AGENDA MAPLE PLAIN CITY COUNCIL WORKSHOP MAPLE …

AGENDA MAPLE PLAIN CITY COUNCIL – WORKSHOP

MAPLE PLAIN CITY HALL JULY 9, 2018

5:30 p.m.

1. CALL TO ORDER

2. ADOPT AGENDA

3. COMPOST SITE REVIEW

4. STAFF EVALUATION AND STRUCTURAL ANALYSIS PROPOSALS

5. PUBLIC WORKS UNIFORM POLICY

6. CITY ADMINISTRATOR GOALS AND OBJECTIVES

7. CITY ADMINISTRATOR WEEKLY UPDATE

8. OTHER BUSINESS

9. ITEMS FOR NEXT WORKSHOP

10. ADJOURNMENT

If anyone has any further questions regarding this agenda, please feel free to call Robert Schoen, City

Administrator at 763-479-0516. Thank you!

5050 INDEPENDENCE STREET | MAPLE PLAIN, MN 55359 Phone: (763) 479-0515 | Fax: (763) 479-0519 | www.mapleplain.com

To: City Council

From: Nicole Kathman, Assistant to the City Administrator

Re: Compost Site Options- Preliminary Discussion

Date: June 20, 2018

Compost Site Current Operations, Conditions, and Background

The City’s compost site is open 7 days a week Spring – Fall approximately 8 am to 8 pm.

Currently there is no regular monitoring of the facility leading to many nonresidents and

businesses using the site as well as disposal of unpermitted items. This includes stumps, rocks,

electronics, tires, and more. The City has to then pay to dispose of these items. Furthermore, at

least two times in the last year, spikes left by users at the site have punctured a tire on the loader.

See some pictures below for examples of the current site condition:

In addition, the City has not disposed of the material on a regular basis. It is estimated that the

City has approximately 1,500 cubic yards of brush and 300 cubic yards of compost at the

compost site.

Disposing of Material

When it comes to removing material they are essentially two main options. The first is to

remove all of the brush and compost which costs $5.00 per cubic yard. The second option is

to remove all of the brush for $5.00 per cubic yard and to only sift the compost which costs

$3.50 per cubic yard. This means that take out the twigs, rocks, etc. that are not yet composed

from the ready to use compost. This makes it more appealing for residents to use and take. In

addition, we may have a business that would take the all of the compost once sifted for free.

S&S Tree gave the City a quote to remove all of the compost and brush at the compost site for a

bid not to exceed $20,000. Before doing any work they will go out and measure the size of the

piles using drone cameras. S&S will only charge for the volume that is there even if less than

$20,000. For example if they determine there is 1,000 cubic yards of brush they will only charge

$5,000 for that brush.

Anticipated cost based on rough estimates of amount of material-

Remove Brush and Compost Remove Brush and Sift Compost

Compost Site Material $9,000* $8,550

*This is what we received the not to exceed bid of $20,000 for.

Security Options

I looked multiple options to help mitigate improper use of the compost site.

1. Hire an attendant and have more limited hours

The City could hire an attendant to monitor the compost site. The attendant could check driver’s

licenses or we could have City Hall issue vehicle stickers. The City of Buffalo issues vehicle

stickers because similar to Maple Plain, they are many places with Buffalo addresses that are not

actually within city boundaries. An attendant could both watch for unpermitted users and

materials. Additionally, an attendant could make sure users place the materials in the proper

location at the compost site.

Attendant wages and site hours

An attendant could be hired for $11 per hour. With an attendant it is not feasible to have the site

open as much as it is now. Here are some examples of hours of compost sites in other cities.

Wages assume compost site is open 7 months- (~April-October) and attendant earns $11 per

hour unless noted.

Newport (Population ~3,400): Total of 13 hours per week. ~$150 per week, ~ $5,000 per year

Wednesday: 3:30-6:30 pm, Friday: 3:30-6:30 pm, Saturday: 9 am – 4 pm.

Buffalo (Population ~16,000): Total of 34 hours a week. ~$375 per week, ~$10,500 per year

Hugo (Population ~14,500): Total of 11 hours per week. ~$120 per week, ~$3,400 per year.

Wednesdays from 4pm to 8pm or dusk and Saturdays from 10am to 5pm.

Perham (Population ~3,300): Total of 18 hours a week. ~$200 per week, ~$5,600 per year

Madelia (Population ~2,200): Total of 22 hours a week. ~$250 per week, ~$7,000 per year

Olivia (Population ~2,300): Total of 11 hours per week. ~$120 per week, ~$3,400 per year.

Waconia (Population ~12,000): 104 hours. ~$1,150 per year.

In addition to wages there would also need to be a hut (shelter) put in for the attendant. This is

estimated to be ~$5,000 based on Orono.

Costs: ~$5,000 upfront and average $5,000-$7,000 per year for wages.

2. Security Gate with Keypad code

This would be a sliding gate with a keypad code to get into the gate. It would be on a timer for

when the code is usable for the Public. Public Works would also have their own code for after

hours and off-season. There would also be a walk gate in the event of a power outage.

There are three components to this cost. See attached quote for 2.

1. Electricity to gate- very rough estimate by RC Electric- $~5,000

2. Gate and operator package- $4,925 + $10,290= $15,215

Total Costs: $20,215

3. Security Gate with Key cards

This would be a sliding gate with a keypad code to get into the gate. There would be keycards

provided to residents. The cards can be turned on or off to account for hours not allowed in, off-

season, etc, similar to the keypad concept. There would also be a walk gate in the event of a

power outage.

1. Electricity to gate- very rough estimate by RC Electric- $~5,000

2. Installation of Key Card System- $7,050.44 (see attached quote)

3. Estimate of Gate and Operator- $14,465 (same as option 2. Security Gate with Keypad Code

minus the cost of the keypad, stand, and labor for keypad ($750).

Total Costs: $26,515

In addition there is a fee of $108.66 per month for maintenance, hosting of data, and cell data

plan.

4. Upgrade Cameras

Since the purchase of the cameras at the compost site, technology has upgraded. Delano shared

their camera system proposal with me and told me they have had no issues with capturing license

plates. For their situation, they have the recorder located in the public works building across the

street from their compost site.

Estimated cost- $5,930 (see attached proposal from Delano’s recent installation)

© Johnson Controls 2018 – All Rights Reserved. Johnson Controls, the Johnson Controls logo are service/trademarks of Johnson Controls. All other product names and/or company names used herein may be protected as trademarks of their respective owners.

JOHNSON CONTROLS CONFIDENTIAL AND PROPRIETARY BUSINESS INFORMATION

Proposal for

City of Maple Plain

5050 Independence St

Maple Plain,, MN 55359

06/19/2018

This Johnson Controls Security Solutions LLC Proposal (the “Proposal”) contains Johnson Controls proprietary and business confidential information and may not be shared with third parties without the prior written consent of Johnson Controls. Johnson Controls’ provision of the equipment, systems, and/or services described in this Proposal is expressly conditioned upon Company’s acceptance of the terms and conditions of the standard Johnson Controls Security Solutions “AGREEMENT” COMMERCIAL TERMS AND CONDITIONS. The system design and specified equipment are subject to final approval by your local fire department or other authority having jurisdiction. This Proposal is valid for a period of sixty (60) days from the above date and any deletions or additions to this Proposal may result in changes to the pricing and/or terms and conditions.

Inquiries regarding this proposal may be directed to:

Jeff Steeno Johnson Controls Security Solutions Cell Phone # 612 710-1770 Email: [email protected]

City Of Maple Plain 5050 Independence St

Maple Plain,, MN 55359 Estimate Name: City Of Maple Plain-II Access 6/11/18

JOHNSON CONTROLS SECURITY SOLUTIONS CONFIDENTIAL AND PROPRIETARY BUSINESS INFORMATION

Page 2 of 3

© JOHNSON CONTROLS 2018. ALL RIGHTS RESERVED.

Compose Reader System Installation Investment Package: $7050.44 Maintenance, Hosting of data and cell data plan: $ 108.66/month (no need for internet at site)

BILL OF MATERIALS

QTY PRODUCT CODE DESCRIPTION

1 B-ACS300-E BRIVO ONAIR ACS300 IP DOOR CONTROLLER

1 B-OA-CNR04-VZ-DTA300 CELLULAR NETWORK ROUTER - 4G EVDO FOR VERIZON M2M

NETWORK. NO WIFI. INCLUDES ROUTER

1 5375AGN00 MaxiProx Wiegand, Gray, Terminal Reader

200 1326LMSMV-37 Access Cards

1 L-COM Enclosure Heated Enclosure

1 Programming Programming

LOT Outdoor Wire WEST PENN WIRE AQ224 18-1P STR BC PVC/NYL PVC JKT

BLK FPL 300V WATERBLOCK AQUASEAL Shipping Location

LOT Outdoor Wire WEST PENN WIRE 253186B 18-6C STR BC PLEN PVC FOIL

SHDPLEN PVC JKT GRY CMP 300V 75C Shipping Location

City Of Maple Plain 5050 Independence St

Maple Plain,, MN 55359 Estimate Name: City Of Maple Plain-II Access 6/11/18

JOHNSON CONTROLS SECURITY SOLUTIONS CONFIDENTIAL AND PROPRIETARY BUSINESS INFORMATION

Page 3 of 3

© JOHNSON CONTROLS 2018. ALL RIGHTS RESERVED.

SCOPE OF WORK FOR City of Maple Plain

Scope

Johnson Controls To Install Heated Enclosure in Shed. Reader on Reader post once installed by customer. Install Brivo Control Panel and Brivo Cell unit in enclosure . Pull all wire to devices in customer installed conduit. Provide and work with The Gate Company for point of contact management Connect to the gate controller to trigger the Brivo control Panel to open the Gate. Provide 200 Cards

Training Expectations:

Train customer and admin at the city office to use the brivo system.

Customer Responsibilities / Johnson Controls

Exclusions:

Customer to contact Fence Company to install a Gate and power supply that will open the Gate Town and Country was referred as the Fence Company. Customer to Install Reader Post and Provide All Trenching and piping for the Gate, Gate Controller, & Reader. ADT will work with customer as to trenching locations. Customer to provide High Voltage to the Gate Motor/Controller Customer to provide High Voltage to the Heated enclosure.

Proposal to Evaluate Organizational Structure, Efficiencies, and Staffing Levels City of Maple Plain, Minnesota

Work Plan June 2018

Objective(s) The purpose of this project is to perform an analysis of the City’s current organizational structure, efficiencies, staffing levels, and to review the functions and responsibilities of the City’s full-time staff positions. Our approach would be as outlined below: Task I - Gather and Review Background Information

Current organizational structure Current job descriptions, duties and responsibilities, training and qualifications for all

positions o City Administrator o Assistant to the City Administrator o Deputy Clerk o Public Works Employees

Review the services provided by the City and the manner in which they are provided to gain an understanding of the City’s current situation

Review services currently outsourced Historical operating information Available resources City’s current overtime policy City current on-call policy Call out history and historical costs for Public Works Gather other data that may be identified as needed based on the information reviewed

in the above tasks Meet with City to discuss our background review

Task II - Document and Review Existing Operations

We will meet with each full-time employee individually to gain an understanding of how their position functions currently including: o Duties and responsibilities o Work load o Skill sets and capabilities

City of Maple Plain, Minnesota

Proposal to Evaluate Organizational Structure, Efficiencies and Staffing Levels

June 2018

Page 2

o Use of technology o Resources necessary to achieve the objectives of their position o Overtime and on-call duties and responsibilities o Out-sourced duties

• Number and type • Basis for outsourcing • Any cost/benefit analyses

Task III - Perform Detailed Analysis

We will undertake a detailed analysis of the City’s operations and staffing including: o Is the organizational structure of the City logical and organized to maximize

efficiencies and effectiveness? o Are there duties performed by any positions that would be better (more efficiently)

performed by other City staff without placing an excessive burden on their current workload?

o Is there an adequate mix of skill sets and capabilities to handle the work? o Are there duties and functions of staff that could either be performed by a less-

skilled part-time employees or outsourced to either an independent third-party vendor or to other governmental entities?

o Are there efficiencies or improvements that could be achieved through the consolidation of processes, job duties, the elimination of redundancies, etc.?

o Are there duplication of effort and non-value-added activities present? o Are staffing levels and workload demands in balance? o Evaluation of overtime and on-call costs for Public Works employees

Task IV - Prepare and Present Report of Findings

Springsted will prepare a Report of Findings that will explain in detail our findings and recommendations

We will provide one electronic copy of the Report in PDF format We will present the Final Report to the City



June 2018

Page 3

Compensation

We propose to complete this study as described in this proposal for the lump sum fee of $14,850. We will complete the project within 6 to 8 weeks of receiving the notice to proceed provided that all necessary information can be obtained in a timely manner. Springsted would invoice for the work based on the schedule shown in the table below.

Time of Invoice

Percentage

Invoiced

Cumulative Percentage

Invoiced Completion of Task II 40% 40% Completion of Task IV 60% 100%

Additional Work Should the City of Maple Plain request and authorize additional work outside the scope of services described in this proposal we would either negotiate an additional fee based on the added scope or if the City prefers we would do the additional work on an hourly basis at our standard hourly fees plus any related out-of-pocket expenses. Additional work would include work outside the scope of services as agreed to including, but not limited to: • Work related to a special request • Additional on-site meetings • Additional data gathering and analysis

For City of Maple Plain For Springsted Incorporated

By:_____________________________ By:_____________________________

Date:____________________________ Date: ___________________________

Title:____________________________ Title: Executive Vice President_______



June 2018

Page 4

PATTY KETTLES VICE PRESIDENT

MATT STARK SENIOR ANALYST

NICK DRAGISICH SENIOR OFFICER

CITY OF MAPLE PLAIN, MINNESOTA

Project Team

Our staff's breadth of experience and depth of expertise are two of our most important characteristics in providing high-quality service to clients. Many of our staff have backgrounds in municipal and county government, education or with development firms and non-profit organizations, so they share our clients' perspectives in developing solutions. Each client draws on the talents of many members of our staff. We assign a specific client service team to ensure primary responsibility for each project. The teams are comprised of qualified individuals who are experienced in the specific challenges confronting you. The staff assigned to this project is experienced in conducting organizational management studies. The teams are free to draw upon the expertise of our entire staff. Nicholas R. “Nick” Dragisich, PE Executive Vice President

Mr. Nick Dragisich is team leader for Springsted’s Management Consulting Services team. He has over 30 years of management experience, including service as a city administrator, assistant city manager, and city engineer. As the Assistant City Manager – Operations for Spokane, Washington, his departments included Capital Programs Planning/G.I.S., Engineering Services, Real Estate, Building Codes, Environmental Programs, General Services, Planning, Solid Waste Collection and Recycling, Transportation, Wastewater and Stormwater Management, and Water and

Hydroelectricity. He joined Springsted Incorporated as a Management Consultant in 2000 and become the team leader for Management Consulting Services in 2003. Mr. Dragisich has been directly responsible for or involved in numerous organizational management studies, staffing analyses, utility expense and cost analysis studies, fiscal impact studies, as well as in the development of Excel®-based computer models for clients in California, Iowa, Kansas, Maryland, Minnesota, Montana, Missouri, Nebraska, New York, North Carolina, North Dakota, Virginia, Washington, and Wisconsin. He holds a master’s degree in business administration, a bachelor’s degree in civil engineering and is a licensed professional engineer in Minnesota and Washington. He is also a Municipal Advisor Representative.



June 2018

Page 5

Patricia L. “Patty” Kettles, CIPMA Vice President

Ms. Patty Kettles has over 22 years of experience working with Springsted clients on various projects, including organizational management and staffing studies, performing utility rate analyses and financial feasibilities, financing options, capital improvement programming and debt management. Ms. Kettles holds a master’s in business administration and a bachelor’s degree in finance. She is also a Municipal Advisor Representative.

Matthew T. “Matt” Stark Senior Analyst

Mr. Matt Stark is a member of our Management Consulting Services Group. With the firm since 2002, he applies his analytical expertise to new challenges within the fields of operational finance, organizational management and human resources and economic development. He provides technical and analytical assistance on financial planning models, assists and advises clients on employee classification and compensation systems, performs cost-benefit analyses on economic development projects and is responsible for our electronic survey and facilitation system.

Mr. Stark holds a degree in physics from Penn State University.

Relevant Experience

Springsted staff assigned to this study have considerable experience in conducting organizational management studies of local governments, as well as having direct operational experience. We are currently assisting three clients with organizational management studies including:

• City of Chaska, Minnesota with a staffing study • City of Ingleside, Texas with an organizational management study • Madison County, Virginia with an organizational management study

Springsted has completed over sixty organizational studies since 2012 as shown in the table below.

List of Organizational Management Projects: 2012 – Present Year Client State Project Population 2012 Bellevue WI Org & Salary Study 14,570 2012 Chanhassen MN Long Range Fire Study 24,432 2012 Dodge County MN Public Health Delivery Authority Project Management 20,349 2012 Falcon Heights MN Op Anal Fire Services 5,321 2012 Houston County MN Human Services Study 18,799 2012 Independent School District No. 0206 MN Finance Office Study 11,580 2012 Independent School District No. 0535 MN Organizational Management Study 110,742 2012 Kandiyohi County MN Organizational Review 42,410 2012 Burke County NC Efficiency Assessment and Staffing Level Analysis 88,842 2012 Kittson County MN Organizational Review 4,552 2012 New Berlin WI Evaluation of Joint Dispatch 39,834



June 2018

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List of Organizational Management Projects: 2012 – Present Year Client State Project Population 2012 New Berlin WI Outsourcing Study 39,834 2012 Northampton County VA Economic & Community Development Consolidation

Study 12,125

2012 Todd County MN Organizational Improvement Study 24,509 2012 Warren County VA Organizational Review 38,699 2012 Waterford WI Fire Department Reorganizational Study 5,341 2012 Willmar Municipal Utilities Commission MN Organizational Assessment 19,680 2012 Winona County MN Community Services Analysis 49,985 2013 Dakota County CDA MN Employee Survey 408,509 2013 Goodhue County Education District MN Consulting Services 46,464 2013 Independent School District No. 0112 MN Organizational Management Study 2013 Independent School District No. 0286 MN Business Office Consulting 30,712 2013 Indian Beach NC Fire Department Consolidation Study 114 2013 Jackson County MN HS Redesign 10,260 2013 Lexington NC Career Ladder Development 18,993 2013 Saint Paul MN DSI SWOT Analysis 294,873 2013 Scott Joint Prosecution Association MN Organizational Structure Evaluation, Phase One 2013 Shenandoah County VA Organizational Analysis 42,684 2014 Delano MN Organizational Exploration 5,654 2014 Dodge County Human Services MN Human Services Redesign Phase II 20,349 2014 Fort Atkinson School District WI Organizational Management Study 12,482 2014 Hastings MN Fire Study Plan 22,424 2014 Independent School District No. 0625 MN Organizational Study 294,873 2014 Lawrence KS Debt Department Study 90,811 2014 Lino Lakes MN Fire Department Analysis 20,862 2014 Minnehaha Creek Watershed District MN HR Analysis 1,124,000 2014 Scott Joint Prosecution Association MN Evaluate Organizational Struct 2014 Shakopee MN Master Plan Organizational Study 39,167 2014 Surry County VA Fire and EMS Study 6,765 2015 Accomack County VA Organizational Assessment 33,148 2015 Dodge County Human Services MN HR Transition Plan 20,349 2015 Hermantown MN Fire Department Study 9,605 2015 Laguna Woods Village CA Organizational Study 18,000 2015 Meeker County MN Organizational Review 23,119 2015 Newport MN Police Study 3,461 2015 Pointe Coupee Parish LA Organizational Review 22,499 2015 Shorewood School District WI Organizational Management Study 13,337 2015 UG of Wyandotte County/Kansas City KS Consolidation Analysis 160,384 2015 Kannapolis NC Staffing Study 47,839 2016 Albertville MN Evaluation of Shared Fire Services 7,230 2016 Bluffton SC Organizational Structure Study 15,199 2016 Hibbing Public Utilities MN Financial and Organizational Study 16,093 2016 Independent School District No. 0286 MN Administrative Study 30,712 2016 Shawano School District WI Administrative Study 9,189 2016 Salisbury NC Staffing Study 34,001



June 2018

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List of Organizational Management Projects: 2012 – Present Year Client State Project Population 2016 Spring Park MN Evaluate Organizational Structure & Staff

Responsibilities 1,702

2016 Union Grove WI Review & Evaluate Public Works 4,884 2016 Duluth MN Consolidation of Property & Facilities Management

and Maintenance Operations Departments 86,293

2016 North Branch MN Consolidation of Municipal Water & Light with City 10,125 2017 Elon NC Staffing Study 10,147 2017 Chisago County MN Organizational Review of Auditor/Treasurer Office 54,293 2017 Dayton VA Staffing Study 1,609 2017 Middleburg VA Position Survey 751 2017 Fort Wayne City Utilities IN Strategic Plan 264,488 2017 Fauquier County Water and Sanitation

Authority VA Organizational Management Study 68,782

2018 Chicago Metropolitan Agency for Planning

IL Review of Organizational Structure 9,512,999

APPENDIX I – Resumes

Nicholas R. Dragisich Mr. Dragisich is the leader of Springsted’s Management Consulting Services. Executive Vice President Group. As a Consultant, he performs management studies for clients in areas Consultant that include long-range financial planning, financial feasibility, utility rates,

capital improvement planning, executive search, organizational management and debt management. Prior to joining Springsted, Mr. Dragisich served in three government management positions. Most recently for the City of Spokane, Washington, he served as Assistant City Manager where he managed a staff of approximately 1,000 and a budget of approximately $176 million. While in Spokane, Mr. Dragisich restructured the Operations Division to increase efficiency and responsiveness to customers’ needs. The Operations Division encompassed Capital Programs Planning/ G.I.S., Engineering Services, Real Estate, Building Codes, Environmental Programs, General Services, Planning, Solid Waste Collection and Recycling, Transportation, Wastewater and Stormwater management, and Water and Hydroelectricity. He also served as City Administrator for the City of Virginia, Minnesota for approximately ten years where he managed all City services including oversight responsibility for the Virginia Regional Medical Center and the Department of Public Utilities and as City Engineer for 13 years. Not only does Mr. Dragisich have several years of public finance and management experience, he also has over 20 years of experience in engineering. He has served as a Project Engineer for a private firm in Northern Minnesota where he managed the design and construction of projects for municipal and private sector clients. Education University of St. Thomas, Minneapolis, Minnesota

Master of Business Administration University of Minnesota, Minneapolis, Minnesota

Bachelor of Science Civil Engineering Institute of Applied Management and Law

Employee Labor Relations Law Course National Development Council

Economic Development Professional Course Minnesota Board of Water and Soil Resources

Delineation of Wetlands in Minnesota Professional Affiliations International City/County Management Association Minnesota City/County Management Association Minnesota Government Finance Officers Association American Society of Civil Engineers American Public Works Association Water Environment Federation Professional Certifications Registered Professional Engineer in Minnesota and Washington Municipal Advisor Series 50 qualified

Patricia L. Kettles Ms. Kettles joined Springsted in 1995 and became a member of our Operational Vice President Finance group in 2001. Ms. Kettles completes studies for a wide array CIPMA of clients in areas such as fiscal impact analysis, utility rate analysis, revenue

diversification / cost recovery, financial feasibility, financing options, capital improvement programming and debt management. Prior to that, she was a Project Manager for the national, Minnesota and Wisconsin teams, where she provided project support services, including structuring debt, reviewing financing options with Springsted’s consultants and clients, writing recommendations that explain the plan of finance, reviewing Official Statements and legal documents related to financing and assisting clients with general questions. Ms. Kettles has worked with clients in Virginia, Iowa, Illinois, Kansas, Minnesota, Missouri, North Dakota, Washington, Wisconsin and Maryland. Education University of St. Thomas, Saint Paul, Minnesota

Master’s in Business Administration University of Minnesota, Minneapolis, Minnesota

Curtis L. Carlson School of Management Bachelor of Science in Business

Professional Affiliations Government Finance Officers Association of the United States and Canada Minnesota Government Finance Officers Association National Association of Independent Public Finance Advisors Professional Certifications Certified Independent Professional Municipal Advisor Municipal Advisor Series 50 qualified

Matthew T. Stark Mr. Stark joined Springsted Incorporated in 2002 as a member of our Human Senior Analyst Capital Advisors Group. He assists clients in a wide variety of projects,

including operational finance, organizational management, economic development and electronic facilitation. Mr. Stark applies his technical and analytical talents to projects in financial analysis, strategic planning, compensation analysis and long-term planning and development models. In addition, he coordinates the use of Springsted’s electronic facilitation system, working with clients to design effective questionnaires and provide useful information for decision makers. Education Penn State University, University Park, Pennsylvania

Bachelor of Science degree in Physics

City of Maple Plain Maple Plain, Minnesota

Submitted June 21, 2018

AEM Financial Solutions, LLC

Grandview Square

5201 Eden Avenue, Suite 250

Edina, Minnesota 55436

952.835.9090

Contact Persons

Jean D. McGann, CPA

952.715.3059

[email protected]

Organizational Structure Evaluation Proposal

TABLE OF CONTENTS Letter of Transmittal 3

Executive Summary 4

Welcome to ABDO, EICK & MEYERS, LLP 6

Firm Qualification and Experience

Governmental Client Services 7

Personnel 7

Organization Chart 8

Project Team 9

Proposed Schedule 9

Approach

9

9

9

10

10

10

10

11

11

Project Approach

Initial Assessment

Organizational StructureCity Expectations

Unanticipated Services

Service Guarantee

Price Guarantee

City Financial Investment

Quality Assurance

Conclusion 11

Similar Engagements with Other Governmental Entities 12

Appendix

A Proposer Warranties

B Agreement for the Provision of Professional Services

C Professional Biographies

2

LETTER OF TRANSMITTAL

We are pleased to submit our proposal to the City of Maple Plain (the City) and are confident the City will find AEM Financial Solutions,

LLC (AEMFS) to have the experience and expertise to exceed your expectations.

The primary contact for this engagement will be Jean McGann, CPA, President of AEMFS. Jean McGann’s contact information is listed

below.

Jean McGann, CPA

5201 Eden Ave

Suite 250

Edina, MN 55436

[email protected]

952.715.3059

In the event the City selects AEMFS proposal, AEMFS is prepared to enter into an agreement with the City to provide services outlined

in the proposal.

3

EXECUTIVE SUMMARY

Bobby Schoen, City Administrator

City of Maple Plain

5050 Independence Street

Maple Plain, Minnesota 55359

Dear Bobby:

Thank you for the opportunity to submit this proposal to the City of Maple Plain (the City) for partnering with the City on an

Organizational Structure Evaluation. We appreciate the opportunity to have met with you to learn more about the City’s existing

structure and your plans for the future. Based on our experience with the type of work outlined in the proposal, we are confident our

experience and expertise will allow us to exceed your expectations. Our proposal will demonstrate to you that AEM Financial Solutions,

LLC. (AEMFS) will be the service provider of choice for your City.

Our success has been driven by utilizing staff that is experienced and well trained in governmental planning and operations. We

understand attention to detail, project approach, management plan and quality work product are important factors in your selection

process. We are confident in our ability to demonstrate we are the firm to select.

Our approach to this project is to engage with City Council and City staff to ensure we have an exceptional understanding of the project,

each individual’s role in the project, overall expectations and desires as well as exceptions to standard operations. Throughout the

project there will be periodic meetings with the City Council and City Administrator to share information, solicit input and provide

updates. Based on our experience, we will structure each phase of the project to emphasis the City’s objectives.

• Ability to successfully complete all requirements - A component of our mission statement is a philosophy that we will

assist clients in reaching their maximum potential by open communications and teamwork. This means we will do the following

for you:

o Present to you a clear project plan

o Use portal technology to share and collaborate documents

o Provide an environment that solicits and welcomes ideas and strategies from the City

o Present recommendations in clear, concise and non-technical terms to the City Council and City Administrator

o Return phone calls and emails promptly

• Experience with similar projects - We believe our experience with similar projects and our expertise in governmental

accounting, operational effectiveness, analysis, process and planning is greater than any other CPA or financial advisory Firm

in Minnesota.

4

• Understanding of the project and ability of the firm to complete the expected scope or work on schedule and within

budget - AEMFS is committed to providing a team environment that gives us the ability to complete projects on time and on

budget. We understand the parameters and expectations of this project and will complete the expected scope of work on

schedule and within budget.

• Accomplishing project objectives - Our approach to a project is heavily dependent on communication and technology. We

believe that listening to our clients’ needs, concerns and challenges is of upmost importance for a successful project. Our

experience in internal operations, processes, procedures, analysis of outputs and knowledge of reporting structures allows

us to partner with the City to on the organizational structure. We use portal technology to share and collaborate on

documents. This allows us to expedite our work product, provide answers to questions quickly and provides a high level of

communication.

We look forward to meeting with you to discuss our proposal, and appreciate this opportunity to present AEMFS for your consideration.

We will contact you within two weeks to discuss your interest in our services and provide any further information you may need.

Sincerely,

AEM Financial Solutions, LLC

Jean D. McGann, CPA

President, AEM Financial Solutions, LLC

Partner, Abdo, Eick & Meyers, LLP

5

Welcome to ABDO, EICK & MEYERS, LLP

“The investments into our People and Process make a difference for you, our valued client. We focus on the challenges and needs that are relevant to your business or government agency. This allows us to be thoughtful in our approach in providing you with the best solutions, and leaves you assured in the value of our deliverable.”

Steve McDonald - Managing Partner

EngageActive engagement with DFK International and domestic industry associations allows us to provide maximum value to your organization.

DeliverCombing our internal expertise and technological resources with what we’ve learned about you allows us to deliver a solution that exceeds your expectations.

TrainWe’ve invested in a state-of-the-art, on-site training facility and a full-time Learning Director to ensure our team is prepared to exceed your expectations.

RewardWe focus on client results and reward our team based on specific goals, not hours billed.

PeopleHireWe focus recruiting efforts on Minnesota state colleges and universities. Innovative recruiting strategies, including a strong social media presence, allow us to attract top talent.

ProcessListenOur process begins with listening. We invest time to better understand your goals and challenges.

Going Beyond the Numbers

6

0

5

10

15

20

25

30

35

Partners /Presidents

Managers /Supervisors

AccountingStaff

Support Staff Total

14

4

18

6 5

6

17

Non-CPA CPA

FIRM QUALIFICATIONS AND EXPERIENCE For over 50 years, we’ve helped local governments throughout Minnesota serve their communities more efficiently. As the leading

governmental auditing firm in the state, we provide accounting, financial, and audit services to over 200 governmental entities. In 2009,

we established AEM Financial Solutions, LLC (AEMFS) a company dedicated to providing day-to-day accounting and financial

management services for local governments. The success of AEMFS stems from having over 17 years of government finance and

audit experience, six years of Big Four accounting Firm, and over 50 years of providing governmental services in Minnesota.

As an integral part of your team, we work with you to deliver one-of-a-kind solutions for improving best practices in your entire

organization. You can expect to work with our partners and managers to resolve issues ranging from operational effectiveness to long

term planning and workflow.

AEMFS is a division of Abdo, Eick & Meyers, LLP (the Firm). Overall the Firm has a professional staff of more than 160 in its Edina and

Mankato offices. AEMFS specializes in the governmental industry. The following summarizes the type of services we provide.

Governmental Client Services

Our governmental client base is composed of cities, municipalities and other public entities. They are as follows:

• Process evaluation studies and recommendations

• Operational effectiveness

• Work flow implementation

• Request for Proposal development

• Project feasibility analysis

• Rate studies, long term strategic planning and capital improvement planning

• Budget development and analysis

• Finance director services for approximately 17 cities.

o 3 municipal clients receive the GFOA’s certificate of achievement for excellence in financial reporting

Personnel

AEMFS has a tremendous level of expertise and experience in providing Governmental services. Detailed biographies can be found in

Appendix B. This detail will demonstrate that when combined, we have over 55 years of providing solutions to governmental entities

along with over 25 years of private sector experience.

Our substantial governmental client base and commitment of staff to governmental services has provided our firm with the competence

to serve your professionally and efficiently.

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FIRM QUALIFICATIONS AND EXPERIENCE - CONTINUED Organization Chart

Each component of our work encompasses a detailed analysis of work performed by all staff members ending with a final sign off

based on compliance with our internal requirements. The organizational chart below outlines the roles and responsibilities of our team

members.

President

• Final Signoff

• Primary Contact Point

• Quality Review

• Review and Analysis of Organizational

Structure

• Project Management

• Recommendations

• Communication

Client Services Supervisor

• Project Lead

• Staff Interviews

• Organization Structure

Recommendations

• System Analysis

Senior Accountant

• Staff Interviews

• Organizational Structure

Recommendations

• Analysis of Outputs

• Data Analysis

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PROJECT TEAM AEMFS will have three primary staff members assigned to this project. Please see Appendix C for biographies. From time to time, we

may call on others within AEMFS or the Firm for additional support. An organization chart depicting roles and responsibilities of each

team member is included in the Executive Summary section of our proposal. Jean McGann, CPA is the single contact for all City

inquiries. If this should change, we will notify the City immediately.

PROPOSED SCHEDULE The project is sectioned into three phases and estimated time frames are outlined in the Scope of Work.

APPROACH Project Approach

The following information outlines the approach we will take for the project.

There are three phases to this project that can be clearly defined. Each phase and the expected outcomes are outlined below.

Initial Assessment

The first step to this project is to review and analyze data provided by the City. After this review, AEMFS will meet with the City Council

to discuss overall anticipated project expectations, outcomes and timelines. During the meeting with the City Council, the following

topics will be introduced and discussed;

• City Goals

• Council expectations of each of the five (5) full-time staff members and three (3) contractors

• Clarification of how expectations align with goals

Organizational Structure

The Scope of Services to be provided includes the evaluation of current staff responsibilities, organizational structure (including

reporting structure) and flow of information. The scope of services also includes interviews/discussions with individual staff members

and contractors to understand their areas of responsibility. The goal of this evaluation will be to maximize correlate Council goals and

expectations with the existing staffing structure and provide recommendations as to organizations structure, staffing and/or process

changes as needed.

Project Plan

Discussion with City Council to review City Goals, understand Council expectations of staff and discuss Council’s “ideal” state for the

City

Interviews with each full time staff member (5) and contractor (3)

Analysis of information received from City Council and City Staff

Development of correlating factors and areas of change

Follow-up communications as needed

Development of recommendations

Discussion with City Council to review draft recommendations

Follow-up based on Council requests/direction

Presentation of final recommendations to City Council

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APPROACH - CONTINUED Organizational Structure Evaluation Process Steps

• Organizational Structure Evaluation (FPE) contract execution

• Data collection

o City Goals

o Job descriptions and compensation scales

o Standard operating procedures that are documented

• City Council and AEMFS meeting to discuss goals and objectives

• City Administrator informs all appropriate personnel of pending interviews and meetings with AEM to gather information

• Schedule interview and meeting times with all appropriate personnel

• On site interviews and meetings to gather detailed information

• Follow up phone interviews will be conducted as necessary to collaborate findings and evaluate all potential solutions and

recommendations

• Draft outcomes with recommendations will be determined and presented to City Council in draft format

• Follow up conducted as needed based on Council direction

• Final recommendations presented to City Council

Organizational Structure Evaluation Outcomes • Recommendations for organizational structure in the following areas:

o Organizational structure

o Staffing levels

o Reporting structure (including roles and responsiblitiies0

o Streamlining or efficiency recommendations

City Expectations

As part of the Organization Structure Evaluation, the City agrees to:

• Devote uninterrupted time to working with us as needed

• Make candid representations about your plans and expectations

• Make all management decisions and perform all management functions

• Provide an individual responsible to review and accept our work

Unanticipated Services

While the fixed price entitles the City to unlimited consultation with us, if your question or issue requires additional research and analysis beyond the consultation, the work will be subject to an additional price, payment terms, and scope to be agreed upon before the service is performed and a change order will be issued to document this understanding.

Furthermore the parties agree that if an unanticipated need arises (training to different groups, researching a new issue, etc.) we hereby agree to perform this additional work at a mutually agreed upon price. This service will be priced separately to the City, using a change order.

Service Guarantee

Our work is guaranteed to the complete satisfaction of the customer. If you are not completely satisfied with the services performed by AEMFS, we will, at the option of the City, either refund the price or accept a portion of said price that reflects the City’s level of value received. Upon payment of each of your scheduled payments, we will judge you have been satisfied.

Price Guarantee

Furthermore, if you ever receive an invoice without first authorizing the service, payment terms, and price, you are not obligated to pay for that service.

10

APPROACH - CONTINUED City Financial Investment

Organizational Structure evaluation $ 11,000

Total $ 11,000

Payment Schedule

Contract execution $ 5,500

Project Completion 5,500

Quality Assurance

Quality is critical the success and integrity of this project. Our internal processes ensure that all work is reviewed and approved prior to

moving to the next phase of a project. Our processes require that work is reviewed by a staff member at a higher level than the person

that completed it and ultimately the work is signed off on by the AEMFS President.

Conclusion

Throughout this process we will be in constant communication with the City team to ensure their needs are being met. By utilizing our

operational experience as well as our knowledge of governmental accounting, our 50 plus years of experience providing services to

Minnesota municipalities and our knowledge of regulations in the State of Minnesota we will provide the City information and

recommendations for financial processes. We are excited about this opportunity and the benefits the City will recognize as this process

evaluation is finalized.

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SIMILAR ENGAGEMENTS WITH OTHER GOVERNMENTAL ENTITIES We have long-term relationships with many cities in Minnesota and have provided a sample of references of those we have completed

a process evaluation, mapping services, strategic planning, capital planning and other large projects. Additional references are

available upon request.

City of New Hope

Kirk McDonald | 763.531.5112

Engagement Partner - Steve McDonald

City of New Brighton

Brenda Davitt | 651.638.2102

Engagement President - Jean McGann

City of Hopkins

Mike Mornson | 952.548.6301


St. Cloud Metropolitan Transit Commission

Ryan Daniel | 320.251.1499

Engagement Partner - Brad Falteysek

City of Fridley

Wally Wysopal | 763.572.3506


City of Le Sueur

Jasper Kruggel | 507.665.6401


City of Crystal

Anne Norris | 763.531.1140


City of Oak Grove

Loren Wickham | 763.404.7075


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Appendix A

PROPOSER WARRANTIES

Proposer Warranties

1. Proposer warrants that it is willing and able to comply with State of Minnesota laws with respect to foreign (non-State of

Minnesota) corporations.

2. Proposer warrants that it is willing and able to obtain an “errors and omissions” insurance policy providing a prudent amount of

coverage for the willful or negligent acts, or omissions of any officers, employees or agents thereof.

3. Proposer warrants that it will not delegate or subcontract its responsibilities under an agreement without the prior written

permission of the City of Maple Plain located in Maple Plain, Minnesota.

4. Proposer warrants that all information provided in this proposal is true and accurate.

Signature of Official:

Name (typed): Jean D. McGann, CPA

Title: President and Partner

Firm: AEM Financial Solutions, LLC

Date: June 21, 2018

Appendix B

AGREEMENT FOR THE PROVISION OF PROFESSIONAL SERVICES CITY OF MAPLE PLAIN, MINNESOTA WHERFORE, this Agreement was entered into on the date set forth below and the undersigned, by execution hereof, represent that

they are authorized to enter into this Agreement on behalf of the respective parties and state that this Agreement has been read by

them and that the undersigned understand and fully agree to each, all and every provision hereof, and hereby, acknowledge receipt of

a copy hereof.

City of Maple Plain

5050 Independence Street

Maple Plain, Minnesota 55359

Name Title Mayor Name Title City Administrator Date AEM Financial Solutions, LLC

5201 Eden Ave. Suite 250

Edina, Minnesota 55436

Name Title President and Partner Date June 21, 2018

Appendix C

Partner, Abdo, Eick & Meyers, LLP President, AEM Financial Solutions, LLC Direct line 952.715.3059

[email protected]

Qualif icat ions

• 19 years of experience in finance and auditing

• Over 7 years of experience in operations management

• Highly skilled in strategic planning and financial forecasting

• Experienced in identifying and implementing cost containment processes,

efficiencies and streamlining processes

• Policy development, internal control evaluation and project management

experience

• MSRB Municipal Advisor Qualified Representative (Series 50)

• Mentor for the Business Program at the Minnesota Center for Advanced

Professional Studies (MNCAPS)

Professional Memberships

• American Institute of Certified Public Accountants (AICPA)

• Minnesota Society of Certified Public Accountants

• Minnesota Government Finance Officers Association

• Government Finance Officers Association of the United States and Canada

Education

• Bachelor of Arts, Buena Vista University, Storm Lake, Iowa

• Continuing professional education as required by AICPA and Government

Accountability Office

Jean McGann, CPA

Mrs. McGann joined the Firm in 2013.

She is licensed to practice as a CPA in

Minnesota. Jean leads the Financial

Solutions group providing financial

management services, day-to-day

accounting and customized solutions for

local governments, businesses,

nonprofit agencies and professional

service firms.

When she’s not contributing her time or

expertise, Jean can be found spending

time with family and friends, biking and

reading. She resides in the Twin Cities

with her husband and their children.

President Direct line 507.524.2347

[email protected]

Qualif icat ions

Experience in Human Resources Management, Regulatory Compliance,

Employee Benefit Plans, including the Affordable Care Act, Workers

Compensation, Payroll, and Employee Compensation

Works extensively with multiple integrated HR/Payroll/Timeclock systems

(ADP, Paychex, Ceridian, etc.) and Benefit Administrative platforms

Other services including Incentive and Compensation plan

development/analysis, Specialized Labor Cost Analysis, and HR Process

Development and Implementation.


American Institute of Certified Public Accountants (AICPA)

Minnesota Society of Certified Public Accountants

Society for Human Resources Management (SHRM)

Education

Bachelor of Science in Accounting and Business Administration, Minnesota

State University, Mankato

o Graduated Summa Cum Laude

Continuing professional education

Leah R. Davis, CPA

Leah joined the firm in 2016 as

President of AEM Workforce Solutions

after owning and operating her own

business, providing outsourced Human

Resources and payroll support, for over

9 years. She also has several years of

experience in public accounting,

focusing on business tax and financial

institutions.

When not working, Leah enjoys,

volunteering, being outdoors and

spending time with her husband and

4 daughters. Some of her favorite

pastimes include reading, live music

and sporting events, cooking, and

travel.

Client Services Manager Direct line 952.715.3069

[email protected]

Qualif icat ions

• 12 years of experience working with local governments in finance and

administration

• MSRB Municipal Advisor Qualified Representation (Series 50)

• Experience with budgeting, capital planning and debt management

• Process evaluation and process improvement engagement lead


• Government Finance Officers Association of the United States and Canada

• Minnesota Government Finance Officers Association

• Minnesota Society of Certified Public Accountants

• American Institute of Certified Public Accountants (AICPA)

Affi l iat ions

• Hamline School of Business, Accounting Board Member

Education

• Master of Arts in Public Administration, Hamline University

• Bachelor of Science in Accounting, National American University

• Minnesota Certified Municipal Clerk

• Continuing professional education

Victoria Holthaus, CPA

Ms. Holthaus joined the firm in 2013.

Her past experience includes service to

Minnesota municipalities and joint

ventures where she held finance and

administrative roles. Victoria is licensed

to practice as a CPA in Minnesota. Ms.

Holthaus works for the Financial

Solutions group providing financial

management services and customized

solutions for local governments and

nonprofit agencies.

Victoria resides in Central Minnesota

with her husband, two children and her

dog. Outside of work, Victoria enjoys

watching her kids play soccer and

planning her next road trip to visit the

national parks.

City of Maple Plain: Organizational/Staffing Study Proposal 1

Proposal for the City of Maple

Plain

Organizational/Staffing Study

June 20, 2018

DDA Human Resources, Inc.


Description of the Firm

For 20 years, David Drown Associates (DDA) has provided Financial Solutions, Tax Increment

Financing, Economic Development, Strategic Planning, Executive Searches, and other

services to cities and counties throughout Minnesota. With over 450 local government clients,

we have a deep understanding of the workings of local government in Minnesota.

DDA was founded to enhance the quality of services to municipalities in Minnesota. If DDA is

selected to conduct this analysis, the City of Maple Plain will receive the most comprehensive

and highest quality service available.

Background Information

DDA Human Resources, Inc. is pleased to provide this proposal to assist the City of Maple

Plain in evaluating the organizational structure and staffing levels. This will be assessed by

discussions with staff and Council as well as an analysis of information from comparable

communities.

A report will ultimately be generated which will include implementation options and financial

ramifications of the implementation.

If the analysis is approved by the Council in Mid July, the process is expected to be completed

by November 1, 2018.

Contents of the Proposal

Background Information

Description of the Firm

Service Provider

Process Details

Fees


Service Provider

Process Details

DDA proposes to assist the City of Maple Plain with a planning effort designed to help the

Council determine the structure and staffing levels needed. The process will begin with an

initial meeting with the Personnel Committee of the Council to finalize the scope of the

project. That would be followed by individual meetings with each Council member, the

Administrator, all staff in City Hall and Public Works. Others will also be interviewed as

needed and determined by the City. Job descriptions and other relevant information will be

reviewed.

In addition to the meetings, information will be gathered from comparable cities in order to

help assess structure and workload of other organizations. This information will provide

some context to the situation currently being experienced in the organization.

After completing the information gathering phase, the preliminary findings will be shared with

the Personnel Committee. After reviewing the findings with the Committee, a full report will

be prepared and presented to the City Council.

The report will include the following components:

• Summary of the initial Personnel Committee discussion

• Comparative information from other cities

• Outline of options and financial impact

• Other pertinent information

Our team will be led by Gary Weiers. He joined DDA in 2013, after completing over 20 years

of county government management experience, the last 11 years as County Administrator in

Rice County. Prior to becoming Administrator, Gary served as the Social Service Department

Director in Rice County, and worked as a Social Service Supervisor in Mower and Sherburne

Counties. Gary received his bachelor’s degree from the University of St. Thomas, and has

honed his skills by working his way up from an entry level social worker position to be the

head of a $50 million organization with over 350 employees.

Gary will be assisted by Assistant Consultant, Liz Foster, but the vast majority of work will be

directly performed by Gary. Gary will be the only person that you will see during the process.

Gary is already familiar with the City of Maple Plain and has done work with communities on

executive searches, sharing services, organizational analysis, strategic planning, and other

management related work. The organizational work has been done with communities of

several hundred residents to counties of over 100,000 residents.


Fee

The fee for the study is $6,500. This fee covers professional service fees and all related

expenses.

5050 INDEPENDENCE STREET | MAPLE PLAIN, MN 55359 Phone: (763) 479-0515 | Fax: (763) 479-0519 | www.mapleplain.com

To: City Council

From: Robert Schoen City Administrator

Re: Public Works Uniform Policy

Date: June 22, 2018

Background

The Maple Plain Public Works crew has been operating for the last year under a no work

uniform policy. The reason for this no uniform policy is that previously the City contracted out a

service to wash uniforms and deliver clean uniforms to Public Works. Public Works had been

spending close to four thousand dollars on this service per year. The Public Works uniform

budget allocates for two thousand dollars per year.

Proposal

To save money staff is proposing providing a washer and dryer to public works and a yearly

stipend for uniform purchases. Other communities do offer stipends for their Public Works

crews. Please review the information below to see how the stipends are allocated.

Delano $200 yearly stipend for uniform clothing- boots, pants, shirts, jackets, etc.

They launder everything themselves. The stipend is the same for new employees.

Long Lake The City orders clothing, no specific dollar amount- based on budget and what

needed typically 3 shirts per year, has a company do laundry (Cintas)

Medina Uniform Allowance- $400 up to $100 per quarter- boots and clothing, have

washer/dryer at public works

Minnetrista Provide all uniforms, stipend for boots- $500 over the course of 3 years, has

laundry service

Mound They buy 4 t-shirts, 4 sweatshirts per year, and have a program for pants

(they launder and mend), but rest of laundry is on their own. Cold weather clothes provided as

needed.

Orono They provide uniforms to their PW employees: pants, shirts, and coveralls are a through a

service that also cleans them. They provide sweatshirts, rain gear, and coats that the employees

are expected to keep clean. Safety boot allowance of $200 per year. Also provide any PPE

required- glasses, hardhats, chainshaw chaps, etc

Watertown $300 per year for clothing items such as jeans, shirts. They have an onsite

washing machine, but employees usually do it at home. They purchase hi-vis safety items such

as jackets, sweatshirts, vests, work gloves, safety glasses for them. They allow one pair of boots

per year in addition to clothing allowance.

Recommendation

Staff recommends purchasing a washer and dryer to save on a laundry service. Staff also

recommends a proposal similar to Watertown’s with a yearly stipend of $300.00 with the City

purchasing any hi-vis safety items such as jackets, sweatshirts, vests, work gloves, safety glasses

for them. They allow one pair of boots per year in addition to clothing allowance.

June 2018 City Administrator Goals Strategic Initiatives Parks

• Lead design effort for Veterans Memorial Park including developing concept plans and CAD renderings- include appropriately simple Veterans Memorial.

• Appropriately engage the community and Park Commission

• Prepare and present appropriate strategy for financing the park improvements.

• Prepare construction documents for bidding the park project in January 2019

• Prepare and present a long-term capital improvement plan for all city parks by January 1

• Prepare and present a long-term maintenance plan for all city parks by January 1 Downtown Development

• Keep EDA informed when information is available on progress being made regarding the project

• Partner with Gordon James development to finalize design of downtown development by year end

• Engage MN DOT as necessary to provide overview of future HWY 12 plans that are needed by the developer

• Secure MN DOT property located on the corner of Bud and Hwy 12

• Prepare and present appropriate TIF district recommendations

• Prepare appropriate documents to prepare for ground breaking in the spring of 2019 Gateway Development

• Partner with Elim to finalize and present for approval Preliminary Plat, Final Plat and Developers Agreement by September 1

• Finalize work with MN DOT and Hennepin County regarding outstanding issues related to the Elim project

• Issue Building Permit for the site in time to meet developer’s timelines

• Plan and Carry out a high profile and well publicized ground-breaking ceremony in the fall of 2018.

Financial

• Prepare and present a responsible city budget for 2019.

Leadership Compliance Activities

• Follow up in a timely manner with violations of city codes, conditional use permits including warning letters and citations as necessary.

• Follow up in a timely manner with repeat offenders. Keep City Council advised of repeat offenders and develop strategy to correct the problem.

• Improve the city appearance through aggressive enforcement of violations of city codes City Personnel

• Partner with the City Council on a full review by an outside organization of city personnel, internal processes, procedures and organization structure.

• Research and present options for the City Council to select a consultant.

• Full report to be presented to the City Council no later than September 30. Appropriate improvements to be implemented by December 31.

Delegation

• Appropriately delegate projects to staff members.

• Implement appropriate oversight, recognition and accountability with staff.

• Develop and implement a cross training strategy with staff.

Mentoring/Leadership development

• Seek out counsel of outside professionals/other city officials as mentors

• Identify and seek out leadership and training opportunities for yourself and staff

• Prepare for a strategic planning retreat in the winter of 2019 for council to reexamine 5 year goals, strategies and priorities.

Communications • Effectively and regularly communicate with each City Council Member. Provide 1:1

time as needed.

• Respond to any request for information from Council or resident within 24 hours even if the response is to get back to them. Respond in a timely manner with an answer.

• Develop and Implement a service recovery plan for service challenges. Own all errors and work towards quick resolution.

• Use all opportunities to drive Maple Plain’s positive public image via social media and newspaper

• Recruit and train election judges for Primary and Regular elections. Next Review- December 2018

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