HomeMy WebLinkAbout2018-01-18 HEDC Packet
AGENDA
CITYOF MAPLEWOOD
HOUSINGAND ECONOMIC DEVELOPMENT COMMISSION
Thursday,January 18, 201
6:00 P.M.
Council Chambers-Maplewood City Hall
1830 CountyRoad B East
1.Call to Order
2.Roll Call
3.Approval of Agenda
4.Approval of Minutes:
a.October 26, 2017
5.New Business:
a.2018 Business Engagement Program
b.2040 Comprehensive PlanUpdate
c.Election of Officers (No Report)
d.Presentation of Annual Report to City Council –February 12, 2018 (No Report)
e.Recent Business Outreach Events (No Report)
6.Unfinished Business:
7.Visitor Presentations:
8.Commission Presentations:
a.New Member Introduction (No Report)
9.Staff Presentations:
a.Development Summary (No Report)
10.Adjourn
MINUTES OF THE HOUSING AND ECONOMIC DEVELOPMENT COMMISSION
1830 COUNTY ROAD B EAST, MAPLEWOOD, MINNESOTA
THURSDAY,OCTOBER 26, 2017
6:00 P.M.
1.CALL TO ORDER
A meeting of the Commissionwas held in the City Hall Council Chambers and was called to order
at 6:03p.m.byChairperson Jenkins.
2.ROLL CALL
Commissioners
Brian Finley, CommissionerPresent
Mark Jenkins, ChairpersonPresent
Jennifer Lewis, CommissionerAbsent
Benosi Maduka, Commissioner Present
Joy Tkachuck, Vice ChairPresent
Dennis Unger, CommissionerPresent
Staff
Michael Martin, Planner, Economic Development Coordinator
3.APPROVAL OF AGENDA
Staff requested to remove 9 a. from the agendabecause there have not been anynew
development items to discuss since the lastHEDC meeting.
The HEDC commission moved to approve the agenda as amended.All
The motion passed.
4.APPROVAL OF MINUTES
The HEDC commission moved to approve the minutesfor September 13,2017as submitted.
The motion passed.
5.NEW BUSINESS
a.2040Comprehensive Plan –Review of Housing and Economic Development Chapters
i.Economic Development Coordinator, Michael Martin, discussed the review of the 2040
Comprehensive Plan Housing and Economic Development Chapters
Staff went through the Housing and Economic Development Chapters with the commission. The
HEDC Commission offered changes and asked for clarifications in the document. Staff tooknote
of changes to be made. For further information visit www.maplewoodmn.gov/2040.
The next steering committee is meeting on Thursday, November 30, 2017 at 5 p.m. at the
Gladstone Fire Station.
October 26, 2017
1
Housingand Economic Development CommissionMeetingMinutes
b.2018 Maplewood Achievement Awards
i.Economic Development Coordinator, Michael Martin, gave a report on the 2018
MaplewoodAchievement Awards.
Submissions for the achievement awards can be made online at
www.maplewoodmn.gov/awards.
Staff recommended creating a subcommittee to meet once in mid-December to narrow down the
nominees to two for each award category and then vote to select the ultimate winner.
The three HEDC commissioners that volunteered to serve on the subcommittee areDennis
Unger, Joy Tkachuck, and Benosi Maduka.After the award nominees have been narrowed down
staff will bring this item back to the commission to make a final decision on the award winners.
The three awards will be given out at the 2018 State of Maplewood address on January 11, 2018.
c.2017 HEDC Annual Report
i.Economic Development Coordinator, Michael Martin reported on the 2017 HEDC Annual
Report.
Staff discussed that the format of the 2017 Annual Report is being updated but the content is still
very similar tothe previous year’s report and what the other EEDD staffed commissions will be
submitting to the city council. The intent is to have the four EEDD staffed groups appear and
present the annual report at the same council meeting in early 2018.
The HEDC commission commented they like the look of the new format of the annual report.
d.RecentBusiness Outreach Events (No Report)
i.Economic Development Coordinator, Michael Martin discussed the recent Business
Outreach Events in Maplewood.
Staff presented a handout to the commission that outlinedthe process, findingsand statistical
information that was discussed at the Community Engagement Breakfast October 11, 2017 held
at the MCC. For more information visit the city’s website.
6.UNFINISHED BUSINESS
None.
7.VISITOR PRESENTATIONS
None.
8.COMMISSIONPRESENTATIONS
None.
9.STAFF PRESENTATIONS
a.Development Summary (No Report)(This agenda item was removed by staff)
10.ADJOURNMENT
Chairperson Jenkinsadjourned the meeting at 7:10p.m.
October 26, 2017
2
Housingand Economic Development CommissionMeetingMinutes
MEMORANDUM
TO:Melinda Coleman, City Manager
FROM:Michael Martin, AICP,Economic Development Coordinator
DATE:January 10, 2018
SUBJECT:2018 Business Engagement Program
Introduction
At the January housing and economic development commission (HEDC) meeting, staff will
present the findings of the 2017 business engagement effort. TheSaint Paul Area Chamber of
Commerce (SPACC) gave a full presentation on the report at the Community Engagement
Breakfast on October 11, 2017. The report is attached to this memo. In addition to reviewing the
2017 findings, staff will outline the proposed 2018 effort.
Background
Thebusinessengagement programwas developed using the following principles as a guide to
what the program should include:
Demonstrate to businesses that the community appreciates their presence
Help existing businesses solve immediate problems
Increase businesses' ability to compete in regional, national, and global markets
Establish a strategic plan for economic development
Build community capacity to sustain growth and development over the long term
These principles and the resulting recommendations build off of the University of Minnesota
Extension’s course that was taken by staff members, council membersandhousing and
economic development commission (HEDC)membersin 2016.The coursework focused on
whatto consider when building a program, how to implement the program, who to involve, how
to respond to concerns and how to sustain initiatives over time.
Discussion
In 2017, 25 businesses and organizations were visited and SPACC aggregated the results to
produce the attached report. Below are the key findings contained in the report –these findings
and the entire report will be discussed at the January HEDC meeting.
Companies in the community are well positioned and planning for growth in both
revenue and employees in the coming years
An awareness of public safety concerns and appreciation for Maplewood’s professional
and timely police response
A lack of skilled workers aligned to job opportunities
After reviewofthe 2017 results, staff will engage the HEDC on a discussion regarding 2018’s
efforts. This city will once again be working with SPACC to engage Maplewood’s business
community. In 2018, the plan is to engage 10new businesses and revisit the five legacy
businesses that were identified in 2017. The legacy business and organizations are 3M,
HealthEast/Saint John’s, Maplewood Mall and the two school districts. These entities were
identified to be engaged on an annual basis because of their importance to the overall health of
Maplewood.
The HEDC will again be asked to attend these visits. Staff is also looking for feedback on the
2017 process and what could be altered or improved in 2018 to make this effort more effective.
Staff is looking for feedback on everything from which businesses are identified for visits tothe
process for signing up to go on visits.
Recommendation
No action required.
Attachments
1.2017 Business Engagement Final Report
Attachment 1
th
September 12, 2017
DuWayne KonewkoVIA EMAIL
Director ofEnvironmental and Economic Development
City of Maplewood
1902 County Road B East
Maplewood, MN 55109
RE: Business Retention and Expansion Program Report
Dear Mr. Konewko:
We are pleased to present our findings from the 2017 Business Retention and Expansion
Program for the City of Maplewood. The program successfully identified 33 companies in the community
that met the established criteria for a visit and successfully conducted visits with 25 of them. In addition
to gathering a set of data that will prove useful in future policy and planning conversations, we had the
opportunity to thank businesses for investing in the City of Maplewood.
We know that retaining and facilitating the expansion of existing businesses is an important part
of any citys economic development plan. We commend the City of Maplewood for having the foresight
to proactively work to retain your existing base of businesses.We believe we have been successful in
achieving the multitude of goals set out by the City of Maplewood in advance of this effort:
Demonstrate to businesses that the community appreciates their presence
Help existing businesses solve immediate problems
Increase businesses ability to compete in regional, national, and global markets
Establish a strategic plan for economic development
Build community capacity to sustain growth and development over the long term
The City of Maplewood is home to some of the most recognizable businesses in the region, including
3M, Maplewood Mall, andHealthEastsSt. Johns Hospital. The city is also host to a diverse collection of
companies at all stages of growth. We had the opportunity to strengthen relationships and learn from
manyof these companies. Some key findings include:
Companies in the community are wellpositioned and planning for growth in both revenue and
employees in the coming years
An awareness of public safety concerns and appreciation for Maplewoods professional and
timely police response
A lack of skilled workers aligned to job opportunities
In the following report you will find an overview of the Business Retention and Expansion Program, a
comprehensive profile of the business communities in the City of Maplewood and Ramsey County, as
Attachment 1
well as a complete set of data and information that was collected as a result of the business visits and
follow-up survey. Additionally, we offer the following recommendations for consideration by theCity of
Maplewood:
Foster relationships with community, school districts (high schools), and technical colleges to
help broker workforce connections in the City of Maplewood
Create a system for tracking companies that are planning or positioned for growth and checking
in on them with regular frequency
Continue to engage in efforts to advance transit in Maplewood
Establish a plan for ongoing business retention and expansion visits
Leverage the local chambers of commerce to coordinate BRE visits and share information
Share information collected during BRE visits to assist in regional and state BRE efforts
It has been a great pleasure to work with participants of the BRE program and members of the city
staff in executing this important work. We look forward to presenting our findingsat the Citys
Community Engagement Breakfast onOctober 11. Please feel free to contact Mindee with questions at
mindee@saintpaulchamber.com or 651-265-2779.
Best Regards,
Mindee KastelicMarie Ellis
Vice President of Strategic DevelopmentDirector of Public Affairs and Legal Counsel
2
Attachment 1
Business Retention & Expansion Program Report
BUSINESS RETENTION AND EXPANSION PROGRAM BACKGROUND............................................................5
3
Attachment 1
Importance of Business Retention and Expansion (BRE)..........................................................................5
Program Objectives..................................................................................................................................5
Program Organization and Leadership.....................................................................................................5
Program Participants................................................................................................................................5
Business Selection....................................................................................................................................6
Businesses Visited.....................................................................................................................................7
BUSINESS COMMUNITY PROFILE IN RAMSEY COUNTY AND MAPLEWOOD.................................................8
Employment by Industry Comparison......................................................................................................8
Ramsey County Employment by Industry.................................................................................................9
Maplewood Employment by Industry....................................................................................................10
Major Employers in Maplewood............................................................................................................11
Employee Inflow-Outflow, Maplewood.................................................................................................11
Employee Migration, Maplewood..........................................................................................................12
Data Sources...........................................................................................................................................12
KEY FINDINGS.............................................................................................................................................13
Survey Analysis.......................................................................................................................................14
RECOMMENDATIONS.................................................................................................................................16
Visit and Survey Generated Recommendations.....................................................................................16
Recommendations 1 - 3......................................................................................................................16
BRE Recommendations...........................................................................................................................17
Recommendations 1 - 3......................................................................................................................17
CONTACT INFORMATION...........................................................................................................................17
....................................................................................................18
APPENDIX A BRE SURVEY RESULTS
....................................................................................26
APPENDIX B BRE SURVEY REPORTING FORM
4
Attachment 1
BUSINESS RETENTION AND EXPANSION PROGRAM BACKGROUND
The Saint Paul Area Chamber of Commerce appreciates the opportunity to partner with the City of
Maplewood on Business Retention and Expansion work. The scope of this work includes the report here
within, including recommendations for next steps.
Importance of Business Retention and Expansion (BRE)
Retaining and facilitating the expansion of existing businesses is an important component of any citys
strategic plan for economic development. Studies have shown that as much as 80 percent of new jobs
created are by existing businesses rather than by new businesses attracted to a community. With the
increasing scarcity of resources at the local level, focusing on the growth of existing businesses can be
more efficient than enticing a new business to move into a community with public financing
commitments or other public subsidies.
Program Objectives
Business Retention and Expansion programs set out to achieve a multitude of goals. Some of the goals
identified by the City of Maplewood include:
Demonstrate to businesses that the community appreciates their presence
Help existing businesses solve immediate problems
Increase businesses ability to compete in regional, national, and global markets
Establish a strategic plan for economic development
Build community capacity to sustain growth and development over the long term
Program Organization and Leadership
Launching a Business Retention and Expansion program in a community takes a great deal of
organization and leadership. City staff played a key role in identifying businesses to be visited,
coordinating with the HEDC, and executing BRE visits.
DuWayne Konewko,Director of Maplewood's Environmental & Economic Development Department,
was the Citylead on the Maplewood BRE program.
Program Participants
City Council:
Mayor Nora Slawik
Councilmember Marylee Abrams
Councilmember Kathleen Juenemann
Councilmember Bryan Smith
Councilmember Tou Xiong
Housing and Economic Development Commission:
Brian Finley
Mark Jenkins
Jennifer Lewis
Ben Maduka
Joy Tkachuck
Dennis Unger
Warren Wessel
5
Attachment 1
City Staff/Ambassadors:
Jane Adade
Melinda Coleman
Shann Finwall
DuWayne Konewko
Carol Maloney
Michael Martin
Chris Swanson
SPACC Staff:
Marie Ellis
Mindee Kastelic
Matt Kramer
Emily Shimkus
Business Selection
Participants in the BRE program visited 25businesses.
Recognizing that there is not the capacity to visit every business in the community, a strategy was
developed to prioritize visits with the intent of gathering data and building relationships with companies
poised for growth. Using the Minnesota Department of Employment and Economic Development (DEED)
Quarterly Census on Employment and Wages we identified the 816 companies in the City of Maplewood
by industry type (NAICS Code). We then compiled quarterly job growth data to identify the industry
types that are experiencing the highest growth and flagged businesses within those industries as priority
visits.
In addition to leveraging localized industry sector growth, we layered the Key Industries, as defined by
Greater MSP and flagged businesses that are in that sector, regardless of growth, as priority visits.
Key Industries as defined by Greater MSP:
Health Care and Social Assistance
Manufacturing
Professional, Scientific, and Technical Services
Wholesale Trade
Finance and Insurance
Lastly, we recognized the importance of Legacy businesses that may not be flagged as a candidate for
a BRE visit based on industry growth or sector strength.In this category, we included visits with
Independent School Districts 622 and 623.
6
Attachment 1
Businesses Visited
TheBRE Program identified 33 businesses that met the selection criteria for a visit and 25 visits were
completed as follows:
3M
Acapulco Restaurant
Allina Maplewood Clinic
AMG Architectural Glass and M.G. McGrath, Inc.
Borcherts Meat Market
Brite Lite Electric Company, Inc.
Custom Handling
District 622
District 623
Eco-Ink
Forest Products Supply
Guertins Pharmacy
HealthPartners, Inc. Maplewood Clinic
Junior Achievement
Lemke Dental Laboratories
L.S. Black Constructors
Maplewood Mall
Rockler Woodworking
Salvation Army
St. Johns Hospital HealthEast
Schmelz Countryside Volkswagen and Saab and Fiat
Second Harvest Heartland
Truck Utilities
Wells Fargo McKnight Road
WR Medical Electronic Company, Inc.
7
Attachment 1
BUSINESS COMMUNITY PROFILE IN RAMSEY COUNTY AND MAPLEWOOD
The City of Maplewood has a strong existing base of businesses and is home to severallarge employers
including3M,St. Johns Hospital, and the Maplewood Mall. Major industry sectors include Professional
and Business Services; Education and Health Services; and Trade, Transportation and Utilities.
Employment by Industry Comparison
8
Attachment 1
RamseyCounty Employment by Industry
20162015-20162013-2016
NAICS Industry
Avg.NumericPercentNumericPercent
Title
NumberNumberweeklyChangeChangeChangeChange
of Jobsof firmswagesin jobsin Jobsin jobsin Jobs
$
Total, All Industries
326905126981,164.00-284-0.09%67752.12%
Natural Resources
$
and Mining
86151,667.0044.88%-258N/A
$
Construction
115537451,403.00-673-5.50%635N/A
$
Manufacturing
282816361,622.001510.54%10353.80%
Trade,
Transportation and $
Utilities476672433891.00-1576-3.20%-825-1.70%
$
Information
88462041,369.001151.32%-303-3.31%
$
Financial Activities
2068412531,519.002581.26%1400.68%
Professional and
$
Business Services
5065120911,754.00600.12%-350-0.69%
Education and
$
Health Services
934352093958.0013031.41%48295.45%
Leisure and
$
Hospitality
291241299465.004931.72%13354.80%
$
Other Services
113651587710.003853.51%3883.53%
Public
$
Administration
252113431,287.00-803-3.09%1490.59%
9
Attachment 1
Maplewood Employment by Industry
The community experienced significant volatility leading up to 2010. Employment has remained
relatively stable in the two most recent reporting years, a positive trend. Additionally, the highest
growth areas have been in industries that have higher average weekly wages.
20162015-20162013-2016
Avg.NumericPercentNumericPercent
NAICS Industry
NumberNumberweeklyChangeChangeChangeChange
Title
of Jobsof firmswagesin jobsin Jobsin jobsin Jobs
Total, All Industries281669691798-1297-4.40%-994-3.41%
Manufacturing714291312243.48%558.35%
Trade, Transportation
5091262622-1018-16.66%-1073-17.41%
and Utilities
Information8681553-33-27.73%-26-23.21%
Financial Activities7611071206405.55%16227.05%
Professional and
114531213194480.42%2382.12%
Business Services
Education and Health
57921711059-374-6.07%-413-6.66%
Services
Leisure and
2601108369-14-0.54%-23-0.88%
Hospitality
Other Services505996945111.23%8018.82%
Public Administration48161053-28-5.50%-33-6.42%
10
Attachment 1
Major Employers in Maplewood
Employee Inflow-Outflow, Maplewood
The City of Maplewoods employment population is onlyslightly less than itsresidential population. City
leadership might place greater weight on this daytime population than cities that have a more
traditional ratio of residents to those employed in the community.
Inflow/Outflow
Employed in Maplewood32,380
Employed in Maplewood but Living Outside30,618
Employed and Living in Maplewood1,762
11
Attachment 1
Employee Migration, Maplewood
The distance and direction in which your employment population commute from, and the trends over
time, play a significant role in the ability of your businesses to stay and grow in your community.
National trends suggest a reverse migration of people and companies to center cities (i.e. Minneapolis
and Saint Paul). These trends also suggest that individuals desire to be closer to work. Trends in the City
ofMaplewood from 2010 to 2014 are consistent with the national trends.
Understanding where your communitys employees commute from is also helpful when considering
where to invest city resources on issues of regional advocacy.
Distance/Direction20102014Change
Less than 10 miles14,43049.5%16,33850.5%1.0%
10 to 24 miles8,79530.2%9,87830.5%0.3%
25 to 50 miles2,0116.9%2,2627.0%0.1%
Greater than 50 miles3,88713.3%3,90212.1%-1.2%
Total Employment29,12332,380
Data Sources
Employment by Industry MN DEED Quarterly Census on Employment and Wages (QCEW), Q2 2015
Employee Inflow-Outflow U.S. Census, 2014
Employee Migration U.S. Census, 2010 & 2014
12
Attachment 1
Key Findings
The businesses visited have an overall favorable relationship with the City, especially with the
Police and Fire departments. Participants specifically noted:
-City could promote information about their programs to the community
-Mayor Slawik and City Manager Coleman are welcoming and inviting
-Plowing during heavy snow could be better
-Business outreach is appreciated from the City
In addition, many businesses noted they are unsure who to connect with at the City, dont know
how to ask for what they need, or arent aware of City resources.
Many businesses chose their location in Maplewood for its proximity to highway infrastructure
and easy access to Twin Cities markets. They are not concerned with high traffic, though two
said that street reconfigurations have caused difficulty in accessing their location. Others
mentioned the problems their business has when road construction is happening nearby, and
the need to know in advance when construction will take place. Not having enough parking at
the current location came up in five visits.
Participants mentioned interest in the Gateway Corridor project, citingthatmany of their
employees do not own cars, people want to be closer to transit optionsandhiring can be hard
because their location is not accessible via public transit. Two businesses located near transit
lines noted that it is not safe to access their location from the closest transit stop because there
is no sidewalk available.
A number of participants have constraints at their current location including needing more
space, more parking, or more public transit. One specifically mentioned wanting their site to be
more bike and pedestrian friendly.
The Maplewood Police and Fire Departments are well regarded. Businesses are interested in
meeting with the police to talk about what is happening in their neighborhood or to do drills or
training on de-escalation techniques. There is a general sense of safety, though two businesses
mentioned problems, including hearing gunshots nearby.
When discussing the police, participants used terms like incredibly responsive,thoughtful,
andgreat. One mentioned the great work of retired Police Chief Snell, and his instrumental
role in community work around equity.
Workforce is a very big issue with these businesses and was the most common theme
throughout the visits. Participants noted that finding skilled labor is difficult. One noted, Society
has made the trades into an almost second-class citizen status, but you can make a lot of
money and not be in debt for so long.
13
Attachment 1
A few of the businesses are working with the school districts, and those that arent already are
interested in connecting with the schools. The school districts have a strong interest in
partnering with businesses that need skilled workers to talk about career pathways in high
school. Businesses are also developing relationships with community colleges and recruiting
from those colleges.
Many want to hire employees from the area so that employees come from the same
background as clients whichhelps with employee retention.
Businesses that are growing are looking for incentives or more reasons to do business in
Maplewoodversus other suburbs. If there are incentives, businesses arent aware of any and
are not engaged. One noted that the City has been great at supporting its growth.
Participants mentioned the importance of diversity in Maplewood and want to know how to
remain relevant to the local community and tap into those newer markets. A couple participants
noted that the City is doing good work on positioningits diversity as a positive and should
continue with this position.
A few businesses mentioned the importance of good and affordable housing for employees and
one suggested offering incentives for employees wholiveand work in Maplewood. Two noted
property taxes are too high.
Businesses appreciate the amenities offered in Maplewood, specifically the walking trails and
Maplewood Mall, noting that both are used over the lunch hour by employees.
One would appreciate more volunteer opportunities as an organization.
SurveyAnalysis
*See Appendix A for full survey data
The majority of businesses surveyed own their site, and most have not changed ownership
Companies in Maplewood are generally seeing an increase in sales in the past year
The companies surveyed range in size from 3 employees to over 10,000
Employment has largely remained stable in recent years
Companies generally anticipatemaintaining their current number of jobs or adding jobs in the
next year
Of those who have hired in the last year, most said they had difficulty filling the position(s). The
difficulty centered around a lack of candidates and lack of technical skills
14
Attachment 1
Most businesses noted a need to train new employees, and the necessary training covers a wide
swath of subjects: specific programs and technology, sales, project management, nutrition,
housekeeping, computers, OSHA, specific industry training, etc.
Overall, businesses are not sure how to adapt to the evolving demographics of Maplewood.
Some prioritize diverse hiring practices and make changes to their business based on the needs
of the community. Others do not see a need to do so or are not sure how to adapt.
Companies overwhelmingly identify themselves as being located in Maplewood versus in Saint
Paul or the Twin Cities
The majority of companies plan to renovate or expand their current facilities or make a major
equipment purchase in the next two years
The K-12 and Higher Education providers are perceived positively by the business community
There is opportunity for improved access to public transit
There is opportunity for improved transportation to serve the business community
The overall quality of life in the City of Maplewood is excellent
15
Attachment 1
RECOMMENDATIONS
Visit and Survey Generated Recommendations
The visits and follow-up surveys yielded many actionable findings. It is recommended that the City
concentrate on a select few items that proved to be the most prominent themes identified through the
BRE Program.
Recommendation1
Challenges related to accessing skilled workers was a theme during visits and is consistent with regional
trends. While the quality of education in the community at the K-12 and Post-Secondary level is
generally perceived as being favorable, there is a disconnect between the types of opportunities that
exist in the community and the academic and training resources in the immediate area.
It is recommended that the City explore a relationship with one or several community and technical
colleges (i.e. Century College, Saint Paul College, etc.) in an effort to bridge the gap of skilled workers.
This could be accomplished by meeting with a business liaison at one of these institutions and equipping
city staff with information to pass along to businesses.
Recommendation2
Companies in the City of Maplewood are growing or plan to grow, both in sales and number of
employees. While most companies that received a visit perceive room for expansion at their current
site, it is important to engage in ongoing dialogue to ensure that their growth needs are being met.
It is recommended that city staff leverage a database to track businesses that are expanding or plan to
expand, with a regular schedule for checking in on their progress.
Recommendation3
The need for increased transit was a strong theme throughout the visits. It is recommended that city
staff and elected officials and/or committees and commissions continue engaging in efforts to advance
transit in Maplewood.This will also help with issues of employee attraction/retention and parking
brought up in many of the visits.
16
Attachment 1
IntensiveBRE Programs, like this one, are an important part of a business retention and expansion
strategy for a community. The data collected during this program represents a snapshot in time, and
ongoingBRE efforts are critical to maintain up to date information and relationship building with the
business community.
Recommendation 1
It is recommended that Maplewood continue its business retention and expansion efforts, identifying a
targeted list of businesses to be visited throughout the year.
The Maplewood Business Council is a good start for continuing to build relationships. If the key
businesses you engage with do not attend those, find a way to reach them proactively.
Recommendation 2
As part of the citys ongoing business retention and expansion efforts, werecommend that the area
chambers of commerce be leveraged to supplement business retention and expansion visits. Chambers
conduct BRE visits on a regular basis.The city should work with these organizations to coordinate visits
and ensure the appropriate people are involved in conducting the visits and that information is shared.
Recommendation3
Information collected during BRE visits is not only beneficial to the community that collects the data, but
also to the region and state as a whole. It is recommended that the City of Maplewood consider allowing
BRE data collected by the city to be uploaded into the regional or state Sales Force database through the
GreaterMSP or Grow Minnesota! portals.
CONTACT INFORMATION
Saint Paul Area Chamber of Commerce
401 North Robert Street, Suite 150
Saint Paul, MN 55101651.223.5000
www.saintpaulchamber.com
Mindee KastelicMarie Ellis
Vice President of Strategic DevelopmentDirector of Public Affairs and Legal Counsel
(651) 265-2779 (651) 265-2780
mindee@saintpaulchamber.commarie@saintpaulchamber.com
17
Attachment 1
APPENDIX A BRE SURVEY RESULTS
Survey data was aggregated and is presented by data set to maintain anonymity of the companies that
were visited.
Of the 25 businesses that were visited as part of the BRE program, 21 completed the follow-up survey.
Note: Employers were not required to answer every question
Employee Counts
18
Attachment 1
Job Creation and Hiring
Market Information
19
Attachment 1
Investment Plan
20
Attachment 1
Rank of Local Business Climate
1 = Poor 5 = Great
Rank of Local Business Climate
1 = Poor 5 = Great
21
Attachment 1
22
Attachment 1
Business and
Facility Details
23
Attachment 1
Business and Facility Details
24
Attachment 1
APPENDIXBBRE SURVEY REPORTING FORM
COMPANY INFORMATION
Company Name:
Contact Name/Email:
BUSINESS AND FACILITY DETAILS:
Primary Business Sector?
Type of facility (select all that apply):
Branch Distribution Franchise Headquarters Manufacturing R&D
Sales-Office
Is this facility owned or leased? OwnedLeased
Has the company ownership changed?YESNO
Over the past year, have company sales (select one):
Increased Decreased Been relatively stable Fluctuated widely Not identified
PRODUCTS AND SERVICES
Has this company introduced new products?YESNO
Briefly describe new products:
EMPLOYMENT AND WORKFORCE
How many full time employees are at this facility?
Has the number of employees at this facility changed in the past year (select one):
Increased Decreased Stayed the same
In the next year, do you expect the number of jobs at facility to (select one):
Increase Decrease Be relatively stable Unsure
25
Attachment 1
Do you plan to hire in the next 2-5 years? YES NO
If yes, how many employees do you anticipate hiring? _______
If you have hired in the past year, was it hard to fill positions?YESNO
What contributed to the challenges in filling open positions? (select all that apply):
Poor work ethic Lack of basic education Lack of technical skills Lack of candidates
Challenging location Competition Other
Do you anticipate needing to train existing employees: YES NO
What type of training is needed?
MARKET INFORMATION
Companys primary market (select one):
International United States Midwest (including MN) Minnesota Local
Companys fastest growing geographic market (select one):
International United States Midwest (including MN) Minnesota Local Not identified
Do you export or have clients outside of the United States? YESNO
If so, where (select all that apply):
Africa & Middle East Canada Europe & Russia Greater China India, Pakistan,
Central/South Asia
Japan & Korea Southeast Asia Australia & Pacific Oceania Latin America & Caribbean
Mexico
Other _________________
Percent of sales outside of the US?
INVESTMENT PLAN
Does the company plan to (check all that apply)
Invest in new facilities Make major equipment purchase Renovate/Expand current facilities
None
Approximate date of investment (select one):
Within one year Within two years Within three years Unsure
Do you currently have room on your site to expand? YES NO
26
Attachment 1
If investing in new location, why (select all that apply)?
Access to labor Access to markets Environmental permit obstacles High state taxes High
local taxes Labor costs Lease expiration No room at this location Quality of workforce
Transportation/infrastructure Other ____________________
Rankthelocalbusinessclimate: Community Rankings: 1 = Poor 5 = Great
Education and Training
K-1212345n/a
Highereducation12345n/a
CustomizedTrainingPrograms12345n/a
OverallWorkforceQuality12345n/a
Transportation/Location
PublicTransportation12345n/a
HighwayInfrastructure12345n/a
AirService12345n/a
Proximityto Suppliers12345n/a
Qualityof Life
RecreationalOpportunities12345n/a
CulturalOpportunities12345n/a
CrimeRate12345n/a
SocialOrganizationsandNetworks12345n/a
HousingSupplyforWorkforce12345n/a
LocalAccessto Capital
Lendingbylocalfinancialinstitutions12345n/a
Assistancefromlocalgovernmentsand/ornon-profits12345n/a
LocalGovernment
Attitudetowardsbusiness12345n/a
Permitting/Zoning12345n/a
LocalTaxes12345n/a
Localfees12345n/a
Utilities
Telecommunications/BroadbandService12345n/a
Telecommunications/BroadbandRates12345n/a
ElectricRates12345n/a
ElectricReliability12345n/a
27
MEMORANDUM
TO:Melinda Coleman, City Manager
FROM:Michael Martin, AICP, Economic Development Coordinator
DATE:January 10, 2018
SUBJECT:2040 Comprehensive Plan Update Discussion
Introduction
At the January 18, 2018housing and economic developmentcommission meeting, staff
will walk through and discuss progress made thus far in the developmentof updating the
city’s comprehensive plan. Staff will also highlight the next steps in the planning process.
Discussion
Throughoutthepast yearstaffandthe city’s comprehensive planning consultanthave
been working tocreateadraft comprehensive plan, including adraftfuture land use map
for review.The first draft of the plan was released in November 2017 after extensive
review by thecity’s board and commissionsandthe 2040 steering committee which was
created to overseeplan development.
The draft chapters werecreated by implementing the feedback received atthe following:
Public engagement efforts
City Council, commission and steering committee meetings
Discussions with city staff
Requirements of the Metropolitan Council.
At theJanuary meeting,the discussion will focus onthereview of the draft plan, the
specific areas inthe city where significant land use changes are being considered and
the upcoming second phase of the public engagement process.
Chapter Summaries
In addition, attached to this report are chapter summaries. These summaries work to
explain what is contained within each chapter and its major policy areas. Pleasekeep in
mind these summaries were designed to be best viewed on the Internet –they can be
found at www.maplewoodmn.gov/2040.
Recommendation
No action required.
Attachments
1.2040 Comprehensive Plan Summaries
OVERVIEW
1
to give your feedback!
Attachment
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WHATS NEXT?Do you have ideas, thoughts, or comments about the goals, actions, or direction of the 2040 Comprehensive Plan? Visit www.surveymonkey.com/r/Maplewood2040
PLAN ORGANIZATION Chapter 1: IntroductionChapter Chapter Chapter Chapter Chapter Chapter Chapter Chapter Chapter 1Chapter 11: Chapter 1Chapter 13: Surface WaterChapter 14: Sanitary Sewer
20.5%
18.6%
6.2%
Ages in Maplewood (2015)
15.7%
39.0%
Race and Ethncity in Maplewood (2015)
COMMUNITY PROFILE Maplewood has grown steadily over the last 60 years to more than 38,000 residents and 27,000 employees. The City is currently and is expected to continue to be the
second largest in Ramsey County. The diversity of the community continues to increase. Between 2000 and 2015, the percentage of the population identifying as white dropped from 89%
to 72%. The chart below shows the Citys 2015 race and ethnicity.
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2040 COMPREHENSIVE PLAN
27,635 32,700 34,800 36,600
1
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PURPOSE MAPLEWOOD FORECASTS Population38,018 42,200 45,600 48,600 Households14,882 17,000 18,900 20,300 Emplo
GUIDING PRINCIPLES
1
to give your feedback!
Attachment
EQUITY
WHATS NEXT?Do you have ideas, thoughts, or comments about the goals, actions, or direction of the 2040 Comprehensive Plan? Visit www.surveymonkey.com/r/Maplewood2040
HEALTH
AGE-FRIENDLINESS
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2040 COMPREHENSIVE PLAN
PURPOSE
LAND USE
1
Attachment
RUSH
GLADSTONE REDEVELOPMENT PLAN
GOLD
REGIONAL TRANSIT INVESTMENTSHILLCREST VILLAGE
INFLUENCING FACTORS
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LAND USE
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FUTURE LAND USE PLAN
PURPOSE
LAND USE
1
Attachment
FLEXIBILITY
MIXED USE DESIGN FEATURES
MIXED USE IN MAPLEWOOD
LAND USE
2040 COMPREHENSIVE PLAN
FUTURE LAND USE DESCRIPTIONS
LAND USE
1
Attachment
WHATS NEXT?www.surveymonkey.com/r/Maplewood2040
SNAPSHOT OF ACTIONS Maplewood Mall3M and Health East St. JohnsMixed Use Corridors and NodesResidential Neighborhood Development
that enhance
.
site and building design
OF THE
/intensities with quality
and surrounding area as key
existing neighborhoods by
the economic condition and
encouraging residential neighborhood development and redevelopment to address gaps in the housing mix, neighborhood design at appropriate locations to support nodes, and regional transit
investments. area and ensure community-wide needs are met.and the employment centers in Maplewood and neighborhood retail shopping centers and corridors and surrounding areas as economic
development and community character.and construction techniques.
GOALS2040 PLAN
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WHAT WEVE HEARD
SOME ACCOMPLISHMENTS SINCE THE LAST PLAN
CRITICAL AREA PLAN
1
Attachment
PROTECTED RESOURCES WITHIN THE MRCCA
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2040 COMPREHENSIVE PLAN
PURPOSE MRCCA DISTRICTS Six districts are defined in the MRCCA rules. The districts are based on the natural and built character of different areas of the river corridor. Structure setbacks,
height limits, and the amount of open space required for subdivisions vary by district. All other MRCCA standards apply uniformly throughout the corridor. The presence and diversity
of the districts supports the different dimensional standards needed to enhance the corridors character and to protect the resources and features identified for special protection.The
only MRCCA District designation that exists within the City of Maplewood is the Rural and Open Space district (CA-ROS). The CA-ROS district is characterized by rural and low-density
development patterns and land uses, and includes land that is visible from the river, as well as large, undeveloped tracts of high ecological and scenic value, floodplain, and undeveloped
islands. Many primary conservation areas exist in the district. The CA-ROS district must be managed to sustain and restore the rural and natural character of the corridor and to protect
and enhance habitat, parks and open space, public river corridor views, and scenic, natural, and historic areas.
CRITICAL AREA PLAN
1
to give your
Attachment
WHATS NEXT?Do you have ideas, thoughts, or comments about the goals, actions, or direction of the 2040 Comprehensive Plan? Visit www.surveymonkey.com/r/Maplewood2040 feedback!
MAPLEWOODMAPLEWOOD
Photo
Location
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PUBLIC RIVER CORRIDOR VIEWS IN MAPLEWOOD
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During the public engagement process one of the most popular
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and liked online comments included one praising the new Fish Creek Trail. Maplewood residents have expressed their enjoyment of this new trail as well as the desire to connect to and
create other new trails within the MRCCA area.In addition to enhancing trails, residents have also expressed the desire to preserve the steep hills and creek area south of Carver Avenue.
The western half of this area within the city is part of the MRCCA.
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SOME ACCOMPLISHMENTS SINCE THE LAST PLAN Maplewood acquired 70 acres of land in 2013 to create the Fish Creek Preserve adjacent to Ramsey Countys 142-acre Fish Creek Open Space. This
site is a natural area for wildlife and a place for people to experience and enjoy nature. Grants received for acquisition of the land restrict the land south of Fish Creek to passive
uses. The City and County worked together on a 2012 Master Plan to guide improvements and restoration at their sites. The Master Plan was prepared jointly to ensure protection of natural
resources, to provide public access to the site, and to ensure connectivity of habitats and trails. The plan was updated in 2016.
HOUSING
45%
1
2015
73%
Owner-
2000
occupied
29%
Attachment
27%
25%
Renter-
occupied
22%
19%
19%
11%
11%
8%
5%
2%
1-unit, attached5 to 9 unitsMobile home
1%
$50,000
Less than
$99,999
$499,999$299,999$199,999$149,999
$50,000 to
$300,000 to$200,000 to$150,000 to$100,000 to
1-unit, detached3 or 4 units20 or more units2 units10 to 19 unitsBoat, RV, van, etc.
58.1%
0.0%
5.2%
17.0%
13.5%
2.8%
1.9%
0.9%
0.6%
HOUSING IN MAPLEWOOD
ESTIMATED MARKET VALUES
HOUSING
affordable housing opportunities in each city.affordable housing.rental housing subsidy usage and linking low-income residents to support services.development / rehabilitation more attractive
to developers.properties.affordable housing on lands that are to be developed.
Providing for a full range of Preserving and improving current Promoting greater awareness of Supporting incentives that make Maintaining and regulating rental Considering the inclusion
of
PURPOSE AFFORDABLE HOUSING STUDY League of Women Voters Roseville Area, March 2017:The League of Women Voters conducted a study in early 2017 to examine the current state of affordable
housing and associated programs in Maplewood and other northeast metro suburbs. The study concluded that cities in the area were not well informed about low-income affordable housing
availability and had not made affordable housing more development friendly, through regulation flexibility. The League of Women Voters recommends that the cities need to pursue improvement
in the following areas:
HOUSING
1
to give your feedback!
Attachment
WHATS NEXT?Do you have ideas, thoughts, or comments about the goals, actions, or direction of the 2040 Comprehensive Plan? Visit www.surveymonkey.com/r/Maplewood2040
SNAPSHOT OF ACTIONS Reinvesting in Aging Housing StockIncreased Housing VarietyAffordable Housing OptionsHealthy Neighborhoods
.
for both
to meet
.
OF THE
efforts to
the availability of
there is a
upgrade, enhance, and maintain of housing needs of
GOALS2040 PLAN
HOUSING
HOUSING ISSUES + OPPORTUNITIES
WHAT WEVE HEARD
throughout the community that were highlighted as great places to live due to safety, quietness, considerate neighbors, property maintenance, and proximity to shops, restaurants, trails,
and parksof affordable housingaging properties
There are neighborhoods Concern about availability Need for redevelopment of
Development of Legacy Village area with a variety of housing types and densitiesAddition of senior housing with varied types of care, including independent living, assisted living, and
memory careDevelopment of housing in Gladstone
SOME ACCOMPLISHMENTS SINCE THE LAST PLAN
ECONOMIC DEVELOPMENT
1
27.6%
4.6%
4.1%20.7%
10.8%
Attachment
12.1%
Less than 9th Grade9th - 12th Grade, No DiplomaHigh School Grad or EquivalentSome College, No DegreeAssociate DegreeBachelor's DegreeGraduate / Professional Degree
20.2%
0
500,000
2,500,0002,000,0001,500,0001,000,000
EMPLOYMENT IN MAPLEWOOD
ECONOMIC DEVELOPMENT
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PURPOSE
COMMUTING TO AND FROM MAPLEWOOD
ECONOMIC DEVELOPMENT
1
to give your feedback!
Attachment
WHATS NEXT?Do you have ideas, thoughts, or comments about the goals, actions, or direction of the 2040 Comprehensive Plan? Visit www.surveymonkey.com/r/Maplewood2040
SNAPSHOT OF ACTIONS Commercial and Industrial AreasPromote Maplewood as a Great Place for Investment and EmploymentEncourage Attractive Commercial and Industrial DevelopmentsAttract
and Develop a Quality Labor Force that Meets the Needs of the Existing Labor Market and Anticipates Trends
GOALS OF THE 2040 PLAN
ECONOMIC DEVELOPMENT
KEY ECONOMIC DEVELOPMENT ISSUES
WHAT WEVE HEARD
Gladstone NeighborhoodCouncil Engagement and Retention Program with St. Paul Area Chamber of CommerceEngagement BreakfastAchievement AwardsGladstone a much needed improvement - though
where are the shops?Hillcrest Village areashopping centers is an improvementfrom a better atmosphere and injection of restaurants and new businesses. Concern about long-term viablity
of entire area. shopping options, a hotel, more restaurants addressed
Redevelopment of Maplewood Business Completion of Business Annual Community Annual Maplewood Redevelopment of Revisit and invest in Redevelopment of aging Mall area would benefit Need
for convenient Blight needs to be
SOME ACCOMPLISHMENTS SINCE THE LAST PLAN
NATURAL RESOURCES
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Connects Southwood Preserve in North St. Paul to Beaver Lake CountParkUtilizes a mix of sidewalks, paved trails, and hiking trailsRoute has gaps to be addressed
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Connects Woodburys Carver Lake Park with Fish Creek PreserveFuture hiking trail along Fish CreekFuture paved trail at Fish Creek Preserve
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Highlights the Oak Forest ecotype of Battle CreekUtilizes existing regional park trails, connector trails, and sidewalks
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Water trail from Kohlman Lake to Lake Phalen showcases lake ecotypeUtilizes existing regional park trails
PHALEN-CASEY
NATURAL AREA GREENWAYS
NATURAL RESOURCES
PURPOSE
NATURAL RESOURCES
1
Attachment
to give your feedback!
WHATS NEXT?Do you have ideas, thoughts, or comments about the goals, actions, or direction of the 2040 Comprehensive Plan? Visit www.surveymonkey.com/r/Maplewood2040
SNAPSHOT OF ACTIONS Natural Resources Management PlansProtection and RestorationEducation, Outreach, and AccessCity-wide Natural Resources Issues
natural
of nature,
on public and
OF THE
for natural resources
a
the natural ecological
!fdptztufntƟgpsftut-!
natural resource programs to
savannas, prairies, lakes, streams, xfumboetƟboe!puifs!obuvsbm!resources.areas, wildlife habitat, and other natural resources for high ecological quality and for diversity of plant and
animal species.functions involving water by betterrunoff. achieve the vision and goals.jo!uif!djuzƢt!dpnqsfifotjwf!qmbo-!ordinances, policies, development standards, and zoning.natural
systems, and environmental issues by providing programs, information, and interpretive facilities.private land through access to natural areas and education and volunteer opportunities
in natural areas restoration and management.
GOALS2040 PLAN
NATURAL RESOURCES CITY-WIDE NATURAL RESOURCE ISSUES
WHAT WEVE HEARD
inventory using Minnesota Land Cover Classification SystemFish Creek Natural Area Greenwaypropertyat three preservescitizens through quarterly Seasons newsletter insert, improved webpages,
and hundreds of programs by Maplewood Nature Centermonitoring programs to include Invasive Plant Patrol and Bee Monitoringbetween City and watershed on lake improvementsa concernto
walkmarket the Nature Center?community asset
Conducted land cover Completed Report for the Acquired the Fish Creek Restored prairie landscape Educated and informed Expanded citizen Appreciate collaboration Quality of Wakefield
Lake Preserves are a great place Is there a better way to New Fish Creek Trail a
SOME ACCOMPLISHMENTS SINCE THE LAST PLAN
SUSTAINABILITY: ENERGY
1
ts of
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aimed at low and
Attachment
explore
c solar energy capacity study
Climate Action and Adaption goals
incentives
incentive programs
installing solar PV. moderate income residentsDevelopment Potentials
WHATS NEXT?www.surveymonkey.com/r/Maplewood2040
SNAPSHOT OF ACTIONS 1. Set interim goals3/!Npejgz!uif!DjuzƢt!pqfsbujoh!qspdfevsft3. Conduct a site-speci4. Coordinate with Ramsey County and Minnesota PACE 5. Develop and distribute6.
Coordinate with Ramsey County7. Conduct a Green Economy Business and Economic 8. Adopt a Climate Action and Adaptation Plan
(an 80 percent
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will follow the state will encourage and support
energy goal guidelines of baseline levels reduction).
GOALS OF THE 2040 PLAN
SOLAR CAPACITY
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SUSTAINABILITY: ENERGY
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--------
SOME ACCOMPLISHMENTS SINCE THE LAST PLAN
SUSTAINABILITY: FOOD ACCESS
1
Attachment
housing associations
community gardens
sidewalk and trail gaps
families around healthy food selection and
partnership opportunities
WHATS NEXT?www.surveymonkey.com/r/Maplewood2040
SNAPSHOT OF ACTIONS 1. Conduct a community food security assessment 2. Complete an urban agriculture zoning review3. Allow4. Integrate community gardens into public housing developments5.
Encourageto allow gardening 6. Analyzehealthy food sources7. Require new developmentssafe, internal circulation for pedestrians and cyclists8. Explorepreparation.9. Collaborateprograms
to support garden efforts of families.
community by providing options and people,
GOALS OF THE 2040 PLAN
ISSUES + OPPORTUNITIES
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------
PURPOSE
SOME ACCOMPLISHMENTS SINCE THE LAST PLAN
HISTORICAL RESOURCES
1
Attachment
to give your feedback!
WHATS NEXT?Do you have ideas, thoughts, or comments about the goals, actions, or direction of the 2040 Comprehensive Plan? Visit www.surveymonkey.com/r/Maplewood2040
SNAPSHOT OF ACTIONS Planning and Procedures Survey and InventoryDesignation of Heritage LandmarksResearchEducation, Outreach, and Celebration
into
of
and
of
BruentrupHeritage Farm is a gem!
City planning and procedures.sites.sites.preservation.activities.
WHAT WEVE HEARD
GOALS OF THE 2040 PLAN
ISSUES + OPPORTUNITIES
HISTORICAL RESOURCES
Revised Heritage Preservation OrdinanceReceived Certified Local Government status, which makes the City eligible for federal preservation grantsCompleted an Historic Context StudyRe-invigorated
the Century Homes ProgramDeveloped procedures for local designation of historic sitesDesignated Gladstone Savanna as a local historic sitePartnered with Maplewood Area Historical Society
to create 60 Stories of Maplewood HistoryCelebrated history at Maplewoods 60th anniversaryDeveloped interpretive signage for three projects
SOME ACCOMPLISHMENTS SINCE THE LAST PLAN
PURPOSE
PARKS, TRAILS & OPEN SPACE
1
Attachment
MAPLEWOOD PARKS SYSTEM
RD RIEW
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PARKS, TRAILS & OPEN SPACE
PARK CLASSIFICATIONS
Over 930 acres of city-owned parks, preserves, and open space.Over 1,000 acres of county, state, and agency-owned land.36 Parks and 15 Preserves18% of land within the City is park or
open spaceApproximately 130 miles of sidewalk and on- and off-road trails3 Regional parks6 County parksAccess to the Mississippi National River & Recreation AreaPark Service Areas help
provide equitable and convenient access to facilities that do not need to be provided at each neighborhood park but that need to be distributed throughout the community. These facilities
include tennis, baseball/softball, basketball, soccer, small shelters, and hockey/pleasure skating. These areas were identified by consolidating existing neighborhoods into larger service
areas, keeping in mind major transportation and natural resource barriers. Each of the five park service areas are outlined in orange.
PURPOSE
PARK SYSTEM AT A GLANCEPARK SERVICE AREAS
PARKS, TRAILS & OPEN SPACE
1
to give your feedback!
Attachment
WHATS NEXT?Do you have ideas, thoughts, or comments about the goals, actions, or direction of the 2040 Comprehensive Plan? Visit www.surveymonkey.com/r/Maplewood2040
SNAPSHOT OF ACTIONS Priority Capital Improvement ProjectsParks and Recreation FacilitiesTrailsNatural Areas and GreenwaysProgrammingArts and CultureFunding
within for
for practice
of the parks
and safe parks
and interests of the
, cost effective, and meet
parks and recreation system
a comprehensive and the opportunity for all community
the entire community.
the necessary funding and resources
Acquire, develop, and maintain an
that serves active and passive needs to provide a high quality of life for all residents.or youth games in neighborhood parks.the parks and recreation system.transportation, recreation,
and educational purposes.residents to participate in recreation, education, and arts activities through partnerships and the implementation of the community. and recreation system.quality
parks and recreation system that responds to community needs.to and recreation system.
GOALS OF THE 2040 PLAN
Use of golf courses for walking, hiking, or skiing Replacement of aging playgrounds, such as at Hazelwood, Pleasantview, and Sunset ParksBallfield improvements, such as Geranium and
Lions ParksAmenities like shade and seasonal restrooms, such as at PlaycrestImproved neighborhood access to parks, such as GoodrichAdd pickleball in dedicated courts and co-located
with tennisReevaluate park offerings where there is space, such as a volleyball court at Pleasantview or a small dog parklet at Western HillsExplore use of rubber chips instead of sand
in playgroundsTrail resurfacing
Opportunities & Needs
PARKS, TRAILS & OPEN SPACE ISSUES + OPPORTUNITIES
PARKS, TRAILS & OPEN SPACE
WHAT WEVE HEARD Existing Assets to Retain
Goodrich Parkrestoration, trail system and playgroundmonitoring programs
Gateway, Preserves, Open SpacesCommunity Center, Hazelwood Park, Joy Park boat launch, Edgerton baseball field, off-leash dog areas, community gardensequipment for all ages and abilitiesthroughout
the summer
Trails
Fish Creek, Bruce Vento, Facilities such as the Nature Center, Neighborhood playgrounds with Variety of activities offered
Adoption of a Parks and Recreation System Master Plan Implementation of System Plan Recommendations:-Accessible Playground at -Tuj Lub Courts-Gladstone Savanna prairie -Edgerton Community
Garden-MNC pollinator education and Partnership between MCC and YMCASafe Routes to SchoolsFish Creek site preservation, restoration and trail installation
SOME ACCOMPLISHMENTS SINCE THE LAST PLAN
TRANSPORTATION
1
Attachment
streets.
walking or bicycling.
stormwater.
neighborhoods
EncourageEnhance the safetyCreateMaximizeImprove the qualityEnhance the urban forest.Improve the aesthetics
LIVING STREETS
MAPLEWOOD LIVING STREETS POLICY GOALS
TRANSPORTATION
PURPOSE
BIKING + WALKING
TRANSPORTATION
1
to give your
Attachment
TRANSIT
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by
of travel.
and improve
environments for
and maintain residents.
and new businesses.
.
and accessibility of all
walkable, and connected
mode shift to non-motorized
corridors and hubs.
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the safety and
the degree to which public
water quality of a healthy,
higher-density
new
to local and regional destinations.
economic growth and
.
transportation network for all users.neighborhoods that transportation, walking and cycling paths individuals,transportation and transit.
air quality.making the City of Maplewood an attractive choice for businesses, residents and visitors.
GOALS OF THE 2040 PLAN
TRANSPORTATION
TRANSPORTATION PRIORITIES + OBJECTIVES
INFRASTRUCTURE
1
to give your feedback!
Attachment
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KEY WATER RESOURCE ISSUES
Appreciate collaboration between
WHAT WEVE HEARD
City and Watershed Districts on lake improvementsgardens or curbs with drains to control water flowLakenear Minnehaha Avenue
Explore opportunities to use rain Concern for water quality in Wakefield Concern for flooding and high water
The City has partnered with local watershed districts to construct BMPs, such as lime treatment systems, to help treat imparied water bodiesThe City has updated its ordinances and design
standards to be compliand with the new NPDES requirements and is in-line with local watershed districtsTo account for the changing climate, the City of Maplewood has adopted the latest
Atlas 14 precipitation frequency estimates for stormwater modelingThe City has implemented a new asset management program to track stormwater related assets such as pipes, structures,
raingardens, basins, and treatment devices. This program tracks inspections, issues, maintenance activities and design dataFollowing the 2011 storm event, the City identified 20 areas
with flooding issues. As of 2017, there are only two areas from the 2011 storm event remaining to be addressed
SOME ACCOMPLISHMENTS SINCE THE LAST PLAN
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2040 COMPREHENSIVE PLAN
management, improvement and protection of the Citys surface water resourcesby preserving and enhancing the high environmental quality of the communityprivate property related to or
affected by surface watercontext of surface water management issues in relation to land use and land use policyand enhancement needs with economic needs and capabilities
Provide the framework for Contribute to the quality of life Protect public investments and Help to understand the larger Balance environmental protection Meet regulatory requirements
PURPOSE WATERSHED DISTRICTS
INFRASTRUCTURE
1
Attachment
SANITARY SEWER DISTRICTS
SANITARY SEWER
PURPOSE
ACTIONS/ CAPITAL IMPROVEMENT PROGRAM
to give your
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install BMPs in partnership with the local watershed districts Beaver Lake subwatershed Battle Creek subwatershed for future street reconstruction areas in the Fish and Snake Creek Systems
facilities relative to new Atlas 14 based high water levels permit
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WHATS NEXT?Do you have ideas, thoughts, or comments about the goals, actions, or direction of the 2040 Comprehensive Plan? Visit www.surveymonkey.com/r/Maplewood2040 feedback!
Implement water quality improvement projects and Review chloride use and management Complete regional study of Complete regional study of Complete in Explore opportunities for discharge
rate reductions Review drainage easements on City owned ponds Water Resources Education: Green Infrastructure Improvement on City Facilities: Update NPDES MS4 Program in response
to new Update Stormwater Management Plan
SNAPSHOT OF ACTIONS
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close coordination
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of wetlands, including
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and sedimentation
and safety.
resources, in part, by implementing
2040 COMPREHENSIVE PLAN
maintain and enhance the storm water and maintain
the water quality of function and performance of public
the quality and quantity of
and strive to achieve water quality improvements to meet City or Watershed water quality goals and state water quality standards.storage and detention systems to control excessive acreage,
functions and values. Where practicable, improve the functions, values, biodiversity and acreage of wetlands and their buffer areas.from occurring, and correct existing erosion and
sedimentation problems.Protect the public health, safety, and welfare through a comprehensive SSTS ordinance.understanding and involvement in water and natural resource management issues.infrastruct
ure through continuing the maintenance and resources at the and cooperation with other agencies and organizations.
GOALS OF THE 2040 PLAN