Sustainability and Coordinated Communication were reviewed at the
September 23, 2015 Manager Work Shop; and Action Plans for Effective Governance, Targeted
Redevelopment, and Operational Effectiveness were reviewed at the October 19th, 2015, Manager
Work Shop.
It is recommended the council approved the full plan on November 9th, 2015.
The strategic plan is summarized on the following page:
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Strategic Plan Summary 2016-17
Strategic Priority
Key Outcome
Indicator (KOI)
[Measurers]
Target
[Goals]
Strategic
Initiatives
[Action Plans]
Financial
Sustainability
Reserve funding-facilities
and equipment
Critical items currently
identified in asset
management plan funded in 3
years.
See
Appendix III
General Fund reserves 40% of Gen. Fund operating
revenues
Budget Positive change to net assets-
all govt’l funds-excluding
future bonded items
Coordinated
Communication
Citizen engagement 3 new engagement tools
implemented
Coordinated
Communication
Determination made
regarding most effective
modalities
Feedback from diverse
communities
--Most effective methods for
feedback determined
--One new approach
implemented
Effective
Governance
Decisions 80% of goals accomplished
annually
See
Appendix III
Council meeting
decorum
Compliance with council
approved “Rules of Civility”.
Advisory
Board/Commissions
Create annual initiatives/work
plans to support city’s
strategic plan
Targeted
Redevelopment
Gladstone area
redevelopment
--3 parcels Maplewood Bowl
completed
--Seek relocation agreements
for auto repair uses
See
Appendix III
Vacant commercial space 50% of sq. ft. back in
productive use
Redevelopment
corridors
Priorities include: Century
Avenue Corridor and
Larpenteur Avenue
-Create shared vision w/
Stakeholders (Oakdale,
Ramsey County, Washington
County, etc.)
Operational
Effectiveness
Performance measures Each Department identifies
five (5) core
effectiveness/performance
measures
See
Appendix III Collaboration/shared
services
Two new executed service
agreements (public/public
and/or public/private)
Survey results Use survey responses to
share service delivery
outcomes and/or goals
*Note: Approved by the city council on August 10, 2015
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City of Maplewood-Team Building and Strategic Planning
On Monday, March 16, the Maplewood City Council, City Manager and senior management team
held a leadership retreat. The focus of the retreat was twofold: (1) a discussion of leadership team
dynamics, and (2) a strategic review of the operating environment. The first half of the day included
a discussion of leadership roles and responsibilities, the results of a team questionnaire, and the
results of a Strengthfinders™ assessment. The afternoon portion of the day focused on a group
SWOT analysis, identification of community challenges, and the establishment of strategic priorities.
Effective Governance, Group Strengths, Team Issues
The leadership team reviewed and discussed the role of governance—first participating in an
interactive discussion of roles and responsibilities, and then examining the Carver Policy
Governance model. The Carver model was presented as a best practice example. The group
discussed how they compared to the best practices. It was generally agreed that the leadership
team functioned reasonably well, and that they followed many of the practices presented in the
Carver model, but that it provided a good model for the future.
Following the governance discussion, the Mayor, Council and City Manager discussed the results of
their team questionnaire, which covered a variety of issues regarding both current conditions and
desired performance, summarized as follows:
Leadership Team Questionnaire
1. Is the City Council a team?
The group consensus was that the group wasn’t a team, although they agreed that they should be,
and that they were committed to working toward that goal. They specifically committed to working
on building trust, active listening and leveraging the unique strengths of each member.
2. Is the City Council and Senior Management Team a team?
The group stated that they were not a team, and again expressed uniform agreement that they
should be, and that they wished to work toward that goal. They agreed to build on the work done
collaboratively during the strategic planning retreat, establishing and following rules of
engagement, and taking opportunities to get to know one another.
3. Does the City Council have a unified sense of purpose and direction for the future?
The group response to this question was generally No or I Don’t Know. However, the Council
acknowledged a unified perspective regarding sustainability, financial, operational and
environmental goals. The entire group felt that the retreat was an important first step in the
process of establishing a clear purpose.
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4. In every group there are conflicts, disagreements/differences of opinion. How is Council
conflict handled in Maplewood?
The group answered this question in terms of both intra-Council conflict and Council-Manager
conflict. In both cases, they agreed that conflict wasn’t handled well and needed improvement. In
terms of the Council-Manager relationship, the group acknowledged the recent transition and the
difficulties surrounding it, but noted that things have improved and are stabilizing.
5. How should conflict be handled?
This question addressed both intra-Council and Council-Manager conflict. In both cases, the group
indicated that conflict should be handled directly, and in person. They also agreed that using
Strengthfinders to understand each other would be important, as will establishing rules of
conduct/engagement.
6. If you had the power to change anything about how leadership (CC/CM/SMT) functions, what
would you change?
In general, the group cited improving personal and team relationships, respecting differing
opinions, and working to improve team collaboration as things that would be useful changes to
improve leadership effectiveness.
Summary
In summary, the group agreed to focus on the following issues as an action agenda for
strengthening the leadership team:
• Encouraging respectful dissent and acceptance of differing opinions
• Strengthening two-way dialogue amongst Councilmembers
• Strengthening communication and relationship between City Manager and City Council
• Respect for staff input to the Council
• Reduction of political overreach
• Using the City Manager to assist in forging a “reasonable consensus” on issues
The group concluded the morning session with a brief review of the Strengthfinders™ assessment.
A full summary of group scores is contained in Appendix A. The most common strengths (by
occurrence) were: Ideation (6), Achiever (6), Responsibility (6), and Strategic (5). The most
common Strength Themes (by occurrence) were: Thinking (30), Relating (20), Striving (13) and
Impacting (13).
The group noted the significant strengths in the areas of ideation and strategy and agreed that
having the Strengthfinders™ results will provide a useful baseline for their future teambuilding
work. The group noted in particular the fact that the Mayor strengths included Futurist, Input and
Maximizer, and that both the Mayor and City Manager had Woo as strengths—important strengths
for the tasks ahead.
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Strategic Plan Development—Reviewing the Environment, Setting Priorities
During the afternoon of the March 16th retreat, and again at a follow-up session on May 4, the
leadership team began the process of developing the strategic plan. Strategic planning is a process
that helps leaders examine the current state of the organization, determine a desired future state,
establish priorities, and define a set of actions to achieve specific outcomes. The process followed
by the City was designed to answer four key questions: (1) Where are we now? (2) Where are we
going? (3) How will we get there? (4) What will we do?
The first step taken in the process was an assessment of the environment within which the City
operates. This was done via a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis: a
process that examines the organization’s internal strengths and weaknesses, as well as the
opportunities and threats in the external environment. To facilitate this, a SWOT questionnaire was
distributed to the City Council and City Administration in advance of the planning session. The SWOT
process revealed the most frequently mentioned characteristics in each area:
STRENGTHS
• Organizational leadership-Council & staff; professional, dedicated, talented, creative; regarded
as a leader in many areas: environment, sustainability, living streets, quality in service delivery
WEAKNESSES
• Communication-Council/staff/public, leadership-vision, financing-spending
OPPORTUNITIES
• Connections-building community cohesiveness, communication, collaboration/partnership,
diversity, uniqueness, redevelopment
THREATS
• Leadership-communication, financial sustainability, redevelopment-business & housing,
direction/strategic planning, nay-sayers
The group then engaged in an exercise using the summarized SWOT data. They compared
strengths with opportunities and weaknesses with threats, to determine which opportunities would
maximize strengths, and which weaknesses would be exacerbated by the threats. This effort helped
to crystalize the current challenges and opportunities facing the community. The results of this
analysis are listed below:
STRENGTHS-OPPORTUNITIES
(Make good things happen)
• Collaboration/partnerships
• Redevelopment
• Improving communication: internal/external
• Uniqueness: branding
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WEAKNESSES-THREATS
(Keep bad things from happening)
• Improve communication
• Define vision/leadership/execution
• Prioritize financing
This led to the identification of a broad set of issues and/or challenges facing the community:
ISSUES/CHALLENGES
• Coordinated communication
• Vision/purpose
• Redevelopment
• Collaboration
• Financial – prioritization
• Branding-Image
• Infrastructure condition
• Operational/organizational effectiveness
Once the current challenges were identified, the group discussed the issues that were most
important over the next two years. From that discussion, a set of five Strategic Priorities emerged.
They are:
STRATEGIC PRIORITIES
1. Financial Sustainability
2. Coordinated Communication
3. Effective Governance
4. Targeted Redevelopment
5. Operational Effectiveness
Defining the Strategic Priorities
In order to clarify the meaning of each priority in the context of Maplewood, the group identified
key concepts for each.
Financial Sustainability
Maintain a positive financial position by balancing revenues and expenditures for operations, debt
management, and capital improvements. Provide long-term sustainability of quality city services at a
level that reflects community values and is supported by available resources.
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Coordinated Communication
Maplewood is an evolving community and will need to position itself for the future. Create a long-
term vision that reflects our community identity and be able to effectively communicate a
consistent, broad-based message and brand through a variety of mediums.
Effective Governance
Maplewood is committed to effective governance. This begins with creating a culture that is built
on trust, creating clearly defined expectations, and is focused on the city’s long-range mission and
vision.
Targeted Redevelopment
Guide the type and intensity of residential development by leveraging resources to expand the tax
base and create life-cycle/mixed housing options that meet the diversity of the community.
Promote commercial development through green building efforts and innovation that supports
existing infrastructure; and to create an environment for businesses to expand.
Operational Effectiveness
The city values organizational efficiencies, which is based on performance measurement and
accountability.
Determining Success: Defining the Key Outcome Indicators
After identifying strategic priorities, the group focused on developing a set of Key Outcome
Indicators (KOI’s). KOI’s define what success looks like and includes a description of successful
outcomes, expressed with measures and targets.
The KOI’s provide organizational focus by establishing a limited set of desired outcomes and
performance targets for achievement for each strategic priority. The alignment created between
KOI’s and Strategic Priorities is important, not only for clarity, but also for maintaining a disciplined
focus on the desired results.
Key Outcome Indicators and Strategic Initiatives by priority are:
Financial Sustainability
KOI: Reserve funding-facilities and equipment; Target: Critical items currently identified in asset
management plan funded in 3 years.
KOI: General Fund reserves; Target: 40% of Gen. Fund operating revenues
KOI: Budget; Target: Positive change to net assets-all govt’l funds-excluding future bonded items
Coordinated Communication
KOI: Citizen engagement; Target: Three new engagement tools implemented
KOI: Coordinated Communication; Target: Determination made regarding most effective modalities
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KOI: Feedback from diverse groups; Targets: (1) Most effective methods for feedback determined;
(2) One new approach implemented
Effective Governance
KOI: Decisions; Target: 80% of goals accomplished annually
KOI: Council meeting decorum; Target: Compliance with council approved “Rules of Civility”
KOI: Advisory Board/Commissions; Survey results; Target: Create annual initiatives/work plans to
support city’s strategic plan
Targeted Redevelopment
KOI: Gladstone area redevelopment; Targets: (1) three parcels-Maplewood Bowl completed; (2)
seek relocation agreements for auto repair uses
KOI: Vacant commercial space/buildings; Target: 50% of square footage back in productive use
KOI: Redevelopment Corridors; Targets: (1) Priorities include: Century Avenue Corridor and
Larpenteur Avenue; (2) Create shared vision with stakeholders (Oakdale, Ramsey and Washington
counties)
Operational Effectiveness
KOI: Performance measures; Target: Each department identifies five (5) core effectiveness
measures
KOI: Collaboration/shared services; Target: Two new executed service agreements-one internal, one
external (public/private and/or public/public)
KOI: Survey results; Target: Use survey responses to share service delivery outcomes and/or goals
Implementing the Vision: Developing Strategic Initiatives and
Action Plans
To successfully address the strategic priorities and achieve the intended outcomes expressed in the
KOI’s, it is necessary to have a focused set of actions, including detailed implementation steps to
guide organizational effort. The City of Maplewood will accomplish this through development of
strategic initiatives for each priority. Strategic initiatives are broadly described, but narrowly
focused activities that are aligned with the priorities, and targeted to the achievement of outcomes
expressed in the KOI’s.
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Strategic Planning Participants
Elected Officials
Nora Slawik, Mayor
Marylee Abrams, Councilmember
Robert Cardinal, Councilmember
Kathy Juenemann, Councilmember
Marvin Koppen, Councilmember
City Administration
Melinda Coleman, City Manager
Mike Funk, Assistant City Manager
Gayle Bauman, Finance Director
Karen Haag, City Clerk
Paul Schnell, Police Chief
Steve Lukin, Fire Chief
Michael Thompson, Public Works Director
DuWayne Konewko, Parks and Recreation Director
Mychal Fowlds, IT Director
Alan Kantrud, City Attorney
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APPENDIX I
Strengthfinders Assessment- Council and Senior Management Team
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APPENDIX II
SWOT Analysis Data
In order to clarify the strategic challenges confronting the community, the City Council and senior staff
conducted a review of the current operating environment using a SWOT analysis methodology.
SWOT stands for Strengths, Weaknesses, Opportunities and Threats. The internal strengths and weaknesses
and the external opportunities and threats were assessed. This was done in two parts: (1) in advance of the
retreat, all participants completed a SWOT questionnaire; and (2) the group participated in a facilitated
process that used the questionnaire results as the basis for analysis and decision-making.
The following Appendices contain the complete information contained in the questionnaire responses.
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SWOT Results – Strengths
• Diversity of tax base
• 3M
• Diversity of housing
• Super management (manager and Dept. heads) and professional, creative, dedicated staff
• Adaptability, willingness of support to cross train, take on new responsibilities
• New approach to budget and negotiations processes
• High status of City in environmental arena – 2nd year at Step 3 of GreenStep Cities program, National
Public Works award for Living Streets, Green building standards, organized trash and healthy recycling
programs, Master Parks Plan (parks & nature preserves)
• Broad and high quality citizen services
• Highly regarded police & fire / EMS services – including police expansion, new fire station, East Metro
Training Facility, updated technology
• Increased focus on communications – internally and externally (improved MW living, better use of govt.
cable time, work on website)
• Snowplowing
• Partnerships (parks, engineering, MCC, Police & Fire)
• The experienced management team and great employees
• A Council that is stable, and forward thinking
• Encouragement of innovative, creating thinking such as Y partnership, franchise fee, community
paramedics, neighborhood policing, domestic violence pilot, development new website and interactive
tools such as Mind Mixer
• Dedication of employees
• Diversified tax base
• Willingness to think outside the box
• Willingness to partner with others
• We have quite a bit of historical knowledge/perspective in our staff. Years and years of experience in
local government. If this knowledge doesn’t hinder change then it’s a great strength. In other areas, we
have some key individuals that are new to the organization that are bringing a fresh view.
• Competent/dedicated staff from rank and file to the top
• Services offered to citizens
• Openness in government
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• Response to citizen request
• I believe the employees are the city’s greatest strength. I think we have a very creative department head
team that is willing to work together to solve problems and be bold when required.
• The city is a leader in many areas and we need to build on this - Sustainability/Budgets/Living
Streets/Integrated Youth Development/Parks and Open Spaces/Environmental Leaders/Programming.
• We have a very strong Mayor who is very capable and well connected with a desire to get things done.
• We have a supportive council who also share these sentiments. We need to harness this and boldly move
forward.
• Employees who are dedicated to making decisions that are in the best interest of the city the residence
and those who visit our community.
• Mature/talented senior management team. Industry leaders.
• Employee turnover is low, which adds to productivity.
• Longevity of employees/history and knowledge. Indicates we are a good place to work.
• Dedicated staff to achieve City goals.
• Dedicated Council with desire to change Maplewood Brand and enhance community engagement.
• Highly able City staff
• Desire for community development and is generally shared
• Committed elected leadership
• History of being willing to invest
• Passionate management team
• Mayor that is very active in bringing more attention to Maplewood for positive advocacy roles
• Reputation as a “sustainable city” (livings streets, parks, green building code, project awards) that gets
highlighted often
• Positive working environment
• Hard working and top notch employees on the front line
SWOT Results – Weaknesses
• High tax rate
• Needs outweigh funding abilities
• Project overruns
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• I feel we react to often without having those actions serve or support a greater set of goals and/or vision
for the City.
• I feel we still don’t have an answer to what we want Maplewood to be as a City.
• We will have quite a bit of turnover in the next 2-3 years with a major election as well during that
timeframe which isn’t necessarily a weakness but should be noted as well
• Aging assets.
• Succession planning (Numerous long-timers have left, are leaving, within a five year window)
• Budgetary challenges with Fire Department expansion and need (?) for full-time staff
• Diversity in staff in a very diverse city
• Our City Council doesn’t work well together
• The Mayor needs to lead
• No community spirit
• No sense of community pride
• Remnants of bad reputation, 2006 – 2009
• Serious need to improve quality & interactivity on website
• Input from residents
• Small but relentless core of chronic citizen complainers
• Funds - of course!
• Need to seek more creative funding sources (parks, roads, EMS service, MCC)
• Lack of stability and communication in past year with City Manager transition process
• New City Manager is working on strengthening communication and relationship building; working
towards a respectful two-way dialogue with the management team and Council
• The budget process needs to be more transparent and the long-term budget responsibilities
communicated better. A process to help the management team set priorities with Council input where
departments are not pitted against each other
• The Council meetings run short sometimes and long other times, better management of the agenda by
the City Manager
• One Council member dominates meetings, for example pulling off six consent agenda items to be
highlighted and talking for several minutes on each. This person makes it very difficult for the other
Council members to talk about their ideas and concerns. Then when they do discuss their concerns she
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constantly comments about the other member’s points into the microphone dismissing that Council
members opinion. This is very unhealthy and makes it difficult for the Council to function effectively.
• Communication across all levels of the organization.
• We (staff) need to be on message and with some very difficult decisions ahead, the “team” needs to
function as a team.
• Effective communication is key. Messaging is key. Accountability is key. I believe we need strong
leadership at the top and without leadership at this key position – the integrity will be compromised.
• Team approach.
• Stability in the leadership, there has been 6 different city managers in the past 15 years. All with a
different vision and a different management style.
• Many needs and limited financial resources. MCC maintenance, Fire Department staffing needs, bond
debt, limit us and add pressure for tax levy increases.
• Still overcoming reputation issues from almost 10 years ago.
• Don’t have a long-term vision for the City.
• Need to Rebrand the City and define our identity.
• Lack of clear vision for the City
• Lackluster mobilization of community identity
• In ability to effectively communicate and manage conflict among department heads
• Lack of messaging the importance of community service/work among City staff – noble work
• Undisciplined and/or inconsistent resource management – largely due to lack of vision
• Indecisive leadership (City Manager and Management Team take too long talking about the issues instead
of just making a decision and moving forward).
• A need for strong leadership at the top
• Reactive instead of proactive concerning city-wide policies and procedures (Personnel Policies, Safety
Training/Evacuation as examples)
• There continues to be a sense of instability in terms of Department structure such as in EEDD.
SWOT Results – Opportunities
• We have a chance to reboot the city and set a new course, we have a staff in place to get us there
• Develop a sense of city pride
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• Building our “new” reputation as regional leaders – communications, social media, website, business
contacts, surveys
• Increased communications & trust between council and management staff
• Reach out to diverse populations
• Provide more training / direction to commissions
• Retain and expand our environmental leadership position
• More/increased partnerships with neighboring cities, Ramsey county, private entities, as possible.
• Creative funding sources
• To strengthen communication and relationship building to encourage respectful, two-way dialogues and
create a healthy working environment for the Council and staff
• To create a risk-tolerant environment, without fear of failure by creating innovative, creative thinking
• To anticipate demographic changes and proactively address community development issues
• To engage in long range planning that positions the City to meet future budget and city needs
• Continue looking at partnerships and collaborations with others
• Redevelopment – more higher-valued housing stock?
• Collaboration with other public entities (local gov’t, schools, etc.).
• Improved public perception of Maplewood.
• Increased transparency.
• Automation of processes for residents.
• Resident engagement.
• Business retention program
• Green Step Program – leader in environmental efforts
• District Fire Department – time to bite the bullet
• Leadership across all levels of the organization. Empower staff.
• We still have the right people in place to move forward in a positive direction
• Departments are open to cross-sharing staff and resources.
• Capitalize on our great parks, open space and recreational opportunities.
• Partnerships with 3M, Maplewood Mall, St. Johns and emerging business/Chamber relationships for
business growth.
• Redevelopment Corridors will be positively impacted by Rush Line Project.
• Build on our Green Step and Green Building Programs- Regional Leaders
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• Capitalize on growing diversity
• Sell proximity to Capital City – St Paul
• Ability to define City’s uniqueness or brand
• Neighborhoods and commitment/investment in parks/open space.
• The possibility of rebranding the City and moving forward with a community building theme
• Continue to leverage the Mayor’s advocacy for issues that will positively affect the City’s image and
quality of life of citizens and businesses
• Asset management reporting allows opportunity to define investment needs accurately so decision
makers can have options (such as building needs, parks needs, streets needs)
SWOT Results – Threats
• Continued bad publicity
• Unresolved grievance and potential litigation
• If we sit idle and don’t create a new brand or have something to rally behind as a community…. Great risk
in doing nothing.
• Poor and inaccurate publicity from unreliable sources
• Lack of cohesiveness on the city council & some tensions on department head team
• Debt level and need for redevelopment
• St Paul’ increased pressure (weed and seed – enforcement – investment) on Eastside will move problem
people/issues into Maplewood.
• Loss of large retail presence due to increased intent purchasing and other local regional malls – Roseville
• Inability to engage in honest communication about critical issues
• Lack of good outcome measures to determine how/if we’re doing well
• Financial needs of Fire Department and MCC restrict the opportunity for new programming and services.
• The Affordable Care Act and its impact on Insurance Premiums.
• Asset management financial needs
• An aging community
• No vision for redevelopment
• No having a good understanding of, if you do this, this is a will happen!
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• We have no long range planning in place, sure it might look good now but what about three five and even
ten years from now.
• Lack of a clear purposeful direction - leadership!
• Lack of redevelopment programs in housing stock
• Increase in violence and gang activity with changing demographics
• Lack of developable space. Same perception of Maplewood in the public eye.
• The anti-Maplewood/anti-government groups that continually release false or misleading information
• State and/or Federal unfunded mandates (i.e., Affordable Care Act)
• If communication does not improve between the City Manager and the management team threats could
include losing staff talent as they seek a better working environment.
• Threats as Council become less respectful and have trouble reaching a reasonable consensus. With one
person dominating the Council meeting the threat is others will not get their opinions out in public and
they start seeking others forums for their opinion.
• During the public comment period the same four people always come. Their comments are
manufactured for sound bites for them to put on their local cable shows. This is intimidating to other
residents and several have told me they will not come to a public comment period because of the “nut
cases” that are always there.
• Maintaining high quality services sustainably
• Money: funding depts, new programs, state mandates
• Public disgust / distrust of higher levels of government – trickles down to local level
• Citizen demands over reaching city’s budget ability.
• Prior Mayoral leadership lacking
• Political overreach
• All 5 Council people of one political party until 3 yrs ago
• Internal turf wars
• Lack of leadership
• The Mayor seems to change her mind with the wind
SWOT Results – Highest Priorities
• Redevelopment- both business and housing stock
• Financial sustainability
• Rebranding/rebooting our city
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• Balance needs with tax burden – people cannot continue to be burdened with additional taxes
• Stabilize Council turnover
• Council votes of 3-2 should not be allowed. History tells the story
• Maintaining a sustainable balance of new projects (redevelopment, parks, roads, etc.) and financial (debt,
budget, alternate fees) sustainability.
• Support staff initiatives, as they assist us with refocused priorities – especially better communications,
new partnerships, new funding options.
• Encourage / enhance communications with & input from citizens
• Economic Development – making a concerted effort to define and develop a plan that will ensure new
economic development in the city with a particular focus on re-development. A subset of this is Transit
Oriented Development with the Gateway and Rush Line Corridors coming through Maplewood; and
Integrative Youth Development working to get our diverse and low-income youth connected with the
community and efforts like being a finalist in the Public Art Challenge.
• Public Safety – Focus on neighborhood policing and community paramedic plans and map out a plan for
long range planning that maintains Maplewood’s position of fiscal responsibility while protecting the
public
• Financial Stability/Sustainability – Continue to provide quality, efficient services to our citizens while
equalizing expenditures and revenues every year. Make budgeting decisions that comport with the
principals of sustainability. A subset of this is the many successful initiatives under Parks and Rec to turn
the MCC funding around including the Multicultural Networking Event; the new partnership with the
YMCA; the new Long Range Parks Plan.
• Debt management
• Funding of replacement reserve, deferred maintenance items and project overruns
• Redevelopment/Economic Development/Transportation
• How best to fund and manage our City assets and the maintenance of them. (streets, parks, buildings,
etc.)
• Taking a hard look at current processes/tasks and improving on them via technology.
• Managing the staffing changes in key positions as current employees look to retire.
• Continue to improve perception of city government
• Train employees to work with our diverse population both in citizenry and businesses and make every
effort to hire a more diverse staff in the future
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• Continue asset management plan on all city buildings
• Reaching a consensus on a three to five year budget plan.
• Determining core services and functions of the city.
• Reimaging/branding of the city – ripe.
• Begin looking at implementing outcomes from the recently adopted parks plan, implement building asset
management plan, and an infrastructure plan.
• Maintaining and improving on the city's core services.
• Developing a long-term vision for the city
• Financial stability
• The need to look at new service models for Fire and EMS.
• Create a program that assists with housing reinvestment and attracts the next generation to Maplewood.
• Focus on redevelopment, business outreach and reinvestment.
• Debt management through cost controls
• Creation of a more defined/focused vision for the city and determining how departments and projects
support the vision
• Establishing critical outcome measures for each department that encourages increased
interdepartmental collaboration and serves as the yardstick for performance.
• Community Outreach (building bridges)
• Rebranding the City Image
• Creating and sticking with a stable org chart model that provides stability/leadership to front line city staff
but is organized to properly meet citizens’ needs and expectations.
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APPENDIX III
Strategic Initiatives
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Strategic Priority: Financial Stability
Key Outcome Indicator: Reserve Funding- Facilities and Equipment
Target: All critical items identified in asset management plan are funded in 3 years
Strategic Initiatives/Action Plans Who's
Responsible Start Date Status
(0,1,2) Measure of Success/Comments:
Review all currently critical items
and determine if they are
operational or capital in nature.
[MCC]
Building
Maintenance 8/1/2015
Listing of items needed to be included in Building Maintenance
operational duties and listing of items needing capital
financing.
Create a plan for operational items. Building
Maintenance 10/1/2016
List of operational items needing attention continues to
shrink. Deal with items more pro-actively in the future.
Determine financing sources for
capital items. Finance 10/1/2016
Currently critical capital items are no longer deferred.
Review feasibility for a dedicated
portion of the tax levy to build up a
replacement fund reserve.
Finance 4/1/2016
An ongoing source of funding is available to handle capital
maintenance items. No longer defer the work.
Review city facilities/buildings
energy use & look to create
efficiencies
EEDD/ Green
Team 1/1/2016
There are programs, like CERT, that can assist cities in
upgrading HVAC systems, etc. to install more energy efficient
systems to save money.
Review Park & Recreation Master
Plan and determine priorities. Look
to implement capital improvement
items.
Finance/ Park
& Rec 1/1/2016
In January 2015, the City Council approved the Park & Rec
Master Plan. The goal of the task is to review the plan and
look to fund the highest priorities.
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Strategic Priority: Financial Stability
Key Outcome Indicator: General Fund Reserves
Target: Maintain a minimum balance of 40% general fund operating revenues
Strategic Initiatives/Action Plans Who's Responsible Start Date Status
(0,1,2) Measure of Success/Comments:
Explore other diverse revenue
sources and grant
opportunities(i.e. new gas
franchise fee)
Finance 8/1/2015
Reduced reliance on property taxes and state LGA
funding.
Annual budget preparation. Finance Annually Establish a balanced budget each year.
Evaluate the efficiency and
effectiveness of city services. Finance/Administration Determine which services the city should be offering
and restructure others based on data driven decisions.
Set appropriate fees to recover
cost of services. All departments 10/1/2015
Make sure we are covering the cost of providing
services. Relates back to using data to support
decisions on services.
Share information with City
Council and Department Heads. Finance Monthly Council and departments have up-to-date information
to make informed decisions.
Monitor expenditures within
approved budgets. All departments Monthly Projects come in on or under approved budgets.
Create a financial management
plan Finance 1/1/2016
This plan will analyze future tax levy needs based on a
set of assumptions for operational costs, CIP, and
debt.
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Strategic Priority: Financial Stability
Key Outcome Indicator: Budget
Target: Positive change to net assets for all governmental funds (except future bonded items)
Strategic Initiatives/Action Plans Who's
Responsible
Start
Date
Status
(0,1,2) Measure of Success/Comments:
Manage project budgets. All
departments Monthly Projects are approved only if funds are available and all
projects come in on or under approved budgets.
Evaluate the best use of LGA
funding. Finance 8/1/2015
LGA funding is only used for capital projects or debt service.
History has showed us that this is not a secure source of
financing and should not be used for operations.
Maintain or improve the city's AA+
bond rating. Finance Annually A higher bond rating keeps our borrowing interest rates low.
J7, Attachment 1Packet Page Number 84 of 99
Strategic Priority: Coordinated Communication
Key Outcome Indicator: Citizen Engagement
Target: 3 new engagement tools implemented
Strategic Initiatives/Action Plans Who's
Responsible
Start
Date
Status
(0,1,2) Measure of Success/Comments:
Utilize MySidewalk (formerly
MindMixer) by posting 2 topics
continuously
Comm/All
Dept 7/1/2015
Ensure we always have at least 2 topics posted at any one time.
Use trends of participation for types of questions/topics to
better craft future topics.
Create Social Media plan for the City. Comm/All
Dept 1/1/2016
Plan is created with feedback from all Depts and success is
achieved when the City, as a whole, has made all required
changes to accounts, posting guidelines, etc.
Create Fix-it form and make available
on website for citizens to submit
work tickets to the City.
IT 9/1/2015
Ensure fix-it form is available and all requests are routed to the
appropriate parties. Market fix-it form in City News, etc.
Implement system to allow for online
job application submissions. IT/HR 9/1/2015
Ensure system is up and running. Post all job applications via
this tool. Measure time savings and # of applicants.
Hold City photo contest for a variety
of categories. Comm 5/1/2016
Number of entries received.
Explore feasibility to hire a
communications position to manage city
social media plan and communications
IT/HR 7/1/2016
To ensure the city is effectively managing the social media plan,
a communications position should be evaluated
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Strategic Priority: Coordinated Communication
Key Outcome Indicator: Communication
Target: Determination made regarding most effective modalities
Strategic Initiatives/Action Plans Who's
Responsible
Start
Date
Status
(0,1,2) Measure of Success/Comments:
Survey residents on how they
would like to receive
communications from the City.
Comm/CM 1/1/2016
Success will be achieved if we have survey results that
reflect our City as a whole (statistically accurate) that we
can then use in creating our Communications Strategy.
Create a Communications
Strategy/Policy for City
Departments to implement
Comm 4/1/2016
A plan that is easily implementable has been created and
Departments are being trained on how to use it correctly.
Department participation to
successfully implement
communication strategy
All Depts 7/1/2016
Show that all departments have bought in to the
Communications Strategy with examples of their posts,
articles, etc.
Develop and Implement
programming policy [contingent
on city franchise with
Mediacom/CenturyLink]
IT TBD
If the city withdrawals from the Cable Commission, the
city will need to create a programming plan that aligns
with the needs of the residents.
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Strategic Priority: Coordinated Communication
Key Outcome Indicator: Feedback from Diverse Communities
Target: Most effective methods for feedback determined & one new approach implemented
Strategic Initiatives/Action Plans Who's
Responsible Start Date Status
(0,1,2) Measure of Success/Comments:
Recognize diverse communities to
create an engagement strategy. Comm 7/1/2016
Create a report based on data to support a recommendation
for next steps on who/most need in the community.
Evaluate official notices of city
publications to be submitted in local
diverse newspapers.
Comm/All
Dept 9/1/2016
Notices to official newspaper should be considered for
submittal to other local approved newspapers.
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Strategic Priority: Effective Governance
Key Outcome Indicator: Decisions/Strategic Plan
Target: 80% of goals accomplished yearly
Strategic Initiatives/Action Plans Who's
Responsible
Start
Date
Status
(0,1,2) Measure of Success/Comments:
Action steps are supported by the
budget
Finance/
Executive current
In order to accomplish the strategic initiatives they will need
to be adequately funded. The budget process should
recognize these action steps and be tied directly into the
budget documents
Bi-annual (twice per year) reporting
to the Mayor and City Council
regarding progress
Executive 5/1 and
9/1
City Staff shall provide a detailed report to the city council
outlining the progress being made towards meeting the 5 core
strategic initiatives
Improving the annual performance
review process for employees Executive/HR 12/1/15
The performance review process (and form) should include
the process of evaluating accountability to which employees
completed tasks to fulfill the strategic plan.
Review staff report
language/template for the council
agenda items
Executive 1/1/16
Review whether city staff reports on agenda items should be
modified to reflect whether action items/recommendations for
council consideration have an impact on city goals, mission, and
plan.
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Strategic Priority: Effective Governance
Key Outcome Indicator: Council Meeting Decorum
Target: Compliance with council approved "Rules of Civility"
Strategic Initiatives/Action Plans Who's
Responsible
Start
Date
Status
(0,1,2) Measure of Success/Comments:
Review Council orientation
presentation to promote rules of
civility
Executive/
Citizen Services current
City staff will incorporate rules of civility content into new
council member orientation
Mayor and commission chairs read
rules of civility at the beginning of
each meeting
Mayor/
Committee
Chairs
current
To create and maintain a culture of civility should start with a
declaration at the beginning of each meeting. This will set the
tone for what is expected
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Strategic Priority: Effective Governance
Key Outcome Indicator: Advisory Boards/Commissions
Target: Advisory Boards/commissions create annual initiatives/work plans that support city’s strategic plan.
Strategic Initiatives/Action Plans Who's
Responsible
Start
Date
Status
(0,1,2) Measure of Success/Comments:
Schedule joint meeting between
City Council and Committees Executive 2/1/15
This will allow the council to share their vision for the city so
the committees can do effective work on behalf of the city
council.
Committees submit annual work
plans to city council for approval
Executive/Staff
Liaisons 2/1/15
Committees should request approval from the council regarding desired
goals to ensure these are supported by the initiatives in the strategic plan.
This will further create efficiencies by being able to prioritize city resources
(staff).
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Strategic Priority: Targeted Redevelopment
Key Outcome Indicator: Gladstone Area Redevelopment
Target: 3 parcels at Maplewood Bowl completed, complete trailer park partnerships, and 50% agree to relocation- auto repair
Strategic Initiatives/Action Plans Who's
Responsible
Start
Date
Status
(0,1,2) Measure of Success/Comments:
Deconstruct Maplewood Bowl
building and complete all 3 phases
of new construction.
Nick
Carver/Michael
Thompson
1/1/2015
Issue the building permit for phase one of the project by fall
of 2015. Complete phase two and three by 12/31/2017.
Build solid relationships and seek
relocation agreements with the
automobile repair shops and other
businesses along Frost Avenue.
Nick
Carver/Michael
Thompson
1/1/2016
50% of targeted businesses are relocated by 12/31/2020
New developments should reflect
effects of new transit potential EEDD/PW 1/1/2017 Transit options addressed in all development proposals.
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Strategic Priority: Targeted Redevelopment
Key Outcome Indicator: Vacant Commercial Space
Target: 50% of sq. ft. back in productive use
Strategic Initiatives/Action Plans Who's
Responsible
Start
Date
Status
(0,1,2) Measure of Success/Comments:
Assess crime and quality of life data
in areas with high commercial
vacancy rates for the purpose of
developing and implementing
targeted intervention strategies.
Police 1/1/2016 0
Design and implement policing strategy focused on growing
community stability, reducing fear, and maximizing
commercial viability. Assessed through community/business
surveying and traditional targeted policing outcomes (i.e.
contacts, arrests, reports, intelligence gathering, etc.).
Identify commercial vacant buildings
and map them. Post inter-active
map on City website. Track vacant
commercial building progress as
they go vacant and become
occupied. Offer incentives through
various green building, City energy
programs and progressive Economic
Development programs and funding
opportunities.
EEDD 6/1/2015
50% of current vacant square footage put back into a
productive use by 1/1/2017. Maintain program status and
incentives to reduce the vacant building stock to minimum
levels.
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Strategic Priority: Targeted Redevelopment
Key Outcome Indicator: Century Avenue Corridor
Target: Shared vision w/Oakdale, Ramsey and Washington Counties and
stakeholders (prior to infrastructure)
Strategic Initiatives/Action Plans Who's Responsible Start Date Status
(0,1,2) Measure of Success/Comments:
Schedule meetings with all stake holders and develop
a shared vision of street and land use strategies. PW/EEDD/Executive 9/1/2015
Plans and development strategies
put in place in 2017. Stakeholders
agree on a common vision.
Create an inventory of specific areas of neighborhoods
with homes in disrepair EEDD 3/1/2016
Inventory is complete and code
enforcement or other staff
contact made. Resources
available.
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Strategic Priority: Operational Effectiveness
Key Outcome Indicator: Performance Measures
Target: Five core effectiveness measures- all departments
Strategic Initiatives/Action Plans Who's
Responsible Start Date Status
(0,1,2) Measure of Success/Comments:
Review and analyze existing performance
measures.
Executive 2016
Collect operational data to determine if service delivery
is cost effective. This data will be used in decision
making, implementing best practices, comparing to
other similar sized communities, etc. in an effort to
maximize resources.
Explore the feasibility of adding a software
module for on-boarding of new employees
and performance measurement
HR Fall of 2016
These two software upgrades from NEOGOV would
complement the use of the recruitment software. A
successful on-boarding program and performance
measurement tool will bring a comprehensive approach
to management and hold employees accountable.
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Strategic Priority: Operational Effectiveness
Key Outcome Indicator: Collaboration/Shared Services
Target: Two new executed service agreements- one internal & one
external
Strategic Initiatives/Action Plans Who's
Responsible Start Date Status
(0,1,2) Measure of Success/Comments:
Closest Unit Dispatching Fire 7/1/2016 0
Quicker unseen times of cardiac arrest or working
house fires when the neighboring departments are
traveling within our city and has the appropriate
capability to respond and initiate services.
Measurable outcomes, reduction in response time,
increases in a positive cardio outcome, reduction in
property loss.
Regional Sharing of Law Enforcement
Records - Crime Analysis Police 7/1/2016 0
With the joint existence of a records management
system that is shared with several other Ramsey
County law enforcement agencies, the possibility
exists to share records across jurisdiction. Doing so
will allow for more complete crime analysis and
development of strategies to address more
regionalized problems.
With the Parks Department establish
contracted youth prevention programming. Police 3/1/2016 0
1. Identification of a prevention project targeted at
City/department needs around calls for service or
know youth crime trends. 2. Selection of a qualified
non-profit agency to provide targeted youth
prevention services with measurable outcome
goals. 3. Assess the efficacy of allocating 1% of the
police department budget to primary prevention. J7, Attachment 1Packet Page Number 95 of 99
Review our utility billing contracts annually. Finance 0
Analyze cost vs. benefit relationship. Do we need
to look at bringing anything in-house?
Certified CPR training for all police officers Fire/EMS 8/1/2016 0
Train all Maplewood police officers to be certified in
CPR. With measurable outcomes of quicker
implementation of CPR, increase in positive cardio
outcomes,
Work with Public Works on implementation
of Park Master Plan Outcomes -
Trails/connectivity
Parks/PW 1/1/2016 0
Identify opportunities to expand/connect trail
system in conjunction with street improvement
projects - leverage internal/external resources to
the extent possible
Ensure Partnership Agreement/Vision with
the YMCA is successful Parks 5/1/2015 0
Monitor MCC revenue and expenses with outcomes
of YMCA Partnership Agreement - ensure data
support agreement
Identify areas where Metro-Inet is an option
for increased purchasing power. IT 1/1/2016
Create list of items/areas where shared services are
available and ensure that where possible we are
taking advantage of them where it makes sense for
the City to do so.
Leverage opportunities for joint operations or
capital project partnerships by establishing
regular work group in east metro.
PW 9/1/2015 0
Reduce overlap of government services and
maximize service delivery opportunities through
new JPA or joint service agreements.
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Strategic Priority: Operational Effectiveness
Key Outcome Indicator: Survey Results
Target: 80% or greater favorable rating on service delivery
Strategic Initiatives/Action Plans Who's
Responsible
Start
Date
Status
(0,1,2) Measure of Success/Comments:
Text-based EMS survey Fire 1/1/2016 0 80% or greater overall favorable response from our EMS patient
survey regarding our service delivery and patient care
Develop and implement police
service satisfaction survey offering
both web-based and paper/pencil
options.
Police 1/1/2016 0
1. Develop and implement a generic service survey that could be
applicable to both offender and victim. 2. Send request for
feedback to known victims and/or arrestees in every 25th case.
3. Compile, assess, and report service satisfaction findings
seeking greater than 80% satisfaction for known crime victims
and 50% satisfaction for known offenders.
Continue to improve access to
financial data online. Finance
Transparency of financial data. Roll-out application like
OpenGov to increase transparency and accessibility.
Allow for more online business. IT
Fill-in permits and forms online. Continue to look at viability of
accepting credit card payments.
Survey MCC members/non-members
and users Parks 1/1/2016
Achieve a 80% overall or greater favorable response on MCC
services including partnership with YMCA
Provide opportunities for participant
surveys in all Parks programming
offerings including MCC
Parks 9/1/2015
Achieve a 80% overall or greater favorable response on all Parks
programing offerings J7, Attachment 1Packet Page Number 97 of 99
Utilize Citizen Engagement tools to
better understand what service
improvements are wanted.
IT/All depts 9/1/2015
Ask questions via our Citizen Engagement tools to gather
feedback on how we can provide better services. Implement the
top 2 ideas assuming it's possible.
Gather statistically valid service
delivery survey to track quality of
delivery and responsiveness.
PW 9/1/2015 0
Incrementally achieve improvement each year in subject
categories such as snow plowing, street patching, customer
service, maintaining parks, etc. Goal of 80% in each.
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MEMORANDUM
TO: City Council
FROM: Melinda Coleman, City Manager
DATE: November 2, 2015
SUBJECT: Council Calendar Update
Introduction/Background
This item is informational and intended to provide the Council an indication on the current
planning for upcoming agenda items and the Work Session schedule. These are not official
announcements of the meetings, but a snapshot look at the upcoming meetings for the City
Council to plan their calendars. No action is required.
Upcoming Agenda Items & Work Session Schedule
1. November 9th
a. Workshop – Tree Ordinance, 2016 Budget Presentations (Fire & EEDD)
2. November 23rd
a. Workshop – 2016 Budget Presentations (Executive/Administrative, Finance &
2016 Budget Summary)
3. December 14th
a. City Council Meeting – 2016 Budget Hearing and Adoption
4. December 23rd
a. City Council Meeting – 2016 Budget Hearing Continued, if needed
Budget Impact
None.
Recommendation
No action required.
Attachments
None.
M1
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