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HomeMy WebLinkAbout04/10/2014 Meeting « «« Meeting Location: Municipal Center City of Apple 7100 147th Street West Valley Apple Valley, Minnesota 55124 NOTE: The Council will host a reception for City volunteers beginning at 6 :45 p. m. at the Municipal Center, in observance of Volunteer Recognition Week. APRIL 10, 2014 CITY COUNCIL INFORMAL MEETING TENTATIVE DISCUSSION ITEMS 5:30 P.M. 1. Council Discussion Items. (5 min.) 2. Housing Needs Assessment Presentation by Dakota County Community Development Agency (CDA). (30 min.) 3. Townhomes at Wildwood Pond Housing Improvement Area (HIA) Application. (10 min.) 4. Metropolitan Council Thrive 2040 Update. (20 min.) 5. Adjourn. CITY COUNCIL REGULAR MEETING TENTATIVE AGENDA 7:00 P.M. 1. Call to Order and Pledge. 2. Approval of Agenda. 3. Audience - 10 Minutes Total Time Limit - For Items NOT on this Agenda. 4. Approval of Consent Agenda Items * : *A. Approve Minutes of March 27, 2014, Regular Meeting. *B. Adopt Resolutions Accepting Donations: * 1. $2,000.00 from Walmart for Use by Police Department K -9 Unit. *2. 2006 Ford E450 Ambulance from Health East Medical Transportation for Use in Fire Department Training. *C. Declare Certain City Property Surplus, Authorize Sale of Unclaimed and Surplus Property, and Approve Agreement with MDI- Auctions, LLC, for Online Auction to Sell Said Property. *D. Authorize Paying Assessment for the LOGIS Public Safety System from General Obligation Closed Bond Fund. *E. Adopt Resolution Supporting State Trunk Highway 77 Managed Lane and Cedar Grove Transit Access Engineering Study Recommendations. *F. Adopt Resolution Establishing Parking Restrictions along Cul -de -Sac Portion of Exley Avenue. *G. Approve Solicitation of Interest and Expertise for Job Evaluation and Compensation Consultation Services with Receipt of Responses by May 6, 2014. * Items marked with an asterisk ( *) are considered routine and will be enacted with a single motion, without discussion, unless a councilmember or citizen requests to have any item separately considered. It will then be moved to the regular agenda for consideration. (continued on reverse side) 4. Approval of Consent Agenda Items* - Continued *H. Adopt Resolution Approving Plans and Specifications for High Definition Video and Audio Telecast Systems Project, and Authorizing Advertising for Receipt of Bids at 10:00 a.m. on April 28, 2014. *I. Approve Various Contracts: * 1. Instant Green Tree Planting for AV Project 2014 -109, 2014 Ash Tree Replacements. *2. J.W.S. Construction for AV Project 2014 -120, 2014 Sod Replacement Services. *3. Marine Connection, Inc., d /b /a/ Marine Dock & Lift for AV Project 2014 -126, Floating Pier. *4. Midwest Weed Harvesting, Inc., for AV Project 2014 -113, 2014 Farquar Lake Weed Harvesting. *J Approve Change Order No. 6 to AV Project 2012 -108, Water Treatment Facility Expansion - Add $40,846.51. *K. Approve Personnel Report. 5. Regular Agenda Items A. Volunteer Recognition: 1. Recognize Commissioners /Committee Members. 2. Proclaim April 6 -12, 2014,` Volunteer Recognition Weep'. B. Announce Severe Weather Awareness Week, April 21 -25, 2014. C. Proclaim April 25, 2014, as "Arbor Day'and May 2014 as "Arbor Mont1f. D. 2014 Goal Setting Workshop Summary. 6. Other Staff Items. 7. Council Items and Communications. 8. Calendar of Upcoming Events. 9. Claims and Bills. 10. Adjourn. NEXT REGULARLY SCHEDULED MEETINGS: Thursday April 24 7:00 p.m. (Regular) Thursday May 8 5:30 p.m. (Informal) " " 7:00 p.m. (Regular) Thursday May 22 7:00 p.m. (Regular) =Regular meetings are broadcast, live, on Charter Communications Cable Channel 16. (Agendas and meeting minutes are also available on the City's website at www. cityofapplevalley. org) •iii Meeting Location: Municipal Center City of Apple 7100 147th Street West Valley Apple Valley, Minnesota 55124 UPDATE OF CITY COUNCIL REGULAR MEETING ACTIONS APRIL 10, 2014 3. Audience - For Items NOT on this Agenda - No one requested to speak. 4. Approved All Consent Agenda Items * : *A. Approve Minutes of March 27, 2014, Regular Meeting. *B. Adopt Resolutions Accepting Donations: * 1. $2,000.00 from Walmart for Use by Police Department K -9 Unit. *2. 2006 Ford E450 Ambulance from Health East Medical Transportation for Use in Fire Department Training. *C. Declare Certain City Property Surplus, Authorize Sale of Unclaimed and Surplus Property, and Approve Agreement with MDI- Auctions, LLC, for Online Auction to Sell Said Property. *D. Authorize Paying Assessment for the LOGIS Public Safety System from General Obligation Closed Bond Fund. *E. Adopt Resolution Supporting State Trunk Highway 77 Managed Lane and Cedar Grove Transit Access Engineering Study Recommendations. *F. Adopt Resolution Establishing Parking Restrictions along Cul -de -Sac Portion of Exley Avenue. *G. Approve Solicitation of Interest and Expertise for Job Evaluation and Compensation Consultation Services with Receipt of Responses by May 6, 2014. *H. Adopt Resolution Approving Plans and Specifications for High Definition Video and Audio Telecast Systems Project, and Authorizing Advertising for Receipt of Bids at 10:00 a.m. on April 28, 2014. *I. Approve Various Contracts: * 1. Instant Green Tree Planting for AV Project 2014 -109, 2014 Ash Tree Replacements. *2. J.W.S. Construction for AV Project 2014 -120, 2014 Sod Replacement Services. *3. Marine Connection, Inc., d/b /a/ Marine Dock & Lift for AV Project 2014 -126, Floating Pier. *4. Midwest Weed Harvesting, Inc., for AV Project 2014 -113, 2014 Farquar Lake Weed Harvesting. *J Approve Change Order No. 6 to AV Project 2012 -108, Water Treatment Facility Expansion - Add $40,846.5 1. *K. Approve Personnel Report. * Items marked with an asterisk ( *) are considered routine and will be enacted with a single motion, without discussion, unless a councilmember or citizen requests to have any item separately considered. It will then be moved to the regular agenda for consideration. (continued on reverse side) 5. Regular _ Agenda Items A. Volunteer Recognition: 1. Recognized Commissioners /Committee Members. 2. Proclaimed April 6 -12, 2014, "Volunteer Recognition Week ". B. Announced Severe Weather Awareness Week, April 21 -25, 2014. C. Proclaimed April 25, 2014, as "Arbor Day" and May 2014 as "Arbor Month ". D. Approved 2014 Goal Setting Workshop Summary. 6. Other Staff Items. 7. Council Items and Communications. 8. Approved Calendar of Upcoming Events. 9. Approved Claims and Bills. NEXT REGULARLY SCHEDULED MEETINGS: Thursday April 24 7:00 p.m. (Regular) Thursday May 8 5:30 p.m. (Informal) 7:00 p.m. (Regular) Thursday May 22 7:00 p.m. (Regular) Regular meetings are broadcast, live, on Charter Communications Cable Channel 16. (Agendas and meeting minutes are also available on the City's website at www. cityofapplevalley. org) ••0 r 0 0 #0 ITEM: City/ of Apple COUNCIL MEETING DATE: April 10, 2014 Valley SECTION: Informal Meeting ITEM DESCRIPTION: Comprehensive Housing Needs Assessment for Dakota County Study STAFF CONTACT: DEPARTMENT /DIVISION: Thomas Lovelace, City Planner Community Development Department Action Requested No action requested. This item is for informational purposes only. Summary The Dakota County Community Development Agency (CDA) recently engaged Maxfield Research, Inc. to conduct a Comprehensive Housing Needs Assessment for Dakota County study. The study forecasts housing demands for each community and township in Dakota County from 2010 -2030 and provides recommendations on the amount and types of housing that could be built to satisfy demand from current and future residents. Attached is a summary of findings from the assessment study for Apple Valley. The full study can be found on the CDA's website at http : / /www.dakotacda.org/reports data and resources.htm Representatives from Maxfield Research, Inc. and the CDA will make a presentation to the City Council at the informal meeting. Budget Impact None Attachment(s) 1. Summary Report Summary of Findings Apple Valley Housing Needs and Recommendations From the Report: Comprehensive Housing Needs Assessment For Dakota County, Minnesota Prepared for: Dakota County Community Development Agency Eagan, Minnesota Mrach 2014 Aeld Research Inc. 1221 Nicollet Avenue S. Suite 218 Minneapolis, MN 55403 612.338.0012 Apple Valley Summary of Findings — Dakota County Housing Study Introduction Maxfield Research Inc. was engaged by the Dakota County Community Development Agency (Dakota County CDA) to complete an updated comprehensive housing needs assessment for Dakota County. Based on an analysis of demographic growth trends and characteristics, the County's existing housing stock, and current housing market conditions, the needs assessment calculated housing demand in the County to 2030 and recommends housing products to meet demand between now and 2020. The following are key findings pertaining to Apple Valley from the study, which was completed in late fall 2013. Key Demographic and Market Findings Dakota County Submarkets 1. Dakota County was grouped into three sub - Ca" SubmsrWft markets; as in 2005, Apple Valley was placed W into the Growth Communities. Sites for new con,muhOks I N"MIORM , UNFIff RUM Am* housing are limited in the Developed Commun- ities and the Rural Area is primarily reserved for agricultural uses. 2. Demand is projected for 49,525 new housing units in Dakota County between 2010 and 2030. This includes about 34,750 new units in the Growth Communities (70% of the total), .� and about 4,840 new units in Apple Valley. ^� 3. Job growth is a key creator of housing demand. ; From 2000 to 2010, Apple Valley added 3,153 new jobs, slightly more than two- thirds of what had originally been projected by the Met- ropolitan Council for the decade. Apple Valley's job growth was the fourth highest after Ea- gan, Mendota Heights and Lakeville and accounted for 10% of the County's job growth dur- ing the 2000s. Apple Valley is projected to experience strong job growth (31.7 %) this dec- ade, adding an estimated 4,840 jobs and accounting for 12% of the County's job growth through 2020. Population, Household, and Employment Growth Apple Valley, 2000 to 2030 Change 2000 2010 2020 2030 2000 -2030 Population 45,527 49,084 58,000 68,000 22,473 Households 16,344 18,875 23,000 28,400 12,056 Employment 12,106 15,259 20,100 22,000 9,894 Sources: US Census; Metropolitan Council; Maxfield Research Inc. MAXFIELD RESEARCH INC. 1 Apple Valley Summary of Findings — Dakota County Housing Study 4. As the adjacent chart shows, Apple�'� 1�i` oJ�ted�rowtf� ,AppI�U�IIey,199�#d2Li�t� Valle is expected to continue to a' Y p 80.,600; experience strong population and 70, ,60,6 � household growth over the next 60,000 20 years. Apple Valley is expected .0,000 to capture 19% of the County's 40, ,600 population and household growth §0,00ti between 2010 and 2030. 29,00,6 5. All age groups in Apple Valley will 0 N increase in population over the Y9000tf0' next two decades. Growth is an — Population - Households Employment ticipated to be greatest among those between the ages of 18 and 44 and 65 and older. This will support continued demand for single - family housing and a growing demand for maintenance -free housing to 2030. From 2010 to 2030, Apple Valley's 18 to 44 population is projected to grow by 6,258 people; the 65 and older category is pro- jected to grow by 5,264 people. Projoted Age DIW16ution•AppleVagey, 6. As of 2011, 40% of renters in Apple Valley were considered "cost- 14,0(10 - ------------ - 140W burdened" or paid 35% or more of 1 1WW y their income for rent (31% in Dako- %000 _.- ____.._. ----- _.w__ to County). Of those considered Z 6,000 -- "cost- burdened," 27% were consi- 4.roo - - - - -- ----- dered "severely cost - burdened," 2ADO - paying 50% or more of their income ° <17 1W34 3544 46�54 S 6'74 75+ for rent (21% in Dakota County). �12atto: trl2lno ,Z Among owner households, 19% in Apple Valley pay 35% or more of their income for housing, with or without a mortgage (19.8% in the County). An estimated 8% pay 50% or more of their income for housing (9.0% in the County). 7. Similar to the Metro Area and Dakota County as a whole, the market rate rental market in Apple Valley is very tight (1.3% in Apple Valley, 2.25% in Dakota County, 2.5% in the Metro). In addition, demand for rental housing targeted to low- and moderate - income households remains high. In Apple Valley, there are three affordable family rental townhome projects, with a total of 111 units, all of which are essentially fully occupied. 8. During the 2000s, there were three market rate rental properties built in Apple Valley (Hearthstone, Boulder Ridge and Palamino) with a total of 412 units. These properties leased up rapidly when they opened, all in the first half of the 2000s. A new mixed income rental property is proposed in Apple Valley, but has experienced some difficulty in starting MAXFIELD RESEARCH INC. 2 Apple Valley Summary of Findings — Dakota County Housing Study construction. Parkside Village is proposed to have 322 units (20% affordable). Overall, Ap- ple Valley's proportion of renter households (18.1 %) remains lower than the County's (23.5 %) and the Metro's (30.0 %) (2010 Census). The update analysis supports that 29% of all housing added in Apple Valley up to 2030 should be general occupancy rental and that 36% of that rental construction be targeted to households with low /moderate incomes. 9. In 2005, the average price of new Average Hom Resale Prkes- AWeVaNey homes in Apple Valley was calcu- 2WSthnwo2613(March) lated at about $319,915 for single- 4WAD $4WO o family homes and $192,159 for $35W= SMAD town homes/co ndo mini ums. The s3mm S3°°= 5250AWWO $2%W0 average sale price of new construc - tion homes in Apple Valley was s��0000 $353,453 for single - family homes siouM $10DAW and $318,900 for townhomes / SKO condominiums as of April 2013. _ o ,' New housing is primarily satisfying ry0p " 11 0 �e ' ti� " le NSF -AV C SF-CG. -MF {a demand from move -up and execu- source: Wmesas Amcmdon of R tive buyers, while older existing homes are providing housing for entry -level and first -time buyers. The median resale price for single - family homes was $279,900 in 2005. As of April 2013, the median resale price was $231,650. Price deflation during the Recession, has resulted in existing homes becom- ing more affordable, creating an increase in demand for this product type. The 2005 aver- age resale price of existing for -sale multifamily homes was $192,159. As of April 2013, the average resale price had decreased to $142,256. From 2012 through March 2013, permits were issued for 61 new single - family homes. Months of supply of single - family vacant developed lots as of April 2013 were just under two years, below the typical three year inventory. Months of supply of townhome and con- dominium vacant developed lots as of April 2013 was also low, at just over two years (25 months). The low vacant lot supplies indicate that demand for new housing is starting to increase. Developers are currently focusing on building single - family homes, but the low lot supply for townhomes in Apple Valley should also generate some interest among builders for this product type, primarily targeted to empty nesters and independent seniors. 10. Apple Valley has 72 units of age- restricted housing targeted to seniors with very low in- comes ( <50% of AMI). The City also has three age- restricted CDA properties (independent living) targeted to moderate income seniors. Combined, these three properties total 170 units and are fully- occupied. Apple Valley has a total of 176 adult /few services units and 315 units of service- enriched senior housing among five properties. The service - enriched properties offer a continuum of care including independent living with optional services, as- sisted living and memory care. Occupancies at all age- restricted properties in Apple Valley remain high (average of 95% or higher). MAXFIELD RESEARCH INC. 3 Apple Valley Summary of Findings — Dakota County Housing Study Housing Demand Calculations 11. The projected demand of an average of 4,841 housing units in Apple Valley from 2010 to 2030 is shown by type below. These figures reflect the ability of Apple Valley to draw some demand from other nearby communities and from the Metro Area as a whole. • For -sale single - family homes = 1,369 units (28 %) • For -sale multifamily = 1,100 units (23 %) • Rental market rate = 900 units (18 %) • Rental affordable /subsidized = 508 units (11 %) • Rental senior affordable = 387 units (8 %) • Rental senior market rate w/ services = 424 units (9 %) • For -sale senior market rate — 153 units (3 %) Total = 4,841 units 12. Apple Valley's vacant land supply is limited although plans are in place to reclaim land for residential and commercial development that is currently being mined for gravel. Over the next 20 years, these areas are expected to be reclaimed for reuse and would be available for the development of single - family and multifamily units. Over the next 20 years, Apple Valley is anticipated to have demand for about 2,469 for -sale units and 1,400 rental units and 964 senior units. This demand is across all income levels. Total demand for general oc- cupancy and senior rental housing is expected to account for nearly 46% of overall housing need. The proportion of households in Apple Valley that rent their housing is anticipated to increase modestly over the next 20 years. Housing Recommendations The overall projected need for various housing products to satisfy demand from current and fu- ture residents in Apple Valley through 2030 is presented in the table on Page 7. Specific rec- ommendations to address the affordable housing needs of low- and moderate - income house- holds in Apple Valley (as presented in the table) over the short -term are summarized below. Projected ttooaing Demand in Apoo Valley by Decade For -Sale Housing Recommendations 2010 1 2020 -2030 _ .__........... The Recession caused some price defla- OW _. .. - - -- . -- - - - - -- - .__..__..__._._______...... _ --- _ - ------ - - 700 - - -- - _. ... . -- -- tion for single - family new construction, 6W 6sr soo sas sss - --.- .._.... - ME but a greater level of price deflation oc- _ curred among existing homes. The new 4W -- 30(i 300 270 265 280 _._.._ construction market will continue to de- 200 velop homes beginning at $350K and 10D _ ioi X03 above. Existing homes are expected to °�� � satisfy most of the demand from entry- ��°�� '��' level and first move -up buyers that are MAXFIELD RESEARCH INC. 4 Apple Valley Summary of Findings — Dakota County Housing Study looking at price points below this level. New construction multifamily product could also satisfy a portion of this demand, depending on the product type. Housing Rehab Recommendations Overall, most of Apple Valley's housing stock is relatively new. Where there are pockets of old- er housing, housing rehabilitation will gradually become more important to maintain the quality of the housing stock moving through the next two decades. The Dakota CDA can be instrumen- tal in assisting the City of Apple Valley's current and future residents that may need assistance with loans to improve the quality of their properties. Encouraging the use of housing rehabilita- tion and housing weatherization programs should continue to be a priority for the City. Subsidized /Affordable Rental Housing Recommendations There is demand in Apple Valley for rental housing that is affordable to low- and moderate - income households and new properties located in Apple Valley are full. Identifying appropriate high- density sites may be challenging as these sites are also likely to be in competition from pri- vate developers. In the short -term however, there is likely to be slightly less demand for mar - ket rate multifamily which would enable the CDA to take advantage of a slower multifamily market to identify and purchase sites for future development. Mixed income buildings can also help increase the amount of affordable housing in the community while also producing market rate housing. We recommend the development of one workforce townhome development in Apple Valley by 2020 and a second development by 2030. These properties, in addition to other mixed - income properties (80% market /20% affordable) should be promoted in areas where residents would have convenient access to shopping, services, and transit. Preserving the quality of the existing stock of older apartments in the community is also important as it provides affordable rental housing to low /moderate income households over the long -term. Apple Valley could also en- courage the use of rental rehabilitation programs for older rental housing units. Although three market rate rental properties were developed in Apple Valley in the 2000s, there remains demand for additional market rate rental housing in the community. Encourag- ing additional development of new multifamily rentals will increase the diversity of the housing stock and will continue to support a balanced mix of housing in Apple Valley. Affordable Senior Rental Housing Recommendations The Dakota County CDA's senior housing program has been very successful in providing afford- able housing to lower- and moderate - income seniors. Apple Valley has three affordable senior properties (Cobblestone Square, Cortland Square and Orchard Square). All are full with waiting lists. We recommend the development of one affordable senior property in Apple Valley by 2020 and another by 2030. MAXFIELD RESEARCH INC. 5 Apple Valley Summary of Findings — Dakota County Housing Study Special Needs Recommendations A portion of Dakota County's population has physical or cognitive limitations and /or has expe- rienced challenges in securing and maintaining private housing. Based on our research, several groups were identified as needing specialized housing options in Dakota County through this decade and into the next, including housing for the homeless, housing for youth who do not qualify to reside at the existing Lincoln Place, transitional and supportive housing for teenage single women with children, permanent supportive housing for those with physical and /or cog- nitive limitations. These developments may be added throughout the County. Currently, Apple Valley has two of these facilities, Haralson Apartments and Apple Grove Court. We suggest that Apple Valley consider a third location near transit opportunities to locate a property that would be affordable and offer a strong connection to transit and services for those with special needs. MAXFIELD RESEARCH INC. 6 Apple Valley Summary of Findings - Dakota County Housing Study HOUSING DEMAND SUMMARY CITY OF APPLE VALLEY 2010 - 2030 w pp, 2010 to 2U2 ©I1EItn 2130 r .V = 1110 NTAL IiiaUSING';, N = General Occupancy Senior General Occupancy Senior Market Shallow/ Shallow/ Market Shallow/ Market Shallow/ Rate Deep Subsidy Market Rate Deep- Subsidy Rate Deep - Subsidy Rate Deep Subsidy Apple Valley 590-610 200-275 155-162 100 - 115 290-309 260-280 260 - 270 270-290 Percent of County 22%-24% 10%-16% 10%- 11% 9% -12% 15%-17% 14%-16% 13% - 14% 7%-8% Growth Communities 1,650 - 1,747 790-941 550- 660 550 - 787 1,310- 1,486 1,220 - 1,326 1,715 - 1,861 1,210- 1,235 Dakota CountyTotal 2,586 - 2,736 1,724 - 1,929 1,500- 1,629 990 - 1,137 1,815- 1,972 1,725 -1,864 1,873 - 1,972 3,630- 3,950 FOR -SALE I OUSIN[ 20 - Wt 2020 ` 2020 to 21130 Single- Multi- Age (55+)- Single- Multi- Age (55 +)- Family** Family * ** Restricted Family ** Family * ** Restricted Apple Valley 725-750 540-550 100-105 625-636 550-560 50 - 50 Percent of County 10%-11% 10%-10% 20%-23% 5%-5% 7%-S% 7% 7% Growth Communities 5,305 - 5,471 3,295 - 3,348 270-300 10,855 - 11,184 4,315 - 4,393 370 - 400 Dakota CountyTota1 7,116 - 7,379 5,261 - 5,389 460- 511 12,637 - 13,078 7,170 - 7,342 670 726 * *Demand is esti mated for 15 % modest single- family ( <$250,000), 50 %move -up single - family $300K -$500K and 35 % exec utive homes ($500K +); ** *Demand is esti mated for 50% modest price multi family (<$ 2 50,000); 40% move-u p multifamily ($250,000 +) and 10% a ge-restri cted multifamily ( <$275,000) Source: Maxfield Research Inc. MAXFIELD RESEARCH INC. 7 Apple Valley Summary of Findings - Dakota County Housing Study A -1 POPULATION HOUSEHOLD AND EMPLOYMENT GROWTH TRENDS AND PROJECTIONS APPLE VALLEY AND DAKOTA COUNTY 2000 -2030 Population Change Census Projection 2000 -2010 2010 -2020 2020 -2030 2000 2010 2020 2030 No. Pct. No. Pct. No. Pct. a, " ill IEEE Apple Valley 45,527 49,084 58,000 68,000 3,557 7.8 8,916 18.2 10,000 17.2 Dakota County Total 355,904 398,552 441,585 496,64 1 42,648 12.0 43,033 10.8 55,055 13.8 Metro Area Tota 1 2,288,729 2,642,062 3,144,000 3,447,000 353,333 15.4 501,938 19.0 303,000 11.5 Households Census Projection 2000 -2010 2010 -2020 1 2020 -2030 2000 2010 2020 i1 2 No. Pct. No. Pct. No. Pct. r di it r GI . \ �II) o^ _ �I 4 BIG Apple Valley 16,344 18,875 23,000 28,400 2,531 15.5 4,125 21.9 5,400 23.5 Dakota County Total 131,151 152,060 172,770 201,585 20,909 15.9 20,710 13.6 28,815 18.9 Metro Area Total 1,021,459 1,117,749 1,293,000 1,464,000 96,290 9.4 175,251 15.7 171,000 15.3 Households Census Projection 2000 -2010 2010 -2020 2020 -2030 2000 2010 2020 2030 No. Pct. No. Pct. No. Pct. v m n >o . i9 3 Apple Valley 12,106 15,259 20,100 22,000 3,153 26.0 4,841 31.7 1,900 9.5 z Dakota County Total 154,242 185,261 225,523 257,6921 1 31,019 20.1 40,262 21.7 32,169 17.4 Metro Area Total t 1,563,245 1,690,757 1,743,000 1,943,0001 1127,512 8.2 52,243 3.1 200,000 11.8 Sources: US Census, Metropolitan Council, Maxfield Research Inc. MAXFIELD RESEARCH INC. Apple Valley Summary of Findings - Dakota County Housing Study APPENDIX - DEMOGRAPHIC TABLES A -2 AGE DISTRIBUTION APPLE VALLEY AND DAKOTA COUNTY 1990-2030 Age 17 &Under �-24 Age 25 -34 1990 2000 2010 2020 2030 1990 2000 2010 2020 2030 1990 2000 2010 2020 2030 Apple Valley 11,984 13,529 12,481 14,414 15,664 2,719 3,289 3,620 4,554 4,795 6,352 6,351 6,579 8,328 9,578 Dakota County Total 82,146 103,862 105,060 114,127 122,933 25,290 28,186 30,691 33,808 36,253 58,786 54,030 54,279 57,519 63,322 Age 35 -44 Age 45 -54 Age 55 -64 1990 2000 2010 2020 2030 1990 2000 2010 2020 2030 1990 2000 2010 2020 2030 Apple Valley 7,367 8,723 6,911 7,745 8,995 4,050 7,413 8,331 8,546 9,796 1,229 3,716 6,443 7,939 9,189 Dakota County Total 47,304 68,194 56,912 61,541 66,657 27,819 49,249 66,343 59,645 66,278 16,407 26,137 45,451 55,691 55,365 Age 65 -74 Age 75+ Total 1990 2000 2010 2020 2030 1990 2000 2010 2020 2030 1990 2000 2010 2020 2030 . Apple Valley 541 1,491 2,963 4,263 5,913 356 1,015 1,756 2,211 4,070 34,598 45,527 49,054 58,000 68,000 Dakota County Total 10,406 14,842 22,433 35,191 46,462 7,069 11,404 17,383 24,063 39,3701 275,227 355,904 398,552 441,585 496,640 Sources: US Census, ESRI, Metropolitan Council, Minnesota State Planning Office; Maxfield Research Inc. MAXFIELD RESEARCH INC. Apple Valley Summary of Findings - Dakota County Housing Study APPENDIX- DEMOGRAPHIC TABLES (continued) A -3 MEDIAN HOUSEHOLD INCOME BY AGE OF HOUSEHOLDER APPLE VALLEY AND DAKOTA COUNTY City i) �.II •.�, A le Valle $39,116 1 $62,500 1 $77,907 $89,448 $87,817 1 $55,875 1 $31,169 1 $62,500 p .. I °�� -.v� ��� i a ,. ��i... his �� 61 ':, �, �. !� ,ui4 .r ��i .., ��� 1 lk Apple Valley $40,337 1 $65,525 1 $78,823 1 $91,465 $91,494 1 $59,282 1 $34,129 $65,525 o� Ir s 9, m Sources: Ribbon Demographics, Maxfield Research Inc. TABLE A -4 HOUSEHOLD TENURE TRENDS AND PROJECTIONS APPLE VALLEY AND DAKOTA COUNTY 1990 -2030 Own Rent Re nt Own Rent Own Rent Own Rent No. Pct. No. Pct. Apple Valley 9,739 1,406 14,390 1,954 17,860 3,140 23,110 3,890 23,370 4, 0201 8,980 62.4 2,066 105.7 Dakota County Total 72,598 25,695 1 102,621 # 28,530 1 127,825 32,455 1 155,035 36,325 1 170,185 38,2151 1 67,564 65.8 9,685 33.9 Sources: U.S. Census; Minnesota Demographic Center; ESRI; Maxfield Research Inc. MAXFIELD RESEARCH INC. 1 �ijeld Y Dakota COUMY EEC§f ` *Y Doveoprmnt Dakota County Comprehensive Housing Study Findings Presented to: City of Apple Valley Presented by: Mary Bujold I Maxfield Research Inc. April 10, 2014 3 Dakota County Submarkets ➢ Consistent with 2005 study - `""" ➢ 3 Primary Submarkets I nti€ ➢ Developed • Cities with limited land available for new b development ➢ Growth Cities with a higher proportion of land available for new development ■ Apple Valley is in this category ➢ Rural • Rural towns and townships; most of these areas are likely to remain low density Nt fllm- 1 Projections compiled by Maxfield Research considered a thorough review of several factors (i.e. impact of recession /recovery, 2010 Census, building permits, recent population and household growth estimates, etc.) • New Met Council 2020 and 2030 projections have not yet been released o Current projections by Met Council were based on pre- Recession growth trends o Met Council 2040 projections reflect slower growth in suburban areas o Maxfield Research Inc. compiled projections based on slightly slower growth to 2020 and then a higher level of growth between 2020 and 2030 Comparison of Projected Population Growth Trends to 2040 so 000 - 60 OW -- 40 000 Z 20.004 0 _ e_...._ ............._.. _.._._...._._ .._..__. ._,_.. �..._. ' 2000 2010 2020 2034 2040 ----- Original Met Council --- Current Met Council -- Max€teld Research � , &7777 777 - �xrroxsat'�a .. +49,525 households in Co. (2010 - 2030) aopularwRGww 2030 to 2436 I +9,525 households in Apple Valley (2010 -2030) Less thaa 7660 Proportion of rental to increase against ownership z.00l -SAW _ s"It Is ' m from 2010 -2020 in Co, but is expected to decrease 15, 001 modestly in Apple Valley Limited increase in senior housing demand until after 2020 o SS - 74 age cohort — fastest growth rate this decade Demand for additional housing • 34,525 owned /15,100 rental in Co. lam_ • 2,622 owned /2,219 rental in Apple Valley • Millennials (ages 14 -34 in 2014) largest age cohort later this decade • Trend toward shrinking household sizes but less in the Growth Communities • High median household income ($71,360/2013 - Co. • Apple Valley's median income ($62,500/2013) 2 CDA . Employment & Housing Demand • Job growth (2000- 2010): v"artGrowth Uces) 20lOtot43 • +36,300 ( +24 %)- Co.0 eae99 i a =SW to 4,9g9 ■ +3,153 ( +26 %) —Apple Valley %ONto�st9 • Job growth (2010- 2020): 199noto12.m • +34,340 jobs ( +19 %) — Co. • +4,841 jobs (32 %) — Apple Valley • 11.0% Metro Area jobs in Dakota Co. • Apple Valley exports workers? Q ' ❑ 90% of Apple Valley residents work outside of Apple Valley ❑ 64% of residents work outside the County • Difference between owner /renter incomes and incomes of Dakota Co. workers: ❑ Median HH income: $71,360 ❑ $86,880 (owner) vs. $38,880 (renter) xn id ❑ Avg. Dakota Co. wage: $50,180 i wt j I N Metro Area Trends Market Rate (Maxfield survey) ➢ Current Preferred real estate asset class ➢ 19,328 units 1 142 properties ➢ Majority of new product in the urban core ➢ 1.6% vacancy rate (7.6% in 2005 study) ➢ Proposed Development: 750 units (Dakota Cty.) ➢ 1.3% in Apple Valley ➢ Proposed Development: 16,000+ units (Metro) ➢ $1,020 in Apple Valley /$931 Co. ($1.00 PSF) Dakota County Rental Survey (2013) • Post -2000: $1,115 ($1.04 PSF) ➢ 19,336 units 12.26% vacancy rate • 1980 -2000: $900 ($1.00 PSF) 69% participation rate ■ Pre -1980: $626 ($.88 PSF) Rental Units by Development Type Growth Communities LOWe .e, _ ...... ..-- ..,......— P.�,.... ._..,,�...... ...._ t .w _... _ .w _.. ---- , ._._.._ . .... ......w,�, _ �. am cxi OMO. V.11" F— rtlwon Hasttngt tak —Al. Rax w,t i5¢e[YSU4sidX ez Sha9otrSUbsidY ■Man kat Ra #m * fl a'. 5% Vacancy = Market Equilibrium 3 a� OA General- Occupancy Deep- Subsidy and Shallow Subsidy Number of Romer Households ➢ 614 units (Deep- <50 %)l13 properties . Paying SO %or mwo of dolt ivame for housing ➢ 54 units I 1 property . "r" +Pats UnavaRabk 1 to so ➢ 1,409 units (Shallow 50 % - 60 %) 136 11 s "' 3t to 10D 101 to 175. properties. ri theater than 175 ➢ 111 units 13 properties ➢ Effective Vacancy Rate is 0.0% Cost Burdened Households (AlI Ages) _.` Apple Valley ➢ 40% of renters (1,300 HHs) pay 35% or more of income for rent ➢ 27% of renters (869 HHs) pay 50% or more of income for rent B COA Dakota County Overall Proportion of Senior Housing by Type ➢ 6,405 its 166 projects Apple Valley and Dakota County j ➢ 2.9% vacancy rate ➢ 96% participation rate 20 — ee — — — Deep- Subsidy /Shallow - Subsidy - ➢ 771 units 12 properties 10 5�R ➢ 1,432 units 126 properties Emu ➢ Effective vacancy rate of 0% with waiting lists Way shall Nkly atsnduit MRtOAP"att MRAs�i%W, R1."'y Imog Cale a Aapie va4ey w 0ja .ta Csa Market Rate* Apple Valley Senior Housing ➢ 4,202 units 128 properties 1 -deep subsidy property — 72 units ➢ 3.9% vacancy rate 3- shallow subsidy properties -170 units ➢ 1,637 units Active- Adult 1 1.9% vac. rate 2- market rate active adult —176 units ➢ 903 units Congregate 13.1% vac. rate 5- market rate w /services -315 units ➢ 1,222 units Assisted Living 15.9% vac. rate Affordable Vacancy = 0.0% ➢ 440 units Memory Care 17.7% vac. rate Market Rate Vacancy = 5.3% * (Vacancy excludes three projects in initial lease -up) 5 % -7% Vacancy = Market Equilibrium a - 4 E- For Sale Market Lot Supply ■ Housing market rebounding ■ New plats low during downturn ■ Permits issued for 63 SF in Apple . Vacant developed lot supply at Valley in 2013 slightly more than 2 years (SF) and Lender- mediated properties waning for (MF) in Apple Valley ■ Growth communities resuming for- ■ Bank -owned lots still available sale construction — Averag eHotneReWePrioes- AppleY lii " MOW 6 U MAO i t SF•AV = MFAV S". W ` • C.�kafa �.r� _ fCns'!as §xatd [1.A Housing Conditions ➢ Percent of buildings ranked 3 or higher has increased since 2005 ➢ Percent of buildings ranked 2 has decreased by 37% since 2005 ➢ CDA should continued to provide resources to improve housing quality through Its key building improvement programs ❑ Less than 1% of Apple Valley's residential units ranked at 1 -2 (poor quality) ❑ 3% of Apple Valley's residential units ranked at 5 -7 (high quality) Building Quality Rating: Dakota County 2005 & 2023 40 _ "can , -. 1 2- • Demand exists for all types of housing in Apple Valley • Recommend a balance of housing products to support growth • Need for additional market rate rental housing in the Co., a portion of which could be accommodated in Apple Valley Projected Rousing Demand in AAPCe Yalfey by Dude I = _ a X2070 2� M2q�p 2030 _— _......... .......... — Mm saa zsa no_ A AA ip''� C •� n aT i it iV ! , '�!.'�i�,� LRP6�� e!R Total Housing Demand "49,525 !('10 .) ➢ Apple Valley -4,841 Units (9.8 %) ➢ Owned -2,622 units ➢ G. 0. Rental —1,408 units ➢ Demand by housing type ('10 48% single- family for -sale 6 4 . ' 28% in Apple Valley ua 30% multifamily for - sale ■ 23% in Apple Valley 22% rental ■ 29% in Apple Valley ° e ➢ Distribution: ■ 25% in Developed Cities ■ 70% in Growth Cities ■ 5% in the Rural Area T n � 6 Slide 12 LRPS It may be worth noting here Maxfield is project Lakeville to see the highnest number of new units Leah R. Petricka, 2/13/2014 LRP6 Lastly, the demand by housing type percentages for Lakeville would be 50% SF for -sale, 28% multi for -sale and 22% rental. Leah F2, Petricka, 2/13 /2014 CDA' Key findings Senior Housing Summary ➢ 7,836 units ('10 (Co.) $0n,a {HMO. ➢ Apple Valley -964 units ('10 - ✓ RI" nom�u�m1 ➢ Demand by housing type (Co.): ■, ,� ■ 38 %affordable /subsidized ■ 31% active adult ■ 13% congregate ■ 12% assisted living ■ 6% memory care I! ➢ Distribution: L( ■ 35% in Developed Cities ..._- -�:- ■ 63% in Growth Cities - ■ 2% in Rural Areas IS ' mm ' a ry Ba by Boomers and Millennials will have greatest impacts on housing demand over the next 20 years ➢ Pent -up demand exists for all income categories of rental housing • Recommend that the CDA continue to explore housing finance tools to assist in the creation of additional mixed - income housing ➢ Continued high need for Shallow (50% to 80 %) and Deep - Subsidy Housing (less than 50 %) Vacancies at lowest level in nearly ten years Challenging to find affordable housing, especially those with special needs or high barriers We recommend the CDA develop 1 workforce housing property and 1 affordable senior property in Apple Valley as resources allow in each of the next two decades. ➢ For those with special needs, developments maybe added throughout the County but should especially be considered near transit opportunities. ➢ For -sale market is rebounding in all submarkets, presently more activity occurring in Growth Communities • Lot supply is below the 3 -year benchmark for single - family across the County and is only about two years in Apple Valley z1ir, Id 7 uC; " Questions .... www.maxfieldresearch.com Mary Bujold http: / /twitter.com /realestatedev Maxfield Research Inc. 612.904.7977 https: / /www.facebook.com /pas mbu*old@maxfieldresearch.com es /Maxfield- Research -Inc/ http://www.linkedin.com/co mpanv /maxfield- research -inc g y. V •:::° ITEM: City Of Apple COUNCIL MEETING DATE: April 10, 2014 Valley SECTION: Informal Meeting ITEM DESCRIPTION: Town Homes at Wildwood Pond Housing Improvement Area Financing Application STAFF CONTACT: DEPARTMENTIDIVISION: Thomas Lovelace, City Planner Community Development Department Action Requested Staff supports the Housing Improvement Area Financing Application for the Town Homes at Wildwood Pond. If the City Council wishes to further review, including a consideration of denial at the April 24 Council meeting, that direction should be discussed. Summary The Dakota County (CDA) has received an application from the Town Homes at Wildwood Pond Homeowner's Association for Housing Improvement Area (HIA) financing. The 17 -unit townhome development, whose units were constructed in 1988 -89, is located at the southwest corner of 140 Street West and Pennock Avenue. The homeowners association is requesting $280,000 in financing for wall repairs; replacement of siding, soffit, fascia, shutters, gutters, and downspouts; and concrete sidewalk repairs. Background APPLICANT: PROJECT NUMBER: Dakota County Community Development Agency PC14 -10 -M APPLICATION DATE: 60 DAYS: 120 DAYS: N/A N/A N/A A Housing Improvement Area (HIA) is a defined area within a city where housing improvements are made and the cost of the improvements are paid in whole or in part from fees imposed on the properties within the area. Basically, a homeowner association borrows money from a city, or in this case the CDA improvements to the property within the association. A fee is imposed on each unit owner, which is repaid in the same manner that property tax payments are made. Highlights of a HIA are: • Associations must initiate the request. • Improvements must be common area improvements. • This is last resort financing, used when associations have no other viable options for raising money for improvements. • At least 55% of the owners must sign a petition requesting the CDA to conduct a public hearing to consider implementing the housing improvement area. Thirteen of seventeen homeowners (76 %) in the Town Homes at Wildwood Pond have signed a petition requesting the financing. • A veto period exists where 45% of the owners can stop the process. • In the case of a CDA HIA, the average market value for units must be at or less than the value of homes in the first time homebuyer programs, in 2014, this is $271,590. In 1996, state legislation granted the City has the power to establish a special taxing district to make improvements in areas of owner- occupied housing (Minnesota Statutes, Sections 428A.I I through 428A.21). The housing improvement area is a special taxing district that can be used to finance a variety of improvements. This tool may be a resource to aid homeowner's associations in need of assistance. A housing improvement area is a collection of parcels defined by ordinance. The area may cover a single new development project, a homeowner's association or other neighborhood area. The City has the power to levy a "fee" on the housing units in the area. This fee may work like a property tax or may be spread using another approach determined by the City. The fee can be collected through the property tax system. The statute also authorizes the City to levy special assessments to pay for housing improvements. The statute allows each city to define the nature of housing improvements. This tool can be used to finance any form of public improvement, including streetscape, parking and trails. A housing improvement area can also be used for private improvements that are part of new or existing housing developments. The City does not have the unilateral power to establish a housing improvement area. The process must be initiated by petition of property owners. In addition, the actions to establish the area and impose the fees are subject to veto by the property owners. The City has the ability to assign the procedures for imposing "fees" and administering the area to another "authority," such as a HRA, Economic Development Authority (EDA) or the Dakota County CDA. Revisions were made to the state statutes to allow the Dakota County CDA to establish housing improvement areas in accordance with Sections 428A.11 through 428A.21. The revisions also included the requirement that the CDA send a copy of the housing improvement area petition to the city for review and that the CDA may not establish an HIA if a city council opposes it by resolution. This proposal meets the goals set forth in the 2030 Comprehensive Plan of reinvestment and maintenance of existing properties and working collaboratively with other agencies on addressing housing issues. Therefore, staff supports the establishment of the Town Homes at Wildwood Pond Housing Improvement Area Town by the Dakota County CDA. Budget Impact None Attachment(s) 1. Draft Resolution 2. Location Map 3. Final Plat 4. Minnesota State Statutes 5. Dakota County CDA Housing Improvement Area Policy 6. HIA Application Laws of Minnesota 2013, Chapter 143, Article 12, Section 7 Sec. 7. Minnesota Statutes 2012, section 383D.41, is amended by adding a subdivision to read: Subd. 10. Housing improvement areas. (a) In addition to its other powers, the Dakota County Community Development Agency shall have all powers of a city under sections 428A.11 to 428A.21 in connection with housing improvement areas in Dakota County. (b) For purposes of the Dakota County CommunitV Development Agency's exercise of the powers granted in this subdivision, references in sections 428A.11 to 428A.21 to: (1) a "mayor" shall be references to the chair of the board of commissioners of the Dakota County Community Development Agency; (2) a "council" shall be references to the board of commissioners of the Dakota County Community Development Agency; and (3) a "city clerk" shall be references to an official of the Dakota County Community Development Agency designated by the executive director of the Dakota County Community Development Agency. (c) Notwithstanding sections 428A.11, subdivision 3 and 428A.13, subdivision 1, the governing body of the Dakota County Community Development Agency may adopt a resolution, rather than an ordinance, establishing one or more housing improvement areas, and "enabling ordinance" for purposes of sections 428A.11 to 428A.21 means a resolution under this clause. (d) The community development agency (1) shall send a copy of each petition for the establishment of a housing improvement area to the city in which the proposed housing improvement area is located, and (2) may not hold the public hearing required in section 428A.13, subdivision 2, fewer than 30 days after the date on which the related application was sent pursuant to clause (1). The community development agency may not establish a housing improvement area if the applicable city council opposes the establishment by resolution adopted within 30 days after the petition required to be sent pursuant to clause (1). k ii { [P ei Agency Dakota County Community Development T nd CDA QQ aft APPLICATION HOUSING IMPROVEMENT AREA FINANCING 1` Legal dame ofAs iation :' "1`own Homes at Wildavc d Pond Homeowner's Association j Mailing Address: 14053 Pennock Ave. Apple Valley, MN 55 12,4 (correspondence); 971 Sibley Memorial Hwy #350, St Paul, MN 5511 (billing) Name of Contact Person: Stanley H Ke -el, Jr, Pres. Phone: 9- 5 2431-3161 612-209-3957 Email: s egel Cg)objectvists.corn Name of Management Firm/Agent (if different than contact person) Paradise & Associates Phone: 6 1-699-5300 Email: Taylor@,paradiserrm.com Legal Description of the Prnject Site:^ Apple Valley MN, Flat `Dame. Wildovcrod Pond, lots 1 thmugl 20, blk l (14019 - 14055 Pennock Ave, Apple Valley, MN, 5512 REQUESTED INFORMATION: Addendum shall be attached hereto addressing in detail the following 1. Provide a general description of the project. 2, Explain how the project, will meet the goals of the Dakota County Community: Development Agency (CA) as identified in Section 3.01 of - the CDA Housing, Improvement Area Policy. 7 3. Provide a proposed timeline for the project including the dates of membership meetings to discuss a project, submittal of required petitions, public hearings, construction start, submission of first draw request and project completion. 4. List of improvements and estimated project budget. 5. Explain why Housing Improvement Area financing is necessary to undertake the project. Attach documentation regarding efforts to secure private financing. 6. Explain the process used to determine the scope of the proposed project and the desire for HIA financing among the association members. Provide documentation regarding owner meetings discussing project. Attach a copy of the following: Letters from financial institutions denying loan approval Association, Bylaws Recorded Association declaration Certificate of Good Standing from the Secretary of State Audited financial statements for the last two years Current Association Financial Plan which identifies bow both maintenance and operation of the common elements will be paid for and a long-range plan to conduct and finance capital improvements (if available — required with the Supplement Application) What is the proposed term of the HIA 15 years. How do you propose the fee to be charged to the affected property owners: Equally among all properties Other: for example-based on unit size, percent interest in association or value. If Other, please identify: Fee should parallel assessment rates as described in association's Declaration (as amended in 1993), Article V, Section 5.4, refierence Exhibit C. In summary, interior units wi each pay 5. 576% of the shared expense, and exterior units wi each pay 6 - ib w W ,097q � (As a contingency provision, additional fees attuted to individual units ill i included if and only if is necessary to provide additional repairs that are member-responsibitity according to association rules (for example, window replacement). Such repairs would only be deeined necessary if they are discovered to be essential to complete the retnediation of water inilit-im tion. This contingency need not be exercised ifthe individual member separately contracts for such work to be completed.) Amount of HIA financino requested: $280,000 Are there any properties within the RIA which should be exempt from the fee? No Yes If Yes, please explain: Dakota County Community Development Agency 2 . ..... ... . REQUIREMENTS FOR HOUSING IMPROVEMENT AREA MIAJ FINANCING To apply for HIA financing, the Association must agree to the hallowing: 1. Must use CFA's chore of Bind Counsel and Financial Advisor(s). 2. 'Disbursements of bond/loan proceeds must be made through an escrow agent to be selected by the CDA. 3. Payment of an administrative fee to the CDA of one half percent of the bond issue (if CDA issues binds) or flat fee of $5,000, which ever is greater. 4. CDA staff` or its agents will review the performance and level of outstanding debt of previous Hlf1s' before 'recommending the approval of additional HIA debt.. i 5. The bond (s) shall be for an issue net less than $250,000, other CDA sources may be used, and the CDA determines if bonds are to be used. By signing this application the Association hereby agrees to the following= 1. 1 have read and will abide by all the requirements of the CDA for taxable bond financing. I will also commit all contractors, subcontractors, and any other major contributors to the project to all segments applicable to them. 2. The information contained in this application, including; all addenda, is true and correct. 3. The Association will pay all costs involved in the legal and fiscal review of this project. These costs include the Bond Counsel, Financial Advisor and CDA Attorney, and all costs involved in the issuance of the bonds to finance the project. 4. 1 understand that the CDA reserves the right to deny approval of the application. Signature of Representative N Date i; l Dakota County Community' Development Agency 3 � E SUPPLEMENT TO APPLICATION To be submitted upon request by the +CDA, following satisfactory preliminary review of the application and site visit by CDA and City staff. El Application Fee ® Current Association Financial Plan which identifies haw bath maintenance and operation of the common elements will be paid for and a long -range plan to conduct and finance capital: improvements (if not previously submitted) Resident/owner income survey f requesting 0% financing far u to 1 /3 of the project casts ro Y �� tl � � P P J 3 i 1 1 i 1. i Dakota County Community Development Agency t 3 Town Homes at Wildwood Pond Homeowner's Association Attachment to 1­11A Application 1. General Description of Project The project can be viewed as having three major components: 1. Remedy water infiltration into exterior walls ofhomes and repairing those walls 2. , Replacing exterior sitting (along with gutters, downspouts, fascia, soft, and shutters 3. Replacing all cement sidewalks (and remedying problems with sidewalks heaving up in the winger) The homes were built in the late 1990s. Most exterior walls still have the original vinyl siding, which is showing its age and is due to be replaced. More critical, however, is the water infiltration. Due to poor construction, with missing and improper flashing, the exterior walls of these buildings have been shown to be taking r water damage. The exact extent of the water damage is not known, but the association has made a number of individual site repairs over the past few gears, and it is apparent that there is a general problem that should require all the siding be removed so as to discover the extent of the damage and fix it. Beyond improper u flashing, these past site repairs have exposed numerous anomalies and/or deteriorations in the construction of the home, including missing or compromised insulation, improper wrapping, and sheetrock used for exterior sheathing. Given the s need to remove the siding, replacing it with new siding is a natural extension of the project, especially given the age and condition of the siding. In turn, the other' elements of the exterior are also showing their age, and replacing them at the saute time is also logical as that will constitute a full refresh of the exterior of the homes. Based on advice the association has received from contractors, it is believed that the water infiltration issues are not related to windows except in that window flashing i and installation may be an issue in places. If any homes are found to have water infiltration issues due to windows themselves, side - projects will be necessary to address windows. Since individual owners are responsible for windows, either` 3; individual owners will need to hire out these side projects, or it will be necessary to i incorporate these side - projects into the HIA project. If they are included in the HIA 1 project, however, each homeowner with such work done will be charged a separate fee under the HIA program. (Having individual -owner HIA. fees is a contingency option only. We will endeavor to avoid this. i As a contingency, some repairs to the interior -side of exterior walls may be included' j +' in the repairs conducted as part of this project if damage (mold, etc.) is found to have been caused due to water infiltration. The association also has a problem with its cement sidewalks, which lead to the various front doers of the homes. Under this project, all will be replaced. At this gad I i 1 tune, many are chipped and cracked, and there are drainage issues in which sidewalks are contributing to water flow toward homes, but there is a more pressing issue. Some of the sidewalks heave up during the winter (presumably due to ice underground In one case, the sidewalk actually interferes with the front door of a. home, making it impossible to open the door during the winter. Worse, the heaving i pushing on a structural member of the building and causing damage above. The association will engage an engineer to create a remediation plan. As necessary, that plan may include land grading, modifications to the downspouts, and /or excavation and replacement of material under the sidewalks, where needed, to prevent the heaving action. (This engineering consultation may take place before the HIA is approved, in which case the association will pay for the consultation initially, but will seek reimbursement if the HIA is approved.) i The sidewalk replacement proposed in this project only includes the cement walks that lead to owners front doors. Sidewalks along streets are not included in this i project. { I It should be noted that this project will be executed in concert with another project, which will also occur in 2014, and which is the outcome of an insurance: claim for damage caused by a storm in 2413. The insurance claim project will principally be comprised of roof replacement, although there are some other damages identified l under that claim, that partially overlap the siding/wall repair project, which is the subject of the HIA application. The association intends to hire one general contractor to accomplish bath projects, and have that general contractor work with the insurance company to differentiate and reconcile those repairs that are to be paid for under the insurance claim vs. the other project. (Caveat. The cement work may, however, be accomplished by another contractor.) l 9 l l } i i E . .,. m ...z^ia .� -;��. ,.., :,w t imxiaw.._., �waam = ......= h rrma»»wurem ,�,�.wea,._ -� +- w - � -�,�o ,...�, . � � .�«.uuw«� u n . I 2. Explanation of Now the Project will fleet the Goals of the Dakota; County CDA per Section 3.01 of the CDA MIA Policy r The association believes this project would serve to meet the following goals; of section 3.01: A. To promote neighborhood stabilization and revitalization by the removal of blight and/or the upgrading of the existing housing stock in the neighborhood. D. To increase or prevent the loss of the tax base of the City and County in order to ensure the tong -term ability of the City and County to provide adequate services for its residents. Explanation, As of now these various problems with the condition of the siding, water- compromised walls, and heaving cement, all impact the immediate value of the homes. The proposed repairs and replacements will tangibly increase the value of the homes, and will provide a situation in which the association's continuing responsibilities will be manageable in accordance with the reserve', study commissioned by the association this year. Alternatively, if something is not done soon, it is likely the buildings will deteriorate, as will the financial condition of the homeowner's association. The association currently does not have the financial means to conduct these repairs comprehensively in the immediate future Addressing single -site repairs one- lay -one, as sites become obvious and critical, is a piecemeal approach that is inherently expensive and inefficient. This has created an ongoing drain on the association's, already stressed finances. y i t i t 3. proposed "Timeline i The association understands much of the timeline will be driven by the HIA process, which we will seek to expedite to the extent possible. The following schedule is proposed. 3 March 2014 Application submitted IO March 2014 Application fee submitted 10 April 2014 C ©A — Applicant meeting to discuss financial plan, scope of work, and £ financing terms 14' April 2014 Applicant accepts proposed terms 30 April 2414 CDA prepares draft Development agreement and sets public hearing date I I May 2014 Special membership sheeting to share l information in preparation for public hearin l' May 2014 Public hearing to establish MI 1 July 2014 End of veto period 16 July 2014 Close on fxnancin 17 July 2014 Si n contract with contractor 20 July 2014 Special membership meeting to select colors 1 A ulyust 2014 Wall/Siding/Roof work begins 8 September 2014 Cement work begins 30 September 2014 Project complete The association will hold a special meeting once the HIA loan has been approved and the contract signed with the general contractor. At that special meeting, the members will be given the opportunity to review materials and select colors for shingles, siding, and shutters. (If an agreement cannot be reached on a new color scheme, by default colors as close as practicable to the original will be used.) The association hopes to have the siding work take place in close succession with the roof work that is being performed under the insurance claim mentioned previously. The insurance claim work must commence within' one year of the storm event that caused the damage. That means that work must start by b August, 2014. The intention is to complete all work ;under this project by the end of September, 2014. , B - rmv awn . List of Improvements and Estimated Project Budget The following improvements are planned:' * Wail Repairs x - New sheathing where needed Minor mold remediation where needed (major remediation a contingency) 2x6 replacement where needed s insulation replacement where needed i • Siding, Water Proofing, and Other Exterior Features - Re -wrap, exterior New flashing/drip-caps (at windows,, doors, and roof -to -gall interface) - New aluminum Soffit , - New aluminum Fascia New gutters and downspouts - New shutters - New siding [vinyl] « Concrete walk replacement - All new sidewalks, leveled to eliminate water issues Excavation and remediation of underlayment to prevent heaving Grading if necessary (contingency) - Improved downspouts if necessary to remedy heaving (contingency) Budget; Siding, Soffit, Fascia, Shutters,: Gutters, Downspouts 149,000 Wall repairs 75,000 Concrete replacement estimate 30,000 I Application fee, administrative charges, permits, inspections, contingencies, : engineering consultation 26, 000 Total $280,000 i The association has already executed a substantial bidding and evaluation; process for the wall repair and siding part of the project, and we have selected a bid that included a "will not exceed" amount for the wall repair work. That bid is reflected in the budget above. Note: It is the intention of the association that all application and administrative fees connected with the 'MA program be rolled into the 141A lean. �E 5. Explanation of Why HIA Financing is Necessary The association is unable to purchase these improvements with funds in hand, and is unable to obtain commercial financing. Factors contributing to our ineligibility for commercial financing include a lack of reserve funds and too many units at any one time being behind in paying association ducs/assessment. It can also he noted that one of our 17 units is currently bank-owned following foreclosure. See also attached letters. The lack of reserve funding is a historical problem. The association was formed in 1988, but prior to 2009 the association saved very little. (Apparently, some past boards were under some mistaken belief that the only requirement for a reserve fund was to be able to replace roofs.) In 2009, the association commissioned its first reserve study, Since the association was far behind the curve in saving, the reserve study indicated that we needed to make a very large increase in our dues/assessments. In order to contain that increase, it was decided at that time that we would adopt a plan that was not comprehensive, and specifically did not deal with siding except in a partial manner and with an extremely optimistic forecast as to when it would be needed. . At that time we didn't comprehend the situation with our exterior walls. In the five years that have gone by since, the water issues with the exterior walls have become more evident, and spot-repairs that we have performed have shown to us how the builder did a poor job. We have just in the past few months commissioned a new reserve study. This study is based on the assumption that the improvements we intend to perform tinder HIA financing occur this year. Given that assumption, then the new reserve plan shows the association's reserve fund obligations will be fully funded through 30 years. 6. Explanation of Decision Process The idea of perusing a siding replacement project for all of Wildwood Pond has been discussed for the past few years at general membership meetings. For a. while, there was an idea of doing one wait or one building per year, but that idea was never developed into a plan including a means to finance it. As evidence mounted that we had more than just dingy siding, but more seriously, actual water damage being accumulated, the board began looking at estimating a broader project that would include wait repairs and remedying the water issues. A comprehensive siding and wall repair project was first seriously proposed to the general membership at a special meeting held in conjunction with the 2012 annual meeting on November 12, 2012. At that time, we had one informal bid in band, and we imagined that we might be able to obtain bank financing to pay for the project. We discussed the possibility of raising dues/assessments at that time for the project, . . . . ........ . . . ..... ...... . .. . ... . ...... - -- - ------ . ....... . ... ... 3 but it was decided instead that the board should get more information, researching financing options. In the year that followed, the beard wrote an RT'p (request for proposal), and solicited bids from several vendors for siding and wall repair work. During this process, some vendors recommended that soffit, fascia, gutters, downspouts, and shutters should be replaced as well. We decided that this recommendation was a good idea as it would bath round -out the exterior refresh. (Once it was brought to our attention, it was clear y that these exterior elements are also showing their age.) Also during this year, a storm occurred, and we found' ourselves with an insurance claim to replace our roofs:. The claim also overlaps several of these other elements, such as gutters, set a comprehensive replacement (filling the gaps left from the insurance claim) so that all s buildings match seems. wise. The other thing that came up during this period was a new complaint of cement heaving up in the winter. We also learned that another instance of cement, heaving which we thought had been rectified, was in fact still a problem. On review of our sidewalks in general, we found that there were many places where they were visibly deteriorated. We also learned of sidewalk- induced drainage issues. We obtained some preliminary pricing and :found this was a substantial expense for which we did not have reserve funds saved. s At the 2013 annual membership meeting, held on December 10, the board briefed the membership on the pending insurance; claim and also the work done getting bids for the walls and siding. The board presented the cost estimates for the siding/wall repairs as well as the concrete work. The board presented to the membership the idea that we might finance the wall/siding project through the 111A program. The membership approved the idea to pursue that direction, and the membership also approved the idea that the concrete sidewalk problems should be addressed at the pp p saute time through the HIA program, i y A special meeting of the association membership was held February 9,2014. The meeting was well attended, with 13 of 16 owner-occupants present. (The 17 unit is vacant and bank-owned following a foreclosure.) At the meeting, the detailed plans as described in this HIA,application were discussed, and members were briefed on the i meeting held with CDA staff a few days earlier. The board was asked many questions with subjects including the contractor bidding process, monthly anticipated, y fee per unit, fee payment mechanism, and how the project relates to the reserve plan E At the end of the meeting, all members present signed the HIA. petition, t TOWN HOMES AT WILDWOOD POND HOMEOWNER'S ASSOCIATION PETITION OF PROPERTY OWNERS FOR PUBLIC HEARING TO CONSIDER THE ESTABLISHMENT OF A HOUSING IMPROVEMENT AREA AND THE IMPOSITION OF A FEE TO THE BOARD OF COMMISSIONERS OF THE DAKOTA COUNTY COMMUNITY DEVELOPMENT AGENCY: The undersigned owners at the housing units identified below located within 14019 through 14055 Pennock Ave., Apple Valley, MN (the "Buildings "), which are governed by the association identified above, hereby request that the Board of Commissioners of the GDA conduct a public hearing or hearings in connection with (a) the establishment of a Housing Improvement Area, within the meaning of Minn, Stat. Sections 428A.11 to 428.21 (the "Act ") to include the Building, and (b) the imposition of improvement fees as provided in the Act. [The undersigned owners together own 1 % of the units with the Buildings.] Owner's Printed Name: Sign ature: House /Unit Number: m t o -N . / AKA" Jan AU VAAW '{ c evC- cl Ir t ' DAKOTA COUNTY COMMUNITY DEVELOPMENT AGENCY (CDA) HOUSING IMPROVEMENT AREA POLICY 1.00 PURPOSE The purpose of this policy is to establish the Dakota County Community Development Agency ( "CDA ") position relating to the use of Housing Improvement Area (HIA) financing for private housing improvements to Housing Units, as described in chapter 515, 515A, or 515B. This policy will be used as a guide in processing and reviewing applications requesting HIA financing. The CDA may amend or waive sections of this policy when determined necessary or appropriate, or deferring to the HIA policy of the city in which the housing is located ( "City "). 2.00 AUTHORITY 2.01 The CDA has the authority to establish HIAs under Laws of Minnesota 2013, Chapter 143, Article 12, Section 7 (the "Special Law "), which grants to the CDA the powers of a city under Minnesota Statutes, Sections 428A.11 through 428A.21 (the "HIA Law "), to establish HIAs in Dakota County 2.02 Within the HIA, the CDA has the authority to: A. Make housing improvements B. Levy fees and assessments C. Issue bonds to pay for improvements 2.03 The CDA will review each HIA application which includes scope of improvements, HOA's finances, long -term financial plan, and the support of the owners of at least 55% of the housing units that would be subject to fees in an HIA. Note that the percentage of the owners that support the establishment of the HIA will be weighed in accordance with the basis the fee is imposed (i.e. tax capacity of the housing unit, total amount of square footage of the housing units, or a method determined by the CDA Board of Commissioners and specified in the resolution). 2.04 The CDA will send a copy of each HIA Application and required petitions for the establishment of an HIA to the City. The CDA may not hold the public hearing required in Section 428A.13, subdivision 2, fewer than 30 days after the date on which the City received the HIA Application and required petitions. The CDA may not establish an HIA if the City Council adopts a resolution opposing it within this 30 day period. 3.00 POLICY 3.01 It is the policy of the CDA to use HIA financing to assist a private homeowner association ( "HOA ") only in those circumstances in which the proposed housing improvements addresses one or more of the following goals: A. To promote neighborhood stabilization and revitalization by the removal of blight and /or the upgrading of the existing housing stock in the neighborhood. B. To correct housing or building code violations as identified by the City Code enforcement staff. C. To maintain or obtain FHA mortgage eligibility fora particular HOA within the designated HIA. D. To increase or prevent the loss of the tax base of the City and County in order to ensure the long -term ability of the City and County to provide adequate services for its residents. E. To stabilize or increase the owner - occupancy level within a neighborhood or HOA. F. To meet other public policy objectives, as adopted by the City or CDA from time to time, including promotion of quality urban design, quality architectural design, energy conservation, decreasing the capital and operating costs of local government, etc. 4.00 PROCEDURE AND REQUIREMENTS 4.01 In order to be eligible for HIA financing through the CDA, the HOA is to submit an Application, together with an application fee as set from time to time by the Executive Director of the CDA, and follow the attached HIA Application Procedures (see Exhibit A). Each HIA financed by the CDA should meet the following minimum criteria. However, it should not be presumed that a project meeting these criteria would automatically be approved. Meeting these criteria creates no contractual rights on the part of any HOA. A. The project must be in accordance with the City Comprehensive Plan and Zoning Ordinances, or required changes to the Plan and Ordinances must be under active consideration by the City at the time of approval. B. The creation of the HIA and HIA financing will be provided within applicable state legislative restrictions, debt limit guidelines, and other appropriate financial requirements and policies. C. The project should meet one or more of the goals stated in the Policy section of this document. D. The term of the HIA should be the shortest term possible while still making the annual fee affordable to the HOA members. The term of any bonds or other debt incurred for the area should mature in 20 years or less. E. The HOA in an HIA should provide adequate financial guarantees to ensure repayment of the HIA financing and the performance of the administrative requirements of the development agreement. Financial guarantees may include, but are not limited to the pledge of the HOA's assets including reserves, operating funds and /or property. F. The proposed project, including the use of HIA financing, should be supported by not fewer than 55% of the owners within the HOA who will be subject to a fee. The HOA's application should include the results of a 2 membership vote along with petitions that indicate at least 55% owner support to create the area. Note that the percentage of owners that support the establishment of the HIA will be weighed in accordance with the basis the fee is imposed (i.e. tax capacity of the housing unit, total amount of square footage of the housing units, or a method determined by the CDA Board of Commissioners and specified in the resolution). G. The HOA must have adopted a financial plan that provides for the HOA to finance maintenance and operation of the common elements within the HOA and a long -range plan to conduct and finance capital improvements therein, which does not rely on the subsequent use of HIA financing. The financial plan must be prepared by an independent third party, with designation as a Community Associations Institute ( "CAI ") certified reserve specialist, and must conform to CAI Reserve Study Standards. H. HIA financial assistance is a last resort financing and should not be provided to projects that have the financial ability to proceed without the benefit of HIA financing. Evidence that the HOA has sought other financing for the project should be provided and should include an explanation and verification that an assessment by the HOA is not feasible along with letters from private lenders or other evidence indicating lack of financing options. I. The HOA must enter into a development agreement, which may include, but is not limited to, the following requirements: a. Establishment and funding of a reserve fund; b. HOA management by professional association management firm; c. HOA hires a construction manager or owner's representative to monitor performance of the general contractor (may be employee of association management firm); d. Submission of annual reports, including audited financial statements; e. Conditions of disbursement; f. Amount of annual dues increases; g. Notification to new owners of levied fees; h. Obtain multiple bids for project construction; i. Guaranty by the HOA to fund the completion of HIA improvements; and j. Requirement to update to the financial plan every 5 years. J. The improvements financed through the HIA should primarily be exterior improvements and other improvements integral to the operation of the project, e.g. boilers. The improvements should be restricted to common elements or limited common elements and must comply with the attached CDA HIA Property Standards (see Exhibit B). The HOA must have a third party conduct a facility needs assessment to determine and prioritize the scope of improvements. The HOA may be required to make changes to its bylaws to ensure adequate enforcement authority to protect common area improvements financed through the HIA from substandard building components for which the homeowner is responsible. K. HIA financing should not be provided to those projects that fail to meet good public policy criteria as determined by the CDA Board of Commissioners, 3 including: poor project quality; projects that are not in accord with the City Comprehensive Plan, zoning, redevelopment plans and the City and CDA policies; projects that provide no significant improvement to the neighborhood and /or the City and County; and projects that do not provide a significant increase in the tax base and /or prevent the loss of tax base. L. The CDA Board of Commissioners reserves the right to deny funding for specific improvements if they are determined not to be in keeping with the intent of the policy. M. The financial structure of the project should receive a favorable review by the CDA's Financial Advisor and /or Bond Counsel. The review will include a review of performance and level of outstanding debt of previous HIM. N. The average market value of units in the HOA should not exceed the maximum home purchase price for existing homes under the CDA's first time homebuyer program. 5.00 FINANCING A. The CDA may finance the cost of housing improvements in an HIA through the issuance of bonds or other obligations, or through direct lending of its unrestricted fund balance, subject to the approval of the CDA Board of Commissioners (the "HIA Loan "). Unless otherwise approved by the CDA Board of Commissioners, the interest rate of the HIA Loan will be 2.5% above the composite AAA municipal bond yield for the term matching the HIA Loan term, rounded to the higher .5 %. B. Depending on the availability of Dakota County Housing OPportunities Enhancement Program (HOPE) funds, the HOA may request lower interest financing of up to the lesser of one -third of the project costs, $500,000, or $20,000 per eligible Housing Unit. Eligibility for this financing is based on the following criteria: a. 75% or more of the HOA owners return completed income surveys; and b. 51% or more of the survey respondents report total gross household income at or below 80% of the area median income. C. All forms of CDA financing will be re -paid through the establishment of an HIA fee. 6.00 RESPONSIBILITY 6.01 The Community & Economic Development Department will have primary responsibility for implementation and coordination of this policy. Date of Approval: November 12, 2013 4 Exhibit A APPLICATION PROCEDURES FOR ESTABLISHING A HOUSING IMPROVEMENT AREA 1. Meet with appropriate Dakota County Community Development Agency ( "CDA ") staff to discuss the scope of the project, member participation, time schedule and other information as may be necessary. 2. Complete HIA Application for the Establishment of a Housing Improvement Area. This form along with the required petitions (minimum of 55% of owners must sign petition form) and other required documents should be submitted to the Director of Community and Economic Development. The CDA will forward a copy of the HIA Application to the city in which the project is located ( "City "). Note that the percentage of owners that support the establishment of the HIA will be weighed in accordance with the basis the fee is imposed (i.e. tax capacity of the housing unit, total amount of square footage of the housing units, or a method determined by the CDA Board of Commissioners and specified in the 3. Staff will coordinate a site visit with the Applicant and City code enforcement staff to determine if there are any code issues of concern and to evaluate the general condition of the property. 4. Staff will prepare a report for the City and the Applicant which will include a preliminary analysis of the project. 5. If the proposal receives a favorable review by City, the Applicant must then submit the following items: a. Application fee b. Financial Plan required by State Statute, which identifies how both maintenance and operation of the common elements will be paid for and a long -range plan to conduct and finance capital improvements. c. Resident survey response, if applicable 6. The CDA and /or the CDA's Financial Advisor will review the Financing Plan and surveys. 7. CDA staff and /or Financial Advisor will structure financing terms 8. CDA Attorney will prepare Development Agreement 1 9. CDA will schedule public hearings on the creation of the district and the setting of the fees (two separate public hearings may be required). 10. CDA Board of Commissioners will approve or deny the creation of the HIA and the associated fees by resolution. If approved, the Development Agreement will be executed subject to the successful passage of the veto period (minimum of 45 days). ( If 45% or more of the owners file a written objection within the veto period, the CDA cannot provide financing through a Housing Improvement Area). Note that the percentage of owners filing a written objection will be weighed in accordance with the basis the fee is imposed (i.e. tax capacity of the housing unit, total amount of square footage of the housing units, or a method determined by the CDA Board of Commissioners and specified in the resolution). 11. Once the HIA is established, the CDA will work in cooperation with City code enforcement staff to ensure that the building permit process is being followed and that City inspections are satisfactory before approving draw requests from the homeowner association. 12. It is understood that CDA Staff. or Board of Commissioners may from time to time determine that a different process which is outlined is more appropriate, given the circumstances of each individual request. Estimated Timeline Estimated From Task Completion To Action time 45 days Applicant submits HIA Staff preliminary analysis report to Application and Petitions cit 30 days Applicant submits fee, Financial CDA and Applicant meet to discuss Plan, and resident surveys review of Financial Plan, scope of work, and proposed financing terms 15- 30 days Applicant accepts proposed terms CDA prepares draft Development Agreement and sets public hearing date 10 — 30 days Notify owners of public hearing Holds public hearing; adopts date (10 days) resolution establishing HIA; Publish public hearing notice (7 establishing the fee* days before) 5 days Fee resolution adopted Notice to owner of each unit with resolution 45 days Fee resolution adopted Effective date of the resolution (end of veto period) 50 days Fee resolution adopted Close on financing; proceed with housing improvements * this could be two separate meetings, requiring separate public hearings and notice periods. 2 Exhibit B HOME IMPROVEMENT AREAS (HIA) PROPERTYSTANDARDS These standards provide a basis for assuring that a project meets minimum conditions established by the CDA. The scope of work for the project must include all items necessary to bring the association into compliance with all property standards. Only items that are the responsibility of the association (as determined by the association by -laws) are subject to these requirements. The following minimum standards are hereby accepted for implementation in the Home Improvement Areas (HIA) Program throughout Dakota County. A. SITE. The designated HIA site shall be reasonably free from hazards to the health, safety and general welfare of the occupants. 1. The condition of exterior stairways, walkways, driveways, etc., shall not present a danger of tripping or falling. All exterior steps, walkways, and driveways should be free of tripping hazards. Crumbling, cracked, broken, missing or uneven conditions should be repaired or replaced as necessary. Handrails should be properly installed on all stairways. Retaining walls should be structurally stable. 2. The site shall be well drained. Surface drainage must be directed away from the structure, to a designated ponding area, or to municipal storm sewer system. Include roof drainage provisions when assessing site drainage conditions. 3. Excessive accumulations of trash; any materials which accumulate on a property in the neighborhood should be removed, or screened and arranged in a manner which does not detract from the general appearance of the neighborhood. 4. Fire hazards; the site should be free from fire hazards, such as the storage of highly flammable materials, etc. 5. The appearance of the site, after rehabilitation, should make a positive contribution to the general appearance of the association. To this extent, other items identified as deficient (including, but not limited to, play areas, exterior lighting, landscaping, signage, and common spaces) should be included as part of the scope of work. B. STRUCTURE AND MATERIALS. The dwelling exterior shall be structurally sound, free from threats to the health and safety of the occupants, and shall protect the occupants from the environment. 1. Siding, windows, roofs, doors, soffits, facia, etc., shall not have any serious defects such as large holes, loose surface materials, missing parts, or other serious damage. The exterior walls should be weather - tight. This includes the repainting or installation of siding to protect the exterior surface from the elements. 1 2. The roof structure shall be firm and the roof shall be weather - tight. All roof framing members should be free from cracks and rot. The roof sheathing should be solid and free from sagging, buckling and heaving. If the roof appears to be well worn, it should be replaced. If possible, the roof should be stripped all the way down to the sheathing and replaced. 3. Foundation walls shall not have any serious defects such as serious leaning, buckling, sagging, cracks or holes, loose materials, loose siding, or other serious damage. Empty or cracked mortar joints should be tuckpointed in an acceptable manner to match, as closely as possible, the rest of the structure. The joints should be recessed. Masonry chimneys should be inspected for loose mortar joints and proper height. All empty or cracked mortar joints should be tuckpointed in an acceptable manner to match, as closely as possible, the rest of the chimney. The joints should be recessed. 4. All detached garages should be repaired to a usable condition or removed from the property; other out - buildings may be removed and /or demolished based on hazardous conditions. 5. The general appearance of the outside of the structure, after rehabilitation, should make a positive contribution to the general appearance of the association 6. Installation of gutters and downspouts is strongly recommended in order to divert water away from foundations. C. COMPLIANCE WITH OTHER CODES/REGULATIONSBYLAWS. 1. The completed Rehabilitation must meet the Minnesota State Building Code. 2. The Contractor will be responsible for applying for and fulfilling any and all applicable building permits and meeting the local building codes. 3. Lead Based Paint - All work performed on structures built before 1978 shall be in compliance with the Environmental Protection Agency (EPA) Renovation, Repair, and Painting Rule (RRP). 2 o w m s , W 1N �7 i�l • `j1t�r o mr 01 prm ••.ter_ a ill ►�� �,, � �.. EI v ir�Mr^lti„ ane r� TOWN HOMES AT W|LDWOO D POND ... . .... ... .... � \ \. \. .�....... .. § , , to a � 4 r A b E y `�6� @ } iS 9�� rP vi aV F n i y i a.AfM` { g .N ' P :r a NO t i nf tP N . f r. � r •i0 �NF � ITEM: '` 4 City of Apple COUNCIL MEETING DATE: April 10 2014 Va lley SECTION Informal ITEM DESCRIPTION: Metropolitan Council Thrive 2040 Update STAFF CONTACT: DEPARTMENT /DIVISION: Bruce Nordquist, Community Development Director Community Development Department Action Requested No action - Review and discuss the material presented. Summary The Metropolitan Council has embarked on the decennial planning process, entitled Thrive 2040. This work culminates with a new Comprehensive Plan for the City of Apple Valley by 2019 for the time period up to 2040. The 2030 Comprehensive Plan for Apple Valley is approaching its mid - term with guiding land use policies for development priorities and strategies. Background Bruce Nordquist has been a member of a Metro Cities work group that has been reviewing and evaluating what the 120 page draft will mean for suburban communities. A comment letter is being prepared for review at the April 24 City Council meeting. The informal meeting of April 10 provides an opportunity to introduce the content and themes being advanced. In summary, the attachments share the topics being discussed from the perspective of the Metro Cities work group. Please bring the prepared notebook of the February 21, 2014, draft to the April 10 and April 23 meetings. Comments will be received by the Metropolitan Council until April 28, 2014. A public copy of this material is available in the Community Development Department. Budget Impact N/A Attachment(s) Metro Cities Thrive 2040 discussion items. Draft Thrive 2040 i Metro Cities Potential Points for Inclusion - -- Response to Thrive MSP 204 Su rt: • Document is forward looking and visionary • Acknowledges the many assets of the region and role region as economic driv�r • Comprehensive identification of regional challenges and opportunities (infrastructure needs, population changes, need for economic competitiveness as a region, et 1) • Recognizes need to plan for, rather than being reactive to, regional challenges • Acknowledges that much of Council's work must be done in partnership with local governments and other stakeholders + Attempts to use a shared vision/values to set goals for regional challenges and opportunities • Recognizes the importance of Met Council's role as a `convener' I • Notes the importance of balancing nvestments across the region, making sure no one g g g area is consistently favored or ignored and acknowledges need to balance regipnal concerns with local goals and circumstances + Community Designations - more specificity identifies the diversity of Comm ities and their needs and characteristics • I Support including preserving existing housing stock as part of an affordable h using policy /strategy (under outcome of Equity) Conc rns• • It is hard to argue with much of the statements and positions in the document - much of it is very general, says the appropriate things about the need for a strong region, solid infrastructure, good transportation networks, natural resource protection, the need to be economically competitive etc. A theme /question that emerges is how the Co cil will proceed in implementing the goals outlined in the guide, and the balance between the work of the Council and its local partners. Our response should emphasize that cities are the key constituency of the Council and the key `implementers' of any regional vision, and the importance of balancing what is in the purview of the Council with the role of local governments, the importance of continued collaboration and partnering, etc. I i j • Document largely does not address how the Council will measure its performance for outcomes and goals -Metro Cities should encourage the Council to include some long term performance measures, supplemented by more specific goals in other documents – for its goals and performance; these should be transparent and understandable to the Council's local governments and partners that will help implement a regional vision/goals • The Council's interests in terms of economic competitiveness, land use, etc. should be general than specific. How will the expectations of the Council intersect with individual local goals, priorities, etc? Several areas of the document suggest a more hands on approach by the Council with respect to some issues. • Moves away from one - size - fits -all which is positive (community designations, notes special features of region, etc) - -- but appears in other areas to be aiming priorities for investment and infrastructure on particular areas. Council's task is to provide a guide for the orderly development of the region as a whole, which means balancing needs between new development and redevelopment. • The Council's role in economic competitiveness should be for the most part to do what it does now — provide regional level infrastructure at a cost effective level of scale -- wastewater, transit (including investing in park and rides in less dense areas), parks – and continue to operate its LCA grant program in a manner that allows the program to continue to meet broad goals that enhance the region's tax base, land clean up, mixed uses, etc. The Council must also be a more active partner in advocating for resources for infrastructure and tools that can help foster economic development and redevelopment in the region. Would suggest that the Council's role is not to necessarily compile local sites for redevelopment, etc. • Breaking down silos sounds like a good idea. But challenges may lie with the proverbial devil in the details. There is a need for more analysis of these issues and their various intersections with state statutes, etc. • The document outlines plans for expanded technical assistance, inventories and analyses, ,identifies infrastructure needs, and the like, but largely does not identify resources, or the Council's role with respect to procuring them. Our response should stress caution to the Council that it not be overly constraining in its use of existing programs (ie LCA) and should not use user -fee structures to subsidize particular goals that could serve to undermine fairness and equity in its fees, grant programs, etc. • We have concern that there are several areas of the document that imply the Council may require additional comprehensive plan elements and more intrusion into local planning processes. j Are the Thrive outcomes and principles appropriate for a regional framework? Does the document capture the most important regional challenges and opportunities for the next 30 years? • Goes beyond Land Planning Act objective of a guide for coordinated planning, consistency, efficiency, and secure tax base. Introduces -Outcomes" which aren't asked for in the Act, although goals are. These goals are different than impacts on future developments--they get at the impact on the entire region, such as land use, parks, open space. Outcomes are shared values, not goals of a Development Guide. • Thrive 2040 appears to have achieved that "place" where there can be understanding and/or support for outcomes and. principles. However, to drill into topical areas will create a basis for difference of opinion and concern about governance. • Framework does not address adjacent 13 to 1.6 County area. Trends in water supply, natural resources, congestion, have contributing factors outside the 7 counties. The region will be stronger by addressing the connection to adjacent growth areas as they begin to merge with land use solutions connected to the 7 counties. • Plan more heavily revives inner core and first ring, less balance across the metro. • Is the Met Council the appropriate agency to lead through these challenges? • The Outcomes and Principles are appropriate as tool for discussion and study. However, as lens for all policy decisions, may lead to unintended consequences and overregulation. • Impressed with findings. "I'hinkino regionally, with clear focus on water and climate change, is a good way for metro area to start playing like a team. The increased and more specific definitions of -areas" will help communities trust that they have a place that is understood and named within the regional context. • The principles are essential as well as aspirational for regional development. It is apparent that the Council has engaged stake holders in conversations about the issues. • May not be popular but I think the time has come for the Council to do more on ground water planning. We are going to have to deal with this issue eventually and a solid and thoughtful policy that we will have a chance to influence may be better than alternatives. Like affordable housing it should be incentive based Are there areas where the Council is over reaching? Under reaching? Areas the Council should or should not be involved in? • Climate change is a lightning word for water and natural resource management. Yet emergency preparedness and response is used as a basis for why climate change has a significant impact in other metro areas. Could our response to disaster, both by planning, development and emergency response., be improved in this document? • Greater MSP assembled an industrial property inventory in 2013. Was something missed that requires the regional response? • Hearing from sources that objective is f'(.)r housing to become "a system". Nothing in Thrive 2040 that establishes that or why it needs to be a system. • Excessive density requirements in areas with regionally significant ecological resources. • Document is over reaching in that too many goals are not attainable with Current Met Council. resources, and no indication of how additional resources will be attained. • Focus is heavy on transit, very little focus on roads (under reaching) • Convene for water discussions, but don't control.(should be involved) • Thrive/Council says they are moving beyond a one size fits all approach, but plan focuses on inner ring and leaves suburbs to grow slow or not at all. Just a few years ago, they were pushing suburbs to grow and now the push is for slower. Investments in infrastructure that supported growth and now suburbs are asked to retract'? • If the Council becomes more involved in groundwater issues, other state and local agencies with regulatory authority must relinquish some or all of that authority or else the situation will become even more fractured and complicated. • Council is finding its place as a conductor of an orchestra. Important role. • Many statements where the role; attributed to the Met ( , . 'ouncil is arrogant_. for instance the following comment: "The Metropolitan council's regional planning and intrastructure set the stage f:or our regions' econornic competitiveness and prosperity". • The Outcomes and Principles are appropriate in the abstract but the implementation strategies and potential. scope creep of the role of the Metropolitan Council are significant reason for pause. Specific areas where the document is over reaching include climate change, equity goals through reduction of local control. al groundwater regulations and control, allocation of affordable housing need based on flawed methodology that focuses only on new construction /development. What areas of the document cause you particular concern? What do you support? What is missing from the document? • Data on senior and millennial markets is helpful. Not convinced the right conclusions are being drawn. Opinions and feedback have not captured the possibility that future millennials want the same places-community, locations, schools, amenities, that they grew up with- i.e. single family experiences. Assumption is that they want only transit, walking, biking connections added and being developed. Not today, perhaps-, but they will want "place and "home'* and children. And perhaps not in urban center where they reside today, just"near" and with efficient multi -modal access to the urban center. • If equity is an outcome, it must be taken across all aspects, needs and opportunities in the Guide. There are aspects where the application of the Guide will not be equitable: o Are the expectations for the Community Designations correctly stratilied'?...a walk in a suburb to the grocery store? ... respecting both needs of a suburb: drivable and walkable environments and possibly discouraging one or the other with development standards'? ... transit-supportive land uses true to location: ie. Requiring suburban responses in suburbs, urban center responses in urban centers. o "Promoting growth in already-urbanized areas" takes away from opportunities in the region. Other places in the Guide say: "encourage redevelopment and infi Il development across the Region". Which is it'? o "Advancing balance does not guarantee that all parts of the region will receive the same level of intensity of investments, activity or attention". Not equitable. • Light rail., park and ride given prominence, bus rapid transit is not. Is there a direction working against BRT when experiences suggest BRT is a cost effective alternative? • The policy of solving a portion of the need/demand for affordable housing comes across as shifting poverty and concentration out of the urban center to the region. 30 years of Development Guides and Federal housing policies has failed to change the outcome. Is it true that mixed income and mixed generations are the environments sought by the new demographics? Then have policies that develop mixed income and mixed generation environments vertically and or horizontally in the Urban Center, Urban and Suburban areas of the Region. Allow marketplace to do what it does best: develop market rate housing with some affordability in all multi-unit projects. • With the green line, mobility solutions to places to work and live connects to areas of poverty and concentration in the urban centers. The Guide does not address how significant that infrastructure will have become in 25 years. Will transit connection to these areas allow areas of racial concentration to thrive without undoing the social environments that keep these neighborhoods together by choice" • Guide is silent on MN Zoo as a regional asset. • 'Fhe definitions used when making statements for today and into the future, such as `'race and ethnicity". '*economic means", - racially concentrated*, etc. • Moving beyond on size fits all...... document states but support of various goals are conflicting, for instance protecting regionally significant ecological resources, but still driving density in areas that will negatively impact those regionally significailt ecological resources. Still one size fits all (3 units per acre minirnurns). • Community Designations a good start, but if flexibility in densities is not present, the designations will be pro blematic. (concem) • Support Met Council convening the region's best thinkers and stakeholders to address complex regional issues. (support) • It's more that the document tries to do too much and not that something is missing. • Concerned about the focus on water supply. Not convinced that the Met Council doesn't desire to manage this for the metro. • Clarification needed on how Housing Policy aligns with system statements. • Support Council's efforts to provide sewer service. I lowever, Council should be cautious to not overly politicize the power that comes with providing that infrastructure. • Affordable housing need comes with both an inventory of existing stock and forecasted demand assessment. Communities want credit for their affordable housing stock. It can be public, private, a portion of market rate developments, and even the recognition that new market rate apartments can house two distinct users, and that shared apartment makes it affordable for both individuals. This is the only way to have an honest assessment, accurate forecast of need, and recognize ways that individuals choose to live affordably, • Council has identified nine community designations. All except one have positive or proactive descriptors. However, Rural Residential is described as "Limiting unsustainable growth patterns." The category is seen as a negative in which "development does not advance the Met Council mission of .. economic development and in some cases increases the potential for damage to the environment." But, additional comments note that "these areas need to .... protect natural areas and water quality and quatitity (while) ensuring sufficient public infrastructure." Rural Residential areas are promoting sound conservation of natural resources and the Met Council should be open to dialogue rather than take a "benign neglect" or "necessary evil" stance towards these communities. Do you think the Met Council has adequate resources to meet the goals outlined in Thrive and future needs of the region? • The Met Council is good at attracting resources to the region and is attempting in this Guide to forecast that the need for resources will continue. • Need for transportation resources, roads, bridges, congestion pressure points, transit options and choices is understated. • Absolutely not. Thrive should identify a fiscal note if intent is to meet goals. If funding is not increased, the current unfunded improvement predicament will get worse, more efforts started, more efforts unfinished and infrastructure deficiencies rising. • Appears resources will be focused on. inner core and little attention given to the whole. • If the Council were to enter into groundwater regulation, resources would be needed ensure regulations are levied following study, review, and comment by stakeholders. • Based on current funding allocations for affordable housing need, significant increases in LCDA and other subsidies would be necessary. Furthennore, local municipalities face similar funding shortages to achieve even a fraction of the affordable units identified within each municipalities Comprehensive Plans • I don't think the Livable Communities program is a good place to implement a poverty de- concentration. policy. • Not sure � FOR DRAFT Thrive MSP PUBLIC REVIEW ONE V1SIO& ONE METROPOLITAN REGION AND COMMENT Last MET- ROPOLITAN revis `• ! 4 C 0 U N G I L The Metropolitan Council has released the comprehensive development guide for the Twin Cities metropolitan area, Thrive MSP 2040, for public comment. The public is encouraged to view the plan and provide public comment, through Monday, April 28, as follows (comments must be received by 5 p.m.): • Written comments: Metropolitan Council 390 N. Robert St., St. Paul, 55101 • Fax comments to: 651- 602 -1464 • Send TTY comments to: 651- 291 -0904 • Email: public. infa metc.state.mn.us • Record comments on Council's Public Comment Line at 651 - 602 -1500 • Submit comments through the Council's online Your Ideas site, at htta 11yourideas, metrocouncil. org / The Metropolitan Council will hold two public hearings on the Thrive MSP 2040 plan: • Thursday, April 10, 5 p.m. F.T Heywood Office Building, Chambers 560 Sixth Avenue North, Minneapolis Served by regional transit routes 5, 19, 22, and METRO Blue Line • Wednesday, April 16, 5 p.m. Metropolitan Council Chambers 390 Robert Street North, St. Paul Served by many regional transit routes All interested persons are encouraged to attend the public hearings and offer comments. Those attending may register in advance to speak by calling the Council at 651 -602 -1140. Upon request, the Metropolitan Council will provide reasonable accommodations to persons with disabilities. Advance notice, indicating the specific accommodation needed, is appreciated. Staff will review public comment and evaluate changes to the document to address the comments submitted by the public. A recommendation for final adoption of the Thrive MSP 2040 plan will be considered by the Metropolitan Council in May 2014. Con tents: Preliminary Draft AThriving Region ....................................................................................... ............................... 1 Continued population and job growth through 2040 ................................. ............................... 1 Changes and challenges that lie ahead for our region..... ... ...... ........... ...:..,............ .. 2 The opportunity of a regional approach ................................................... ............................... 4 Thrive MSP 2040: Planning a prosperous, equitable, and livable region for today and generationsto come ................................................................................ ............................... 5 Thrive: Outcomes ....................................................................................... ............................... 7 Stewardship............................................................................................. ............................... 9 Responsibly managing finite natural resources .................................... ............................... 9 Pivoting from expanding to maintaining our region's wastewater and highway infrastructure ............ ............................................................................ .............................10 Leveraging transit infrastructure investments with higher expectations of land use .... ........ 12 Prosperity................................................................................................. .............................13 Fostering the conditions for shared economic vitality by balancing major investments across theregion .............................................................................................. .............................14 Protecting natural resources that are the foundation of prosperity ......... .............................14 Planning for and investing in infrastructure, amenities and quality of life needed for economiccompetitiveness ..................................................................... .............................15 Encouraging redevelopment and infill development across the region .. .............................18 Equity....................................................................................................... .............................19 Using our influence and investments to build a more equitable region .. .............................20 Expanding choices in where we live and how we travel for all our residents, across age, race and ethnicity, economic means, and ability ................................... .............................22 Investing in a mix of housing affordability along the region's transit corridors ..................... 23 Engaging a full cross- section of the community in decision- making ...... .............................23 Livability................................................................................................... .............................24 Increasing access to nature and outdoor recreation through regional parks and trails .......25 Providing housing and transportation choices for a range of demographic characteristics andeconomic means ............................................................................ .............................26 Supporting the region's bicycle and pedestrian facilities to promote bicycling for transportation, recreation and healthy lifestyles ..................................... .............................27 Aligning resources to support transit - oriented development and walkable places ..............28 Sustainability............................................................................................ .............................29 Promoting the wise use of water ........................................................... .............................29 Providing leadership to support climate change mitigation, adaptation and resilience ........ 30 Operating wastewater treatment and transit systems sustainably ......... .............................32 Thrive: Principles ........................................................................................ .............................34 Integration................................................................................................ .............................35 Moving beyond organizational silos ....................................................... .............................35 Coordinating effectively with partners and stakeholders ........................ .............................36 Collaboration............................................................................................ .............................37 Being open to shared strategies, supportive partnerships and reciprocal relationships ......37 Convening to address complex regional issues .................................... .............................37 Providing additional technical assistance and enhanced information to support local planning................................................................................................ .............................38 Accountability........................................................................................... .............................41 Adopting a data - driven approach to measure progress ......................... .............................41 Learningfrom indicators ........................................................:................ .............................41 Providing clear, easily accessible information ....................................... .............................42 Deploying the Council's authority .......................................................... .............................42 SpecialFeatures .......................................................................................... .............................43 Applying policies to specific places: Moving beyond one size fits all ........ .............................43 Racially Concentrated Areas of Poverty and Areas of Concentrated Poverty ........................44 Station Areas on Existing and Planned Transitways ................................. .............................45 Water Supply Considerations ................................................................... .............................46 Joband Activity Centers ................................................................. ............................... _....47 WastewaterService Areas ....................................................................... .............................48 Regionally Significant Ecological Resources ............................................ .............................49 CommunityDesignations ............................................................................. .............................50 Urban and Rural Service Areas ................................................................ .............................50 Urban Center: Growing vitality in the region's core ................................... .............................53 Urban: Redeveloping to meet the needs of new generations .................... .............................54 Suburban: Cultivating places where people can gather ............................ .............................55 Suburban Edge: Managing rapid growth and change ............................... .............................56 Emerging Suburban Edge: Transitioning from rural to developed ............ .............................57 Rural Centers: Serving the rural area as small town centers of commerce ............................58 Diversified Rural: Protecting land for rural lifestyles and long -term urbanization ....................59 Rural Residential: Limiting unsustainable growth patterns ........................ .............................60 Agricultural: Preserving large swaths of farmland ..................................... .............................61 LandUse Policies_. ... .................... ............. ............... ............................... .... 62 Settingthe Stage ...................................................................................... .............................62 LandUse Policies ..................................................................................... .............................63 Orderly and Efficient Land Use ................................................................. .............................64 Natural Resources Protection ................................................................... .............................66 WaterSustainability .................................................................................. .............................69 Housing Affordability and Choice .............................................................. .............................72 Access, Mobility, and Transportation Choice ............................................ .............................74 Economic Competitiveness ..........................................................:........... .............................77 Buildingin Resilience ............................................................................... .............................78 Strategies for Community Designations ....................................................... .............................82 Urban Center: Growing vitality in the region's core .................................. .............................82 Urban: Redeveloping to meet the needs of new generations ................... .............................87 Suburban: Cultivating places where people can gather ........................... .............................92 Suburban Edge: Managing rapid growth and change .............................. .............................96 Emerging Suburban Edge: Transitioning from rural to developed. . .......... ....... ............... _ 100 Rural Centers: Serving the rural areas as small town centers of commerce .......................104 Diversified Rural: Protecting land for rural lifestyles and long -term urbanization .................107 Rural Residential: Limiting unsustainable growth patterns ...................... ............................111 Agricultural: Preserving large swaths of farmland ..... ............................... ...........................114 ImplementingThrive ..................................................... ............................... ............................117 Nextsteps ................................................................ ............................... ............................117 Local Planning Process ............................................ ............................... ............................117 TechnicalAssistance, .......... ......... _ ......... .... __ ........... ...... ........ ....... ....... ...... ... 118 Sector Representative Program ............................ ............................... ............................118 Toolsand Resources... ......................................... ............................... ............................118 Workshops ............................................................ ............................... ............................118 PlanningGrants and Loans .... ................... ..... _ ................................................................ 118 DraftLocal Forecasts .................................................. ............................... ............................119 Thriving Region Our region is anchored by three great rivers, dotted by hundreds of lakes, and endowed with wide expanses of green space, giving our residents beautiful landscapes that inspire and renew. Its largest river —the Mississippi —gave birth to two frontier settlements— Minneapolis and Saint Paul. From this base, our region has grown and prospered, and is now well -known for its high quality of life, strong economy and many assets: • A resilient economy; • Vibrant arts, music and theatre communities and professional sports teams; • Rich cultural diversity; • Abundant parks, recreational trails, conserved open space, and natural resources; and • A civic tradition of shared action. Today, the Twin Cities metropolitan area —the jurisdiction of the Metropolitan Council —is a thriving region of nearly three million people living in 986 communities across the seven counties of Anoka, Carver, Dakota, Hennepin, Ramsey, Scott and Washington. The region has emerged as a world -class metropolitan area —a great place to live, work, raise a family and do business. Our region's economy nimbly weathers the ups and downs of national trends. A diverse mix of high -tech and high -value -added industries call the Twin Cities home — including the headquarters of 18 Fortune 500 companies —and benefit from our highly- educated workforce and numerous educational institutions. Efficient transportation systems smoothly move people and goods to their destinations, and our residents enjoy a reasonable cost of living, benefitting from lower- priced public services. The region offers residents a wide range of communities to call home— active urban districts, city and suburban neighborhoods, small towns, and rural areas. Healthy residents enjoy active lifestyles and year -round outdoor activities. Sperling's BestPlaces has ranked the Twin Cities as "the most playful metro in America" for the health, happiness and low stress of its residents. In survey after survey, residents have declared our metropolitan area better or much better than other regions around the country. Above all, our region has embraced a civic tradition of shared action by government, nonprofit and philanthropic organizations, community groups and business leaders to enhance our communities and the region as a whole. The strengths that have made our region a success will help us meet the changes and challenges of today and tomorrow. Continued population and jab growth through 2040 More people. Over the next thirty years, our region is projected to grow by 824,000 residents, 29% more than in 2010. Two - thirds of this population growth is likely to result from natural growth —more births than deaths and longer life expectancies. The remaining one -third will DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 1 come from migration as our region's economic opportunities attract migrants from the rest of the nation and world. More jobs and economic growth. With 1.6 million jobs, the Minneapolis -Saint Paul region is the Twin Cities Population predominant economic center for Minnesota, western (in millions) Wisconsin, the Dakotas and Montana and is the nation's 13th largest metropolitan economy. Between 2010 and 2040, our region is projected to add 550,000 • new jobs, an increase of 36 %. Having surpassed one million jobs by 1980, our region is projected to surpass • two million jobs by 2040. The total value added by all industry sectors in the region —the Gross Metropolitan Product —will rise to $400 billion in 2040. That $400 billion represents 1.5% of the U.S. Gross Domestic ��b N oj� N � ° '���O���O`L��O`���0�� Product, a major achievement considering that the region has less than 1.0% of the nation's population. Over the next three decades, our region will see more infill development, investment and intensification in the older, urbanized, and most accessible parts of the region. Driving this change are our aging population, new residential preferences among younger households, and increasing interest in sustainable lifestyles. Suburban edge communities will continue to grow and fill in though more slowly than in decades past. Changes and challenges that lie ahead for our region As we plan for our next 30 years, key challenges lie ahead — constrained fiscal resources, new demands stemming from demographic shifts, emerging environmental challenges, new regional planning priorities, and the increasing necessity of regional economic cooperation. The growing need to preserve and maintain our aging infrastructure is an increasing burden on limited fiscal resources. For example: • Seventy -five years after the construction of the Metro Plant on the Mississippi River, our region's aging wastewater infrastructure requires ongoing investments to remain effective. • Similarly, crumbling roads and bridges demonstrate the necessity for higher levels of investment to maintain our highway system. • The 2013 Minnesota State Highway Investment Plan prepared by the Minnesota Department of Transportation, shows that the region will have only $52 million available annually from 2014 to 2022 for highway mobility improvements, meeting only one - quarter of the projected need. From 2023 onward, all state transportation funding will be devoted to preservation of the existing system. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 2 Our population is changing in ways that will influence the shape of our future growth and development: • Our region is aging rapidly. More than Twin Cities Population by Age one in five residents will be age 65 and older in 2040, Ages 65+ compared to one in Ages 25 - 64 t nine in 2010. • By 2040, 40% of the E Ages 15 -24 ~i population will be people of color, Ages 0 - 14 wer •R eon e�� «:« �fw compared to 24% in 2010. 2010 2020 2030 2040 • The region will gain 391,000 new households by 2040, requiring, on average, over 13,000 new housing units a year. With the changing demographics, these new households are likely to have different housing needs than today's households: • Only one in five net new households will be households with children. • Seniors will want housing to fit post - retirement lifestyles, often in walkable and transit - served areas accessible to services and amenities. • Significant racial disparities —in income, employment, poverty, homeownership, education— persist just as our region is becoming more racially and ethnically diverse. If today's disparities by race and ethnicity continue, our region would likely have 124,000 fewer people with jobs, 186,000 fewer homeowners, 274,000 more people in poverty and $31.8 billion less income compared to the outcomes if residents of color had the same socioeconomic characteristics as today's white residents. Unchallenged, these disparities jeopardize the future economic vitality of our region. Emerging environmental challenges threaten the continued livability of our region: • We have long assumed that our region has plenty of water, but we now recognize that our reliance on groundwater is unsustainable. Increased pumping of groundwater to support development is depleting aquifers, affecting lakes, streams and wetlands. In some areas, groundwater levels have been dropping a foot a year since the 1970s. • Our region is already feeling the effects of climate change as we experience more severe weather events and temperature extremes. Severe heat waves have stressed people, agriculture and energy supplies. Increased frequency of severe weather is already increasing homeowner insurance premiums and repair costs of public facilities, as the City of Duluth experienced in the aftermath of torrential rains in 2012. As we approach a half- century of coordinated planning across the region, new planning challenges and opportunities are emerging: • Growth is occurring in not only new suburban subdivisions connected to the regional wastewater treatment system, but also redeveloping parts of the region. This redevelopment more efficiently uses existing regional infrastructure, but the challenges DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 3 and opportunities of infill, higher densities, and redevelopment can be complex and costly for local units of government. • An aging multifamily housing stock, including the large number of rental apartments built in the 1960s and 1970s, is ready for reinvestment to both retain structural integrity and meet the housing preferences of today's households. Many of these units have aged into affordability but are at risk of functional obsolescence. • Light rail, commuter rail and bus rapid transit lines are changing the landscape by attracting new real estate development in station areas and creating more choices for how people move about the region. In today's economy, regions are the primary drivers of economic growth. Our region competes economically with other regions across the nation and the globe. To thrive in this competitive environment, our region's public jurisdictions and private interests must work together. • From 2000 to 2010, the region saw its first decade with net job loss since the Great Depression, losing 63,000 jobs over the decade. While our region was not alone losing jobs, regional leaders responded by strengthening our focus on a shared economic competitiveness strategy and creating the regional economic development partnership GREATER MSP. • In the next 20 years, employers will face a retirement boom. Workforce turnover, skilled workforce preparedness and succession planning will be major challenges for employers — not just for the Twin Cities, but for the nation as a whole. While the Council does not play a role in education, it recognizes that a skilled, educated workforce is a key factor in maintaining a competitive region. The opportunity of a regional approach As a region, we can react to these challenges, or we can plan for these challenges. The coordinated regional planning approach underlying the Metropolitan Council and institutionalized in the Metropolitan Land Planning Act uniquely equips our region to transform challenges into opportunities to thrive. In the late 1960s when the Metropolitan Council was created, community leaders saw value in collaborating to solve regional issues. At that time, the Minneapolis -Saint Paul region was facing tough challenges resulting from rapid population growth and unimpeded urban sprawl: • Rapid growth was threatening ecosystems and natural areas better suited for preservation as parks and open space. • Inadequately treated wastewater was emptying into lakes, rivers and waterways. • The Twin Cities' privately -owned bus company was rapidly deteriorating, a victim of rising fares, declining ridership and an aging bus fleet. • Growing fiscal disparities were making it difficult for communities with inadequate tax capacity to fund essential services. The Minnesota Legislature took unprecedented action to address these challenges. In 1967, the Legislature created the Metropolitan Council and gave it responsibilities for planning and coordinating the region's growth and setting policies to deal with regional issues. On signing the DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 4 bill, then Governor Harold LeVander observed that the Council "was conceived with the idea that we will be faced with more and more problems that will pay no heed to the boundary lines which mark the end of one community and the beginning of another." A region -wide perspective provides the opportunity to address issues that: • are bigger than any one community can address alone; • cross community boundaries to affect multiple communities; • could benefit from an opportunity to share best practices; or • require resources that are most effectively used at a regional scale. Four additional actions created today's regional organizational structure: • 1969: The Legislature created the Metropolitan Sewer Board to consolidate sewer systems, reduce costs, and modernize the system. • 1969: The Legislature created the Metropolitan Transit Commission to acquire the privately held transit system with the charge to overhaul the system, buy new buses, and improve signage, shelters, and bus stops. • 1974: The Legislature designated more than 31,000 acres of existing city and county parks to be a new regional parks and open space system. • 1994: The Legislature gave the Council operational control over transit and regional wastewater systems — consolidating planning, services, and operations into a single agency. For nearly 50 years the Metropolitan Council has played a key role in coordinating regional growth and planning -- providing essential services such as transportation and wastewater treatment, and convening partners to accomplish ambitious goals unrealistic for a single community but possible as a region. Thinking ahead —and working together —helps the region achieve a high quality of life, economies of scale, high - quality regional services, and a competitive edge envied by other metropolitan areas. Thrive MSP 2040: Manning a prosperous, equitable, and livable region for today and generations to come Under state law, the Council is responsible for preparing a comprehensive development guide for the seven - county metropolitan area. Thrive MSP 2040 provides a framework for a shared vision for the future of our region over the next 30 years. While the Council is responsible for developing Thrive and the plans for the three statutory regional systems -- wastewater, transportation, and regional parks —the vision within Thrive can only succeed through partnerships with local governments, residents, businesses, philanthropy and the non - profit sector. As a regional plan, Thrive addresses issues greater than any one neighborhood, city or single county can tackle alone to build and maintain a thriving metropolitan region. At the same time, the future's increasingly complex challenges demand innovative strategies and greater collaboration. Building on our region's past planning successes, the Council will adopt more collaborative, integrative approaches to allocating limited funds and addressing the demanding challenges that lie ahead. Protecting our resources and investments, Thrive provides the foundation for a prosperous, equitable, and livable region for today and generations to come. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 5 Thrive: Outcomes The Metropolitan Council has listened to the aspirations voiced by the region's residents, civic, nonprofit and business leaders, and government officials and woven their thoughts and hopes into five desired outcomes that define our shared regional vision: Stewardship ,, Prosperity Fo Equity .7,R Livability « Sustainabifity These five outcomes reinforce and support one another to produce greater benefits than any single outcome alone. Stewardship leads to decisions that advance prosperity, equity, livability, and sustainability. Prosperity provides more resources to support stewardship, equity, livability and sustainability. Equity is crucial to creating greater prosperity and livability in the region. And so on. Plans, policies and projects that balance all five of these outcomes will create positive change, while efforts that advance only one or two at the expense of the others may fall short over the long term. Policymakers make tough decisions at the intersections of these five outcomes, weighing the benefits and costs of their options against these five outcomes. Focusing on outcomes allows for flexibility in implementation —both for the Council's systems and policy plans'and for local comprehensive plans —while prioritizing a shared strategic vision. With Thrive MSP 2040, the Metropolitan Council is adopting an outcomes - orientation to its regional policy, focusing on policies that demonstrably improve our region. The Council is challenging itself, local governments and its regional partners and stakeholders to describe how their work advances the five Thrive outcomes. Outcomes describe how. our investments and our policies are enriching our region for our residents and businesses, not how much money we are investing or how many miles of highway, interceptor pipe or rail we are building. Living out the Council's first principle of integration, the following narrative weaves together all of the Council's core policy authorities – from affordable housing and aviation to wastewater treatment and water supply – in the framework of the five outcomes. The Thrive outcomes — Stewardship, Prosperity, Equity, Livability and Sustainability —are lofty ideals that defy simple categorization into the Council's authorities. Instead, progress toward these outcomes demands that the Council use its full range of authorities and activities in a new, coordinated way. Integrated approaches will advance the Thrive vision of a prosperous, equitable, and livable region for today and generations to come. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 7 Stewardship Stewardship advances the Metropolitan Council's longstanding mission of orderly and economical development by responsibly managing the region's natural and financial resources and making strategic investments in our region's future. Several of the major challenges that the Council was established to address —such as an aging bus fleet and inadequately treated wastewater polluting the region's lakes, rivers, and streams — demonstrate the need for effective regional stewardship. Stewardship means: • Responsibly managing of our region's finite resources, including natural resources —such as lakes, rivers, streams, wetlands, groundwater, high quality natural habitats, and agricultural soils— financial resources, and our existing investments in infrastructure, • Pivoting from expanding to maintaining our region's wastewater and highway infrastructure; • Leveraging our infrastructure investments with higher expectations of land use. Responsibly managing finite natural resources The region enjoys a bounty of natural resources including three major rivers, over 900 lakes, extensive wetlands, native prairie, woodland habitats, and an abundant groundwater system. These rich natural assets are part of our regional identity, enhancing our quality of life and supporting a strong economy. Natural areas recharge our aquifers and clean stormwater runoff and slow its flow, reducing flood damage and improving the quality of rivers, lakes, streams, wetlands and groundwater. Natural resources also provide a variety of benefits that would be costly to replace. Tree canopies shade our buildings and absorb carbon dioxide and pollutants. Wetlands and upland woods and prairies provide wildlife habitat and offer access to nature. Local research "confirms that many types of open spaces, from parks and nature preserves to greenways, wetlands and lakes, have a positive effect on nearby property values. "' Nonetheless, challenges to the quality and extent of natural resources abound. Making natural resources a key part of the planning and development process will help protect highly prized natural features for current and future generations. Protecting and preserving the region's natural resources for future generations have long been an important part of the Council's work. The Council works to preserve natural resources by partnering with local governments on land use planning, incorporating natural resources as a consideration in the Council's own planning and infrastructure investment decisions, and planning and funding regional parks. The Council uses its investments in the Regional Parks and Open Space System to conserve scarce natural ' Wilder Research, The Economic Value of Open Space, 2005 DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 9 resources, such as habitats for endangered species, fens, unique habitats, conserved prairie, wetlands, and water resources. For example, regional park resources such as the Minneapolis Chain of Lakes and Lebanon Hills in Dakota County help preserve important ecological and natural features. Since its founding in 1974, the regional parks and open space system has protected natural resources, including 30,700 acres of land designated as Regionally Significant Ecological Areas. In addition, the Council partners with the Minnesota Department of Natural Resources, the Minnesota Pollution Control Agency and other state and local organizations to manage natural resources, especially water. Although the region is a water -rich area, the quality of its rivers, lakes, and streams suffers from stormwater runoff that carries sediment, phosphorus, nitrates, oils, road salt, and other pollutants. Loss of natural areas contributes to increased runoff and lowered water quality. Best management practices minimize pollutants in the region's surface- and groundwater. Proper management of subsurface sewage treatment systems is needed to minimize impacts on surface water, groundwater and public health. The Council and its partners will work to maintain and improve the quality and availability of the region's water resources (rivers, streams, lakes, aquifers, and wetlands) to support healthy habitats and ecosystem while providing for recreational opportunities. To protect natural resources, the Council will: • Fund ongoing acquisition of priority natural resources and the last best places into the Regional Parks and Open Space System. • Encourage local governments to locate and design new developments in a way that preserves and benefits from the natural environment to reduce development pressures that endanger natural resources by promoting growth in already- urbanized areas. • Assess the quality of the regional groundwater system and its vulnerability to land use changes as well as identifying high potential areas for recharge. • Monitor and assess the condition of the region's lakes, rivers and streams. • Partner to conserve, maintain, and restore natural resources identified in local natural resource inventories. • Provide direction, guidance and technical assistance on best management practices for effective stormwater management and land use strategies that preserve and protect natural resources. • Continue to ask local governments that their local comprehensive plans to include local natural resources inventories, identify the tension points between natural resource protections and development pressures; and adopt local land uses and planning strategies for protecting natural resources and minimizing development impacts. Pivoting from expanding to maintaining our region's wastewater and highway infrastructure As with preserving natural resources, the Council is expected to be a wise steward of public financial resources and to strategically, effectively and efficiently guide those dollars to the greatest benefit to our region. The combination of structural and demographic changes has made public resources for infrastructure expansion and preservation much more limited than in the last half of the 20" century. Consequently, it becomes more critical that we make smart investments and wise financial decisions to maximize the benefit from the resources we have. The deterioration of roadway pavement and the aging condition of the regional sewers demonstrate the urgency of investing significantly more in their preservation and maintenance. It DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 10 is time to strike a new balance between being good stewards of the infrastructure we have and building more. As a result, the Council is pivoting from an emphasis on expanding our systems— especially wastewater and highways—to maintaining the infrastructure we have and maximizing the impact of limited dollars. The Council's effective planning, combined with slowed population growth and reduced per capita water use over the last decade, has created a regional wastewater treatment system with adequate capacity and service coverage planned through at least 2040.. Prudent planning and system improvements at the regional and local levels have helped maintain and extend the capacity and life of the existing wastewater treatment system. Working with local governments, the Council has planned out the region's wastewater system through 2030, and forecasted population growth to 2040 suggests minimal need to expand the wastewater system's geographic footprint. As a result, the Council's attention will increasingly turn from managing the edge of the system to ensuring adequate maintenance and capacity in the redeveloping areas of the region in order to efficiently use existing wastewater investments. Our region's highway investment strategy exemplifies the need and the opportunity for thoughtful and strategic stewardship of resources. While some gaps remain, the region's highway network is essentially complete and must now be rebuilt. The highway preservation and maintenance needs are increasing as federal, state, and local resources for roads and bridges continue to decline. For example, gas tax revenues are declining due to improved fuel efficiency, changing travel patterns, and lost purchasing power as costs rise over time. The 2013 Minnesota State Highway Investment Plan shows that the region will have only $52 million available annually from 2014 to 2022 for highway mobility improvements, a reduction from 2030 Transportation Policy Plan projections and meeting one - fourth of the anticipated need. From 2023 onward, all state highway funding will be devoted to preservation of the existing system. While the region must operate, maintain, and rebuild the existing highway system, these investments alone cannot accommodate the growing region. Regional roadway congestion is a sign of economic activity and occurs primarily during peak commuting hours. As a result, moving more people during these times requires different solutions than just addressing the congestion. With limited fiscal resources, smart highway capacity investments across the region must take a system -wide approach and create alternatives to driving alone in congestion, rather than project -by- project expansions that often simply move the congestion "down the road ". Managed and priced lanes optimize overall highway capacity both for those who use the lanes and those who do not. Strategic capacity improvements, such as converting signaled intersections into interchanges and providing Interstate lane continuity, produce a smoother overall traffic flow from the existing system. The Council's policies will emphasize preserving existing highway assets and optimizing capacity through strategic investments that will be further defined in the 2040 Transportation Policy Plan: • Preserve, manage, and optimize the capacity of the existing highway system to move more people and vehicles; • Construct lower - cost /high- benefit safety and capacity improvement projects on highways across the region; • Leverage preservation projects with lower - cost /high- benefit investments, such as the 1- 35E Cayuga bridge replacement project which is also adding capacity for managed lanes; • Expand the regional system of managed lanes to provide a congestion -free option for those using transit, sharing rides, or willing to pay; DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 11 • Strategically enhance capacity such as converting signaled intersections into highway interchanges and providing Interstate lane continuity; • Enhance transit projects; • Offer transportation choices that do not involve single- occupant vehicles. The intersection of land use, urban form and the transportation system shapes the effectiveness of stewardship of transportation investments. The Council will work with municipalities to align development patterns and highway investments by focusing growth and investment along corridors with strong potential for future transit or managed lanes. Areas outside these corridors may continue to develop but will receive only limited investments from federal or state sources for new or expanded highways. Leveraging transit infrastructure investments with higher expectations of land use The region has been building its highway system for more than 50 years, but we have only started to build new fixed -route transitways in the last decade to supplement our extensive bus network. Our transitway network is largely still in development with opportunities to invest in transit across the urbanized parts of our region. We have learned that effective stewardship of public transit dollars requires a more strategic coordination of regional transit investments with more - intensive surrounding land uses, connected development patterns and urban form. Since much of our region developed around roads and private automobiles, the changes in land use and urban form required to make transit successful will be significant. To effectively leverage our regional transit investments, the Council will need strong local partners who are willing to plan and invest in their communities and coordinate with neighboring communities to develop around transit. The Council will: • Prioritize transit investments in areas where infrastructure and development patterns to support a successful transit system are either in place or committed to in the planning or development process, balancing transit ridership with added connectivity; • Expand the geographic coverage of transit service in areas with a local commitment to transit- supportive development patterns and the market for future development; • Stage transit modes, coverage, and service levels to match the intensity of development to both minimize the risk to public resources and maximize return on public investments; • Define the Council's expectations for transit - supportive land use planning — including expectations for connectivity, density and intensity, environmental considerations, and zoning near major transit investments (policy will be refined in the 2040 Transportation Policy Flan); • Collaborate with municipalities to coordinate land use and development patterns with frequent, all -day transit service and transitways to increase transit ridership, increase the likelihood of successful transit investment, and respond to new market opportunities around transit investment. In addition to being a responsible steward of its existing resources, we must also focus on our economic prosperity to expand our pool of resources for future investments. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 12 Prosperity Prosperity is fostered by investments in infrastructure and amenities that create regional economic competitiveness, thereby attracting and retaining successful businesses, a talented workforce, and, consequently, wealth. Regional economic competitiveness results from strategic, long -term public and private decisions that build on and grow our region's economic strengths relative to other regions. Collectively, the region must provide great locations for businesses to succeed - particularly the industries that export products or services beyond the metropolitan area and bring revenue into the region. Advancing prosperity involves: • Fostering the conditions for shared economic vitality by balancing major investments across the region; • Protecting natural resources that are the foundation of prosperity; • Planning for and investing in infrastructure, amenities and quality of life needed for economic competitiveness; • Encouraging redevelopment and infill development across the region. Minneapolis and Saint Paul, developed as cities because of their favorable locations. Saint Paul was considered the navigable head of the Mississippi River, while Minneapolis found its origins alongside the hydropower provided by Saint Anthony Falls where milling blossomed. James J, Hill's Great Northern Railway brought the agricultural wealth of the entire northwestern United States through Minneapolis and Saint Paul, creating and reinforcing the region as a financial hub. Though the economy has evolved over the last 150 years, businesses seek locational advantages, particularly access to a skilled workforce, access to markets and an overall environment that allows them to compete in the global market. Some businesses rely more heavily on freight and the movement of goods, while knowledge- intensive services concentrate on moving people to jobs and on the quality of life that attracts and maintains a highly - skilled workforce. The Metropolitan Council's regional planning and infrastructure set the stage for our region's economic competitiveness and prosperity. While local economic development authorities and others work directly with businesses, the work of creating, attracting and retaining businesses to the region requires coordinated efforts. The Council's contributions to regional economic competitiveness lie in the arena of community development —that is, supporting the infrastructure, amenities and quality of life that are essential to attracting and retaining businesses and talent. The Council will use its authority and capacity to plan and invest in community development and consider prosperity and economic competitiveness as a lens through which to evaluate its planning, operations and investment decisions. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 13 Fostering the conditions for shared economic vitality by .balancing major investments across the region To advance prosperity across the Twin Cities area, the Council will intentionally consider regional balance – that is, balancing its investments and activities across the region —in its planning, operations, and investment decisions. The Council's intent is that no part of the region is consistently favored or consistently ignored. The issue of regional balance has several multiple dimensions; sometimes the issue is north and east vs. southwest, other times the issue is suburban edge vs. suburban vs. urban center. Because development patterns vary across the region, advancing regional balance does not guarantee that all parts of the region will receive the same level or intensity of investments, activity or attention. Rather, advancing regional balance will be a consideration that helps all parts of the region receive investments that promote prosperity at their stage and level of development. Protecting natural resources that are the foundation of prosperity Location is only one of the Twin Cities region's attributes that create economic prosperity; our metropolitan area is also endowed with rich natural resources, such as soil, water and aggregate that help make our region prosperous. Prime agricultural soils support the region's farm economy and sustain local food production. Agricultural land creates economic opportunity for a variety of residents, ranging from farmers growing crops on century-old family farms to new Americans bringing their farming experience into small -scale local flood production serving farmers' markets. About a half. - million acres in the region, one - quarter of the region's land, are planned, guided and zoned to maintain agriculture as the primary long -term land use — mainly in a crescent - shaped area through Dakota, Scott and Carver Counties. The Council supports preserving agricultural land to protect the agricultural economy in the region, to provide economic opportunities for farmers, and to promote local food production. The Council limits urbanization in rural areas to reduce development pressure on farmland and to avoid the premature extension of roads and sewers. Some of the region's agricultural lands are identified as part of the Council's long -term service area for sewered development only after 2040. This designation gives the Council greater authority to enable long -term agricultural uses and avoid premature development until urban densities are needed to accommodate regional growth. The Council acknowledges that local jurisdictions are best - positioned to determine how best to guide agricultural land within their borders. From its role in the early historical development of our region, water is a critical prerequisite of regional growth and prosperity. Access to clean water through both groundwater and the Mississippi River will be a competitive advantage for our metropolitan area during the next century when many other regions around the globe will struggle to provide clean water at a reasonable cost. Illustrating the economic importance of water supply, the City of Minneapolis has calculated that a shutdown of its water supply system would cost businesses over $65,000,000 a day. (2013 analysis) The Council's long -term approach to planning water sustainability gives our region a competitive edge — particularly considering that other regions across the country are planning for water supplies in days or weeks, not decades and generations. The Council's regional vision and approach to managing our regional water resources consider the interrelationships of land use, development patterns, transportation and other regional services, and water resource DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 14 protection. Managing and using our water resources wisely will sustain the region now and into the future. Aggregate- -i.e., gravel and crushed rock --is another resource vital to our area. Regional transportation systems and the building industry need large volumes of aggregate for construction and maintenance. The local availability of aggregate helps reduce construction costs for roads, bridges and housing. Because aggregate is a limited resource critical to the construction industry, it is critical to avoid building over aggregate until aggregate has been removed. Analysis that was published in 2000 found that as of 1997, 45% of the region's aggregate deposits had either been built over by development or already mined. To protect soils, water and aggregate, the natural resources that are the foundation of economic prosperity, the Council will: • Encourage local governments to promote and preserve agricultural land. • Maintain and update the regional water supply plan to promote a sustainable water supply for the long -term. • Incorporate water sustainability considerations in all areas of Council policy and actions, including overall development patterns, water management, transportation, and housing and regional parks. • Require local governments to address wafter sustainability in their local comprehensive plans. • Work with regional and local partners to identify subregional and local solutions to water sustainability that balance regional needs and local objectives. • Implement the statutory requirement that local jurisdictions with aggregate resources within their borders address their goals, intentions, and priorities concerning aggregate in their local comprehensive plans. Planning for and investing in infrastructure, amenities and quality of fife needed for economic competitiveness While Thrive MSP 2040 identifies economic competitiveness as a new emphasis, the Council's long -range planning and infrastructure investments already advance regional economic prosperity. The benefits of the Council's regional approach include planning for the efficient movement of people and freight, providing cost - effective and efficient wastewater treatment and contributing to a quality of life and cost structure that attract and retain businesses and talent. In fact, today the Council's wholesale wastewater treatment rates are as much as 40% lower than comparable regions. Regional transportation systems provide efficient, effective and reliable access to materials and regional, national and international markets. Time spent in transportation — for raw materials or finished goods —does not add value to businesses, so strategic locations require access to efficient transportation. The region's bustling international airport, rail and river freight systems, regional highways, and growing transit system all work together to support our vibrant regional economy. 2 Minnesota Geological Survey Information Circular 46, "Aggregate Resources Inventory of the Seven- County Metropolitan Area, Minnesota ", 2000. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 15 A thriving regional aviation system is an economic asset to the region, providing businesses and people with competitive access to the global economy. Airport access is particularly important for our region's corporate headquarters and industries dependent on travel and shipping high - value goods. Our system of reliever airports provides alternatives for general aviation that are dispersed across the region and creates options to using the Minneapolis -Saint Paul International Airport, the region's only commercial service airport. The Council reviews major capital projects of the Metropolitan Airports Commission and supports investment in airport facilities to keep pace with market needs and maintain the region's economic vitality. Our region has a competitive advantage over many regions in its multimodal freight system. With four Class I railroads (large railroads with a nationwide or continental network) and several short line railroads, barge shipping on the Mississippi River, and an extensive highway system anchored by two interstate highways, the freight movement system ensures the accessibility of the region to markets and raw materials. The region's freight system has four components: • Trucks, the workhorses of the local freight system, carry 75% of all freight in the region. They are1he most flexible mode of the system but need nearby highway access, appropriate development patterns and predictable mobility to work efficiently. • Freight rail is used for longer- distance (500 miles or more) trips, moving materials, liquids, commodities or containerized goods, often in specialized cars, at low cost and with low carbon impact. Industries that ship these bulk products require direct access to freight rail. • Barges on the Mississippi River move bulk commodities such as aggregate, fertilizer, or grain long distances at very low cost and with low carbon impact. Barge traffic needs continued access to ports to succeed. • The final component of the freight system is the intermodal transfer facilities where freight can be moved between trucks, trains and barges. In addition to river ports, the region has two well -used major intermodal terminals —the BNSF Midway Hub in Saint Paul and the CP Shoreham Yard in Northeast Minneapolis —that serve the transition from rail to truck. In recent years, the rise of containerized shipping has made the transfer facilities even more critical to our freight system's efficiency. These transfer facilities have great value to regional economic competitiveness and should be recognized and protected. This interconnected freight system contributes to economic competitiveness by offering optimal shipping options for a variety of industries. Industrial land provides locations for exporting industries and good - paying jobs; the Council discourages redevelopment of industrial land in strategically important locations along rivers and railroads in the region into other uses, Local government plans should also consider the potential conflicts and impacts resulting from residential communities, commercial districts, and parklands encroaching upon existing industrial land uses. Some locations possess unique characteristics or assets that are significant to the regional economy —for example, airports, intermodal freight terminals, barge terminals, highways, freight railroads, and major manufacturers. Many of these locations serve region -wide needs despite a cost to the neighboring area — whether noise, nuisance or a loss of tax base. The Council will work with local communities to monitor and manage these land use conflicts and recommend solutions that balance the overall region's needs with local needs. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 16 The region's highway investments are part of a coordinated, interconnected, and multimodal regional transportation network that safely, reliably and affordably connects people and freight with destinations in the region and beyond. In fact, the vast majority of the region's freight moves by truck. The Council works with the Minnesota Department of Transportation, counties and local units of government to preserve and improve these roadways. To make the regional highway system more efficient, the Council and the Minnesota Department of Transportation are building managed lanes— MnPass lanes —which provide a congestion -free alternative for transit users, carpools, and those willing to pay. This market -based solution allows auto drivers and small trucks to price the value of their time spent in congestion and pay for a faster alternative. These managed lanes also create more capacity for larger trucks in the general highway lanes during peak traffic periods. Employers locate worksites to maximize their accessibility and proximity to the workforce they need. We must compete with regions around the globe for attracting talented young workers who are necessary to meet the needs of the region's growing economy and replace retiring baby boomers. To compete successfully for this generation, our region must provide the housing, transit, transportation and quality of life amenities that will continue to attract the talent needed by employers in our region — including an exceptionally high concentration of corporate headquarters and business service firms. The region's transportation system, including highways, transit and the emerging bicycle network, provides our residents options for commuting to their workplaces. Accessibility to transit is of particular interest to office -based employers because transit reduces both employer costs of providing parking and employee transportation costs. Employers are also interested in locations that are proximate to housing options affordable to their employees. To plan for and invest in the infrastructure, amenities, and quality of life the region needs to be economically competitive, the Council will: • Plan for the efficient and multimodal movement of freight globally, nationally and regionally to support the region's industries; • Continue to provide cost - effective and efficient wastewater treatment at wholesale rates that are as much as 40% lower today than in comparable regions; • Contribute to a quality of life and cost of living that attract and retain a talented workforce; • Focus expansion of transit service to and within existing and emerging high - density job and activity centers; • Construct and support park and rides to provide access to transit in less dense residential areas; • Encourage workforce housing that is affordable to a variety of income levels across the region, especially in proximity to job centers and transit; • Plan for adequate capacity at Minneapolis -Saint Paul International Airport, and maintain, improve and preserve our system of reliever airports; • Use its authority and provide technical assistance to protect and preserve compatible land uses around resources such as airports, railroads and industrial land; • Conduct a metrowide inventory and analysis of industrial land to assess the supply of and demand for industrial land with freight access; • Investigate and assess cost - effective options for regional water supply infrastructure. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 17 Encouraging redevelopment and infill development across the region Development on undeveloped or agricultural land — greenfield development — traditionally costs developers or builders less because the costs of demolition or pollution remediation are minimal. However, development on greenfields often has higher long -term public costs because it requires extending regional infrastructure to new areas. On the other hand, infill development and redevelopment require less new regional infrastructure but can cost more for the developer upfront, both in the direct costs of demolition and pollution remediation as well as the increased complexity of integrating a project into existing neighborhoods. Over the long - term, proportionately more infill development and redevelopment compared to greenfield development will result in a denser, more compact region, minimizing the loss of agricultural land, reducing travel distances and enhancing the ability of the region to support transit. Redevelopment projects may require direct public subsidy or indirect support through specific infrastructure investments. Because healthy, thriving regions need both a strong periphery and a strong core, the Council will work to encourage redevelopment and infill development across the region by: • Compiling locally- identified priority sites for development and redevelopment, as included in local comprehensive plans, into a regional inventory of development priorities; • Analyzing the market readiness of these sites and work with local and regional partners to develop investment and redevelopment strategies customized to the needs of different types of strong and weak markets, including concentrated and racially - concentrated areas of poverty; • Using its role and authorities to streamline redevelopment processes and help equalize the playing field, including differences in cost, between redevelopment, infill development and greenfield development sites. To leverage the full power of our region's economic assets, we must help al/ of the region's residents access opportunity and participate in regional economic competitiveness. DRAFT FOR PUBLIC COMMENT Last revised. February 21, 2014 18 Equity Equity connects all residents to opportunity and creates viable housing and transportation options for people of all races, ethnicities, incomes and abilities so that all communities share the opportunities and challenges of growth and change. For our region to reach its full economic potential, all of our residents must be able to access opportunity. Our region is stronger when all people live in communities that provide them access to opportunities for success, prosperity, and quality of life. Promoting equity means. • Using our influence and investments to build a more equitable region; • Creating real choices in where people live and how people travel for all our residents, across age, race and ethnicity, economic means, and ability; • Investing in a mix of housing affordability along the region's transitways; • Engaging a full cross - section of the community in decision- making. Our region has some of the largest disparities by race and ethnicity of any large metropolitan area in the nation. The region will not be able to realize its full economic potential of these disparities persist: • In the Minneapolis -St. Paul metropolitan area, 25.7% of all people of color are poor, compared with 6.4% of white non- Latina people. This is the largest such disparity among the 25 largest metropolitan areas. The poverty rate for African Americans is 5.7 times greater than the poverty rate for white, non - Latina people —by far the largest such disparity among the 25 largest metropolitan areas. • The per capita personal income for Black and African American people ($15,336) is just 40% of the per capita personal income for white, non - Latino people ($37,943). • The percentage of adults of color who lack a high school diploma is nearly six times that of white, non - Latino adults. • The unemployment rate for people of color is more than twice that of white, non - Latino persons. The unemployment rate for Blacks and African Americans is 2.9 times the unemployment rate for white, non - Latino people —the biggest such disparity among the 25 largest metropolitan areas. • The homeownership rate among households of color is 49% of the homeownership rate among white, non- Latino households. Just 22% of Black or African American households own their homes. 3 Data from the 2012 American Community Survey. To enable comparisons with other regions, numbers describe the 13- county Minneapolis -St. Paul metropolitan statistical area. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 19 Disparities by Race and Ethnicity in the Twin Cities, 2012 Rankof White, non- Persons of disparity among Latino color largest metro areas 4 P }3'3 a j a i o e a f 1ston a 25 diptomafl 7 _ , ..,r.... .r..._. Percentage of civilian working -age population that is 79,4% 64.8% 1 employed R cen e.above poverty - threshold 93.6 °I� . 74-3 1 % 1 Per capita income $37,943 $18,078 4 Per'ntae of householders who own. `theiV homes 75.8 % 37.0 % 1 These disparities are growing at the same time the share of our region's population of color is growing. In 2010, 24% of our region's population was people of color; by 2040, 40% of our region's residents are expected to be people of color. The share of people of color increases among younger age groups; 54 percent of residents under age 18 will be people of color in 2040. Eliminating these disparities, on the other hand, can have dramatic benefits. If everyone in the Twin Cities in 2040 enjoyed the same socioeconomic profile as white non - Latino people do today, the social and economic impact would be significant. Compared to the disparities continuing unabated, there would be: • 171,000 more people with a high school diploma; • 124,000 more people with jobs; • 274,000 fewer people in poverty; an additional $31.8 billion in income; and 186,000 more homeowners.' The combined impact of increased employment, income and homeownership would go far to close today's disparities in wealth by race and ethnicity. Nearly all of our region's net workforce growth over the next three decades will come from residents of color. In short, all residents of the Twin Cities region need access to opportunity if the region is to have a healthy and prosperous future. Using our influence and investments to build a more equitable region The Metropolitan Council will use equity as a lens to evaluate its operations, planning, and investments, and explore its authority to use its resources and roles to mitigate the place -based dimension of racial, ethnic and income -based disparities. 4 The ranks account for certain differences across metropolitan areas to make them more comparable. 5 These figures are Metropolitan Council staff calculations based on 2007 -2011 American Community Survey data for the 7- county Twin Cities region and the Metropolitan Council's Revised Regional Forecast to 2040 (February 2014). DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 20 To meet the expectations of the federal Sustainable Communities Regional Planning Grant, the Council has been developing Choice, Place and Opportunity: An Equity Assessment of the Twin Cities Region. The process of developing this assessment has to deeper understandings of the historical and current geography of race, poverty, and opportunity in the region. The Council is asking itself and its partners whether and how public investments can effectively address a legacy of private disinvestment in select neighborhoods. This process also introduced a focus on racially- concentrated areas of poverty, defined for our region as census tracts where at least half of the residents are people of color and at least 40% of the residents live below 185% of the federal poverty line. By 2010, nearly one in ten of our region's residents lived in racially- concentrated areas of poverty. Because racially - concentrated areas of poverty can both limit the economic mobility of their residents and discourage private investment, our region simply cannot afford to allow racially- concentrated areas of poverty to either persist or grow. The Council will: • Work to mitigate concentrated and racially- concentrated areas of poverty by better connecting their residents to opportunity and catalyzing neighborhood revitalization; • Work with communities to create more income - diverse neighborhoods, including strategically targeted subsidies to develop market -rate housing in select areas; • Use Livable Communities Act resources to catalyze private investment in concentrated and racially- concentrated areas of poverty; • Actively partner in neighborhood revitalization efforts such as Penn Avenue Community Works; • Conduct a regional inventory of industrial land that considers the location of industrial land relative to the potential workforce eager to access nearby higher -wage job opportunities; • Ask grant applicants to explain how their projects would advance equity, including helping residents of concentrated and racially- concentrated areas of poverty and /or lower- income households. By using public resources to catalyze investment in areas that have seen chronic private disinvestment— specifically including the concentrated and racially- concentrated areas of poverty identified through Choice, Place and Opportunity: An Equity Assessment of the Twin Cities Region —the Council will seek to help the region grow and prosper more equitably. Because the - challenges of racial and economic equity require aligning efforts across multiple entities, the Council will convene multiple partners, including cities, counties, school districts, non- profits and philanthropy, to develop shared plans and investment strategies to address the issues of concentrated and racially - concentrated areas of poverty. The Council will play a leadership role in this strategy, bringing data to the table and co- convening discussions with partner institutions to address both effects and underlying causes. Based on these conversations, the Council may explore funding set - asides or special investment resources to help create opportunities in concentrated and racially - concentrated areas of poverty. 6 $42,589 in annual income for a four - person household in 2011 DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 21 Expanding choices in where we live and how we travel for all our residents, across age, race and ethnicity, economic means, and ability To advance racial and economic equity across the metropolitan area, the Council will work to create and protect viable housing and transportation options for the region's residents, regardless of race, ethnicity, income, immigrant status or disability. While different people will make different choices reflecting their own needs and preferences, the Council's priority will be expanding real choices for housing and transportation. The region needs to offer housing options that give people in all life stages and of all economic means viable choices for safe, stable and affordable homes. To help more households have real housing choices, the Council will: • Use its resources, including investments in transit, infrastructure and redevelopment, to help create and preserve racially- integrated, mixed - income neighborhoods across the region; • Encourage preserving existing affordable housing across the region and encourage new additions to the affordable housing stock in areas that have an inadequate supply of existing affordable housing and are experiencing new housing construction — particularly in areas that are well- connected to jobs and transit; • Invest in affordable housing construction and preservation in higher - income areas of the region; • Provide competitive rent limits to enable Housing Choice Voucher holders to choose the location that best meets their needs, including those opportunities in higher -cost communities; • Encourage increased resources for preserving existing and producing more affordable housing opportunities at the federal, state, regional and local level to help close the gap between the region's affordable housing need and the supply; • Support research and testing related to fair housing, discriminatory lending practices, and real estate steering to determine if these discriminatory practices are occurring and limiting housing choices. Transportation choices are as important to lower- income households as housing choices. The Council will continue to strengthen transit connections between lower- income residents and opportunities such as jobs and education. To expand the transportation choices available to all households, including in some neighborhoods the choice to live without a car, the Council will: • Include a measure of households who do not own private automobiles —also known as "transit dependency" —as one of the elements driving the Council's Transit Market Areas and defining the level of transit service neighborhoods expect to receive; • Conduct Title VI service equity analyses ---a federally prescribed process —to ensure that major changes in transit service do not lead to disparate impacts on low- income residents and communities of color; • Prioritize transportation investments that connect lower- income areas to job opportunities; • Engage neighborhood residents in transit planning to understand how to most effectively use transit service and investments to promote access to opportunity. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 22 Investing in a mix of housing affordability along the region's transit corridors As our region makes significant investments in transit, particularly transitways, we must also ensure that the inevitable changes in neighborhoods along transit do not displace existing low- income residents. To promote a mix of housing affordability along the region's transit corridors, the Council will: • Align its resources and work with other partners to help preserve a mix of housing affordability along the region's transit routes and corridors to help low- income households benefit from transit investments; • Require that local jurisdictions applying for Livable Communities transit - oriented development grants adopt local policies reflecting equity in the proposed grant area; • Promote transit - oriented development that expands affordable housing in transit station areas. Engaging a full cross- section of the community in decision - making To move toward equity, our region needs the full range of voices at the table so all affected parties understand the issues, explore alternative approaches and proceed with action. This will require new approaches for the Council. Beyond convening regional stakeholders, the Council is strengthening its approach to outreach, public participation, and community engagement by developing a Council -wide Public Engagement Plan, In the development of this Public Engagement Plan, the Council will: • Define consistent expectations of how the Council will engage; • Evaluate what types of policy, planning and operational decisions need what levels of engagement, recognizing that not all decisions need and merit the same intensity of engagement; • Consult with members of the community, especially historically under - represented populations; • Focus on developing lasting relationships; • Work toward making decisions with people, not for people. The commitment to address racial and economic disparities across neighborhoods demonstrates the necessity of ensuring that all residents live in a healthy, vibrant and livable region. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 23 Livability Livability focuses on the quality of our residents' lives and experiences in our region and how places and infrastructure create and enhance the quality of life that makes our region a great place to live. With abundant and beautiful open space, an active arts community, a range of housing options, and a reasonable cost of living, the Twin Cities region is widely recognized for its high quality of life. The Metropolitan Council's focus on livability is on creating and renewing vibrant places and underlying infrastructure, investing in regional parks and affordable housing, and collaborating with partners to achieve the full range of possibilities that make our region a great place to live. Livability adds value to our region by helping to retain and attract a talented workforce, increasing living choices, building community identity, highlighting the unique qualities of local places, and supporting individual decisions that reinforce those qualities. The Council is committed to increasing livability in the region through its authorities, its investments in infrastructure, and its collaboration with others to sustain and increase a high quality of life. Enhancing livability means: • Promoting healthy communities and active living through planning and investments; • Increasing access to nature and outdoor recreation through regional parks and trails; • Supporting regional bicycle facilities to promote bicycling for transportation, recreation and healthy lifestyles; • Providing housing and transportation choices for a range of demographic characteristics and economic means; • Aligning resources to support transit - oriented development and walkable places. Livability helps attract and retain the people and businesses that our region needs to thrive and compete economically. People are increasingly choosing where they want to live, especially metro areas that offer attractive amenities and lifestyles, and then looking for jobs there. Young, creative professionals today are highly mobile and can live anywhere they want. They are choosing high - amenity places that have a diverse population, a rich arts and entertainment culture, natural beauty, abundant recreation, and sufficient walkability and transit systems that allow them to travel without a car. Attracting younger talent through high- quality communities is also an investment in the future market for our housing stock. Many young urbanites look for more space as they have children and their lifestyle preferences change. As existing residents age out of their homes, these younger residents will be ready to move in. Businesses also place a high value on livability. Whether it is a large company seeking a location for an office or a talented entrepreneur looking to grow an innovative business, decision- makers want to know their employees can get to work and are happy living here. Promoting healthy communities and active living through planning and investments Land use and planning decisions can promote active living and healthy communities. Populations living in walkable places are more active and therefore healthier than populations living in car - dependent areas. Considering the immense costs of obesity and sedentary lifestyles to our health care system; promoting active living through planning decisions provides a key opportunity to improve both livability and our region's health outcomes. Land use decisions can create opportunities for people to walk or bike to their destinations rather than drive door -to -door, provide active outdoor recreational options, and offer access to open space. To promote healthy communities and active living through planning and public investments, the Council will work with its partners to: • Incorporate active living considerations when evaluating competitive funding proposals, infrastructure investments and operations; • Encourage access to safe and healthy food. Increasing access to nature and outdoor recreation through regional parks and trails Our regional parks are essential in keeping our region at the top of national livability rankings. The Twin Cities area's 59 regional parks, park reserves and special recreation features plus over 300 miles of regional trails showcase the unique landscapes of the region and provide year -round recreation. Our residents have consistently singled out the region's parks, trails and natural environment as the most attractive feature of the region.' Drawing 45.8 million annual visits, the Regional Parks System provides access to natural space that contributes to physical and emotional well- being. Many of our region's most well -known and iconic sites— the Minneapolis Chain of Lakes, Como Zoo and Conservatory, Lebanon Hills Regional Park, Bunker Hills Regional Park, Elm Creek Park Reserve, and Lake Elmo Park Reserve —are part of the regional parks system. The Council will collaborate with the Metropolitan Parks and Open Space Commission, regional park agencies and State partners to: • Expand the regional park system to conserve, maintain and connect natural resources identified as being of high quality or having regional importance; • Provide a comprehensive regional park and trail system that preserves high- quality natural resources, increases climate resiliency, fosters healthy communities, and enhances quality of life in the region; • Promote expanded multimodal access to regional parks, regional trails and the transit network, where appropriate. For more information, see the Metro Residents Survey DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 25 • Strengthen equitable usage of regional parks and trails by all our region's residents, such as across race, ethnicity, class, age, ability and immigrant status. Providing housing and transportation choices for a range of demographic characteristics and economic means Over time, our region has grown into a variety of communities and neighborhoods with a wide range of housing. Single - family homes comprise 58% of our region's current housing stock. Demand for this housing stock is projected to continue, but the segments of our population that are growing will consist of households that may increasingly prefer alternative forms of neighborhoods. Recent trends support this shift. Since 2000, only 43% of our region's building permits have been for single - family detached homes; in 2012, the region issued building permits for more multifamily units than all housing units in any of the previous three years. The livability challenge around these shifts is to create communities that offer satisfying experiences and meet the daily needs for living, shopping, working, and recreation for each group, not simply housing developments that offer a place to own or rent. As residents age, their needs, preferences and travel behavior shift; some communities are poorly designed to accommodate their residents' future needs. Growing cohorts of residents, including international immigrants and young professionals living alone, may need housing and transportation choices beyond what our region now offers. As. infrastructure ages, rebuilding will be necessary, Going forward, each jurisdiction will have to examine whether it offers satisfying living options for its current and future residents. Some of the larger groups and the experiences they may value include: • Seniors -the "Silver Tsunami" —will be the fastest growing segment of our population, doubling in absolute numbers by 2030 and reaching one in five of our region's residents by 2040. As people age, their housing preferences tend to change. While some choose to move to a downtown condo and others want to stay close to their places of worship, friends or family members (especially the grandchildren), most seniors share common interests in less household maintenance, smaller housing units, and easy access to nearby goods and services, especially health care. Are there adequate housing choices available for seniors to stay active, conveniently access goods and services, and/or be near friends and family? • The Millennial generation, already the largest generation demographically, seems to have different lifestyle preferences. Millennials tend to favor urban amenities, access to transit and bicycling options, and more dense and active neighborhoods rather than the auto - oriented subdivisions of their youth. Between stagnant entry -level wages, higher student loan debt, and delayed marriage and child- rearing, Millennials are less likely to move into homeownership at the same ages at their predecessors. Critical to the region's future prosperity, will we have places that retain and attract these young individuals and households? If their living preferences continue to diverge from their parents' generation, will our region's communities continue to offer them satisfying living situations? • New Americans move to our region from across the globe, bringing with them unique cultural histories that build the richness of our region. As these residents come to the region, will they find places that facilitate their settlement, provide affordability, community and employment, and offer opportunities to prosper? To support the livability of our region for our changing demographics, the Council will: DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 26 • Continue to provide regional wastewater treatment services at rates that today are among the lowest in the country; Encourage and invest in a wide variety of housing options throughout the region to serve the increasingly diverse population, including viable housing choices for households with low and moderate incomes; • Invest in transit to expand transportation options, particularly to connect workers to jobs throughout the region; • Construct and support park and rides to expand access to transit as a transportation alternative in less dense residential areas; • Support complete streets approaches to enhance transportation choices; • Promote the preservation of existing housing, especially affordable housing, to cost- effectively maintain affordability and preserve the unique historical characteristics of the region's housing stock. Supporting the region's bicycle and pedestrian facilities to promote bicycling for transportation, recreation and healthy lifestyles Over the last ten years, bicycling as a mode of transportation has increased as a result of growing interest in physically- active lifestyles, concern about climate change, improved connections to transit, and the preferences of the Millennial generation. Our region has earned a national reputation for bike - friendliness, in large part due to the infrastructure investments made by local governments. Data from the 2010 Travel Behavior Inventory show that bicycling's share of work commute trips has grown by 70% percent over the past decade and now represents one in 11 work commutes in the central cities. Facilities for walking —which makes up 6% of all trips —are also important for transit ridership, healthy active lifestyles, and safety. The Council will collaborate with local communities, MnDOT, the Transportation Advisory Board, non- profit organizations and other partners to connect and improve bicycle and pedestrian facilities. Specifically, the Council will: • Focus its bicycle and pedestrian efforts on regional -scale issues and coordination among jurisdictions in the region, including: • Aggregating local bike plans into a shared regional format; • Identifying regionally important bicycle corridors in the 2040 Transportation Policy Flan; • Reducing gaps and barriers and improving links across jurisdictional borders. • Work with its partners, including MnDOT, the Transportation Advisory Board and local jurisdictions, to expand the region's bicycle and pedestrian system and increase these modes' share of the regional trips over the coming decades by: • Encouraging local jurisdictions to recognize planning and building of bicycle and pedestrian facilities as a component of new development; • Encouraging adoption of Complete Streets solutions by local communities where appropriate; • Encouraging local communities to include bicycle plans and pedestrian plans in their comprehensive plans; • Work with partners to plan, construct and maintain bicycle and pedestrian connections to regional systems (such as transit stations, highways or regional parks). DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 27 Aligning resources to support transit - oriented development and walkable places Every community can strive for better livability, but the needs and challenges for infrastructure and place- making vary widely by location. A neighborhood in the urban core may need wider sidewalks, shared open spaces, careful building detailing and a mix of activities to be livable. A suburban neighborhood may need increased housing options and more bike trails to access parks and transit stops, A rural center may need a traffic - calmed main street that allows pedestrians to cross more safely or the small businesses that would attract those pedestrians. Livability for all areas also requires a network of businesses — whether an ethnic restaurant owned by new immigrants or the small -town bar owned by the same family for generations — that makes our communities unique, both supporting local residents and attracting visitors from across the world. Each jurisdiction has a unique combination of natural landscape, built environment, and local culture; communities that recognize and value their particular character, needs and opportunities can more effectively invest in their future. The Council will: • In areas with density suitable for transit, support transit- oriented development that creates vibrant, mixed - income, places where people can live without an automobile; • In areas where density is not yet suitable for transit, encourage transit - friendly development patterns and coordination across jurisdictional boundaries to lay the groundwork for future transit- readiness and improve livability in the interim; • In areas where low density or low connectivity does not support transit, promote walkable neighborhoods and town centers to enhance livability. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 28 Sustaiability "Our greatest responsibility is to be good ancestors," Dr. Jonas Salk once said. And that responsibility calls us to live and act sustainably. Sustainability means protecting our regional vitality for generations to come by preserving our capacity to maintain and support our region's well -being and productivity over the long -term. The region's investments in prosperity, equity and livability will fall short over the long term if the region exhausts its resources without investing in the future. Planning for sustainability means: • Promoting the wise use of water through expanding water conservation and reuse, increasing groundwater recharge, and optimizing surface water and groundwater use; • Providing leadership, information and technical assistance to support local governments' consideration of climate change mitigation, adaptation and resilience; • Operating the region's wastewater treatment and transit systems sustainably. Promoting the wise use of water The Twin Cities metropolitan area is endowed with a relative abundance of high quality ground and surface water. Three major rivers, vast underground aquifers, and over 900 lakes make us the envy of urban areas the world over. Aside from the beauty and recreational value of the region's lakes and rivers, water is necessary to sustain our residents and our economic prosperity. The area's plentiful water supplies and the proximity of navigable rivers sustained indigenous communities and supported the development of the region's growing cities. The Mississippi River and the region's prolific aquifers continue to provide residents with a reliable water supply; our rivers are natural highways that serve commerce; our region's lakes, rivers, and streams nurture wildlife and offer people a variety of recreational opportunities. Yet our water supplies are not limitless. Population growth, development, localized water shortages, the impact of groundwater withdrawal on surface waters, contamination, and drought are affecting our future water supply. Increasing reliance on groundwater as our main source of drinking water has become a significant issue. In parts of the region, groundwater levels are declining. In some cases, it is affecting, or has the potential to affect, lake and wetland levels. A pressing concern is the impact that future development might have on the reliability of groundwater as a drinking water source. In 2010, 70% of our region's drinking water came from groundwater with the remainder coming from surface water sources. Groundwater analysis indicates that our aquifers are showing signs of depletion — water levels in some locations have declined by 40 feet in the last 40 years — which in turn has begun to have impacts on our lakes and wetlands in the region. Forecasts indicate that the region will add over 800,000 residents over the lifetime of this plan. Continuing current practices of using groundwater as a primary drinking water source will lead to continued depletion of groundwater supplies across the region. Conservation measures alone are inadequate to protect the region's water supply. Rather, the region needs to restore balance among water sources, maintain and enhance groundwater recharge and expand the use of conservation measures. To achieve our long -term vision of the region's prosperity and livability, our region's water resources must be sustainable, supported by a regional strategy that balances growth and protection to improve and maintain the quality and quantity, of our water in our lakes, rivers, streams, wetlands and aquifers. The Minnesota State Legislature defines water sustainability as, "Water is sustainable when the use does not harm ecosystems, degrade water quality or compromise the ability of future generations to meet their own needs." The Metropolitan Council is committed to collaborating with its partners to promote the long -term sustainability of the region's water resources and water supply. This regional strategy will balance growth and protection to improve and maintain the quality and quantity of our lakes, rivers, streams, wetlands and groundwater supplies. The Council will work with state, local and regional partners to provide for sustainable water resources through effective planning and management of water supply, surface water, and wastewater. To promote adequate and high quality ground and surface water supplies, the Council will: • Promote water sustainability in communities through the 2040 Water Resources Policy Plan and the Water Supply Master Plan, and through the review of local water supply plans, surface water management plans, comprehensive plans and comprehensive sewer plans. • Promote the wise use of water through optimizing surface water and groundwater use, conservation, reuse, aquifer recharge, and other practices. • Collaborate with partners, including providing technical assistance to local governments about wastewater, water supply and surface water management. • Address the reliability, resiliency, security, and cost - effectiveness of the region's water supplies. • Incorporate water sustainability considerations in all areas of Council policy and actions, including overall development patterns, water management, transportation, housing, and regional parks. • Identify subregional and local water sustainability solutions that balance regional needs and local objectives. The Council's 2040 Water Resources Policy Plan will advance water sustainability through specific policies for water supply, surface water management and wastewater. Providing leadership to support climate change mitigation, adaptation and resilience Over the long term, climate change will be one of the greatest threats to our region's ongoing prosperity and livability. Climate change threatens our continued orderly and economical development. Our region is already seeing rising temperatures and increased severe weather events. Climate change looms large as an issue with the potential to adversely affect the region in the absence of intentional and proactive planning. Responding to climate change takes three approaches: mitigation, adaptation, and resilience. Mitigation strategies focus on minimizing contributions to climate change — for example, reducing energy use that leads to greenhouse gas emissions. Adaptation strategies start from the premise that, despite mitigation strategies, climate change is already occurring and focus on how to change policies and practices to adjust. Resilience strategies recognize the difficulty of predicting what the impacts of climate DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 30 s change will be and emphasize increasing our flexibility to survive and thrive regardless of how climate change develops. The nation has seen the risks and costs of not preparing for significant climatic events through the experiences of Duluth after its summer 2012 flooding, New York City after Superstorm Sandy, and, most recently, Colorado after the September 2013 rains. Hitting the most densely - developed parts of the nation, Superstorm Sandy may cost the federal government $60 billion. The total cost to the city of Duluth in infrastructure repair and replacement ran to $80 million or $2,000 for each city household. While each event individually was impossible to predict, the growing frequency and large -scale impact of severe weather events demonstrate the necessity of planning for resilience. The Council is committed to building a resilient region that minimizes its adverse contributions to climate and air quality and is prepared for the challenges and opportunities of a changing climate. Recognizing the importance of climate change mitigation, adaptation and resilience, the Council will use climate impacts as a lens through which to examine all of its work. The Council will look for opportunities to use both its operational and planning authorities to plan for and respond to the effects of climate change, both challenges and opportunities. in addition to climate change, regional air quality factors (criteria pollutants) threaten both the quality of life and our economy as we may face severe additional regulations from the federal government. The Council recognizes the State of Minnesota's goals for greenhouse gas reduction adopted in 2007's Next Generation Energy Act. By tracking regional greenhouse gas emissions, we will identify opportunities to reduce emissions in the region. Broadly, the Council's work supports the region's collective efforts to minimize greenhouse gas emissions by: • Providing and promoting alternatives to single- occupant vehicle travel, including transit, carpooling, bicycling and walking; • Promoting compact, pedestrian - friendly development patterns and funding their development through the Livable Communities Act funds; • Protecting industrial land with access to ports and rail to encourage carbon - efficient means of transporting freight; • Supporting the Regional Parks System to protect open spaces and vegetative cover that mitigate the impact of the urban heat island and improve local wind circulation; • Investing in and pursuing local renewable energy generation for operations, including large scale solar facilities; • Promoting more efficient water use and water conservation, which reduces the amount of energy used to pump and treat water, often one of a community's highest energy requirements; • Protecting agricultural land for local food production to reduce distance -to- market travel emissions. The Council intends to expand its role supporting local governments in climate change planning to assist their efforts toward mitigation, adaptation and resilience. The Council will: • Expand the information and technical assistance it provides to local governments to support regional and local climate change planning; • Work with partners to collaboratively identify and examine the feasibility of energy improvement opportunities and pursue group purchasing to facilitate energy improvements where this might provide synergy and/or an improved economy of scale; DRAFT FOR PUBLIC COMMENT Last revised; February 21, 2014 31 • Develop, collect and disseminate information about climate change, including energy and climate data, the next generation of the Regional Indicators data, and a regional greenhouse gas emissions inventory; • Provide technical assistance to the region's local governments, including identifying risks, best practices and model ordinances for climate change mitigation and adaptation and working in partnership with the Minnesota Pollution Control Agency's Minnesota GreenStep Cities program; • Assess the risks and opportunities presented to the region from a changing climate and the potential rewards from addressing those risks and opportunities. • Provide information to local jurisdictions about the risks of not responding to or preparing for climate change and encourage local governments to plan and prepare for climate change, including incorporating climate change planning into their local comprehensive plans; • Create incentives to reward local governments that set and make progress on local greenhouse gas reduction goals. The Council's approach to climate change will focus on softer approaches — such as providing information, technical assistance and incentives — unless and until the lack of action poses a threat to orderly and economical development or portends a significant collective financial cost. In this event, the Council will take a stronger approach. Parallel to the potential impact of greenhouse gas emissions, the region may be approaching the foreseeable yet avoidable risk of failing to maintain air quality attainment status with the Environmental Protection Agency over fine particulate matter; the costs of air quality non - attainment would justify a stronger regional approach. In addition, the Council will collaborate with regional leadership and convene local governments and the broader community to address climate change mitigation and adaptation within the region. These expanded roles in information and technical assistance will help the Council serve as a resource to both local jurisdictions and the region at large. The Council intends to be a prominent player in elevating this important issue which affects the long -term viability of the Minneapolis -Saint Paul region. Operating wastewater treatment and transit systems sustainably The Council will mitigate its own contributions to climate change by reducing its own greenhouse gas emissions. In 2012, the Council adopted a Sustainability Policy for Internal Operations and Management which states that the Council will conduct its own operations in a sustainable manner, when economically feasible, specifically to: • Increase energy efficiency and use of renewable energy sources; • Reduce greenhouse gas emissions from Council operations; • Conserve and protect water resources; • Reduce solid waste generation; and • Reuse and recycle materials. Furthermore, the Council will monitor and track energy use and, when economically feasible, pursue opportunities to reduce energy use. The Council also will identify and pursue renewable energy opportunities, purchase energy star products, manage energy costs — review tariffs and peak control options, and track, and when feasible, reduce carbon dioxide equivalent emissions. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 32 Both the Environmental Services Division and Metro Transit have set goals of reducing their facility energy purchases by 50% from a 2006 baseline by 2020. The Council will continue to adopt innovative technologies to improve operations and use resources more sustainably. The Council will: • Invest resources to continually reduce energy use in its building and operations and be among the efficiency leaders in the region; • Pursue and invest in local generation of renewable energy for operations, including large scale solar facilities; • Continue its program to reduce inflow and infiltration into the regional sewer system, Excess flows from wet weather into the system consume capacity that could otherwise be used to support future growth; • Adopt technological advancements in the Metro Transit fleet to maximize operational efficiency and reduce fuel consumption through engine improvements, acceleration management, electrification, and other improvements. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 33 Thrive: Principles The five outcomes of stewardship, prosperity, equity, livability, and sustainability describe up the "why" of Thrive MSP 2040. Just as important is the "how" — the principles that guide how the Council carries out its policies, both internally and externally, to advance those outcomes, The Council has identified three principles to carry out its work: Integration R> Collaboration c-A Accountability These principles reflect the Council's understanding of its roles in integrating policy areas, supporting local governments and regional partners, and promoting and implementing the Thrive regional vision. These principles govern how the Council will implement the Thrive systems and policy plans and how the Council advances these outcomes, both individually and collectively. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 34 Integration Integration is the intentional combining of related activities to achieve more effective, greater results, leveraging multiple policy tools to address complex regional challenges and opportunities. The Metropolitan Council is committed to integrating its activities to pursue its outcomes, achieve greater efficiencies and address problems that are too complex for singular approaches. The Thrive outcomes — Stewardship, Prosperity, Equity, Livability and Sustainability —are lofty ideals that cut across the Council's functions and responsibilities. Pursuing them demands that the Council use its full range of authorities and activities in ever -more coordinated ways. Achieving integration means: • Moving beyond organizational silos to leverage all of the Council's divisions, roles and authorities in addressing regional issues, • Coordinating effectively with partners and stakeholders across and throughout the region. Moving beyond organizational silos A growing challenge faced by the region is diminishing funding. As available funding decreases even as the region continues to grow, the Council will have to produce more efficiency with each dollar it invests. That efficiency increasingly lies at the intersections between different systems. For example, the Environmental Services Division of the Council provides wastewater service, surface water quality planning and coordination, and water supply information and planning for the region. In the past, the Council has conducted each of these activities on its own, but today's challenges, especially emerging groundwater issues, have prompted the Council to incorporate all three water topics into a new, integrated approach: water sustainability. By considering all three as available tools, the Council will be able to do more with the same amount of water: increase groundwater recharge, provide clean wastewater discharge re -use options, and decrease demands on groundwater supplies. The principle extends throughout Council activities. By integrating its activities, the Council can produce more benefit from each investment. The Council will pursue this approach in its activities and investments within and among its divisions to advance the five Thrive outcomes, find greater efficiencies in investments, and address problems that single approaches cannot address. This will include activities such as: • Including regional trails, where appropriate, in designating regional bicycle transportation corridors; • Exploring Council -wide activities to address the effects of climate change; • integrating water supply activities, surface water management and wastewater management toward increased sustainability of the region's water resourese; • Requiring land use in transit corridors, especially in station areas, to be commensurate with the level of transit investment; DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 35 • Identifying critical relationships between regional systems and local investments, such as local pedestrian systems to access regional transit. Coordinating effectively with partners and stakeholders The Council's Outcomes — Stewardship, Prosperity, Equity, Livability and Sustainability —are larger than the Council can achieve by itself. By setting out a regional vision, the Thrive outcomes define the foundation for the Council's coordination with others. Much of this coordination is discussed in the next section — Collaboration —but the Council intends to more intentionally integrate its policy authorities and organizational structure, This approach will emerge through: The Council's work with local cities, counties and townships on comprehensive planning; The Council's coordination with local, special - purpose units of government such as watershed districts, water management organizations, and parks districts; • The Council's partnerships with state agencies and state boards, including: • Department of Agriculture, • Department of Employment and Economic Development, • Department of Health, • Department of Human Rights, • Department of Natural Resources, • Environmental Quality Board, • Minnesota Housing, • Minnesota Department of Transportation, and • Minnesota Pollution Control Agency. • The Council's funding decisions where one resource may advance multiple policy objectives. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 36 Collaboration Collaboration recognizes that shared efforts advance our region most effectively toward shared outcomes. Addressing the region's issues - particularly the emerging challenges of climate change, economic competitiveness, racial disparities, and water sustainability - requires collaboration because no single entity has the capacity or the authority to do the work alone. Even when one entity is the primary (under or investor in a project, success requires the coordinated collaboration of a range of public and private entities to fully realize the development potential - witness, for example, the extensive partnerships supporting development beyond the rails along the METRO Green Line (Central Corridor). For the Council, acting collaboratively means. • Being open to shared strategies, supportive partnerships and reciprocal relationships; • Convening the region's best thinkers, experts, and stakeholders to address complex regional issues beyond the capacity or authority of any single jurisdiction or institution; • Providing additional technical assistance and enhanced information to support local planning and decision- making. Being open to shared strategies, supportive partnerships and reciprocal relationships In implementing Thrive via the systems and policy plans and the next round of local comprehensive plans, the Metropolitan Council intends to be a collaborator first and a legal enforcer second. Technical or regulatory solutions led by a single entity cannot match the complex adaptive challenges now facing our region, driving the need for a collaborative stance. For example, the need for broad collaborative approaches to maximizing the benefit of our region's transitway investments led the Council to a leading role and active participation in the Corridors of Opportunity partnership of government, philanthropy, business, community development and advocacy. The Corridors of Opportunity transitioned in 2014 into the Partnership for Regional Opportunity, an ongoing effort to grow a prosperous, equitable and sustainable region. Another example is the Minnesota Environmental Quality Board's Climate Subcommittee, established in 2013, which includes representation from the Council, the Minnesota Pollution Control Agency and the Minnesota Departments of Commerce and Health; this effort is developing plans to help Minnesota meet the climate goals of the Next Generation Energy Act. The Council will continue to seek out opportunities for collaborative partnerships to address complex challenges in the region. Convening to address complex regional issues As a regional entity, the Metropolitan Council was formed to address issues that transcend local government boundaries and cannot be adequately addressed by any single governmental unit. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 37 As it developed this plan, the Council heard a desire from stakeholders for the Council to play a larger role as a regional convener around issues that the Council alone cannot resolve, ranging from economic competitiveness to regional poverty to water supply. The Council will use its regional role to be a convener of regional conversations, in both areas where the Council has statutory authority and issues with regional significance. The Council can make a significant contribution by bringing the best thinkers, experts, and stakeholders together to collectively develop regional or subregional solutions. This includes fostering collaboration among cities or among organizations working on similar issues. For example, in 2013 the Council, working with the Minnesota Department of Natural Resources and the Minnesota Geological Survey, hosted regional meetings in the Northeast Metro Area about the issues related to the decline in water levels in White Bear Lake. This effort is a good example where the Council has joined interested parties to help analyze problems and ultimately to develop solutions. While the challenges of the next decade may vary, the Council intends to play a role as a regional convener to advance conversations around: • Promoting affordable housing within the region; • Addressing climate change mitigation and adaptation within the region and elevating this important issue, which affects the long -term viability of the Minneapolis -Saint Paul region; • Developing integrated plans and investment strategies to transform racially- concentrated areas of poverty into thriving mixed - income, multi - racial neighborhoods; • Promoting the wise use of our region's water through rebalancing surface water and groundwater use, conservation, reuse, aquifer recharge, and other practices. As new issues emerge — such as the groundwater and surface water interaction issues in White Bear Lake — the Council is prepared to play a convening role. The Council will collaborate with regional partners to develop a shared vision and strategic priorities to advance regional economic competitiveness. At the regional level, the Council will continue to grow its partnership with cities, counties, GREATER MSP, and other partners in economic competitiveness, including possible development of a shared economic competitiveness strategy that outlines the roles and responsibilities of each partner as well as a process for identifying select development or redevelopment opportunities whose location, scale and complexity justify a regional focus. The Council will leverage its research and analysis function to examine and analyze the land use and infrastructure needs of the region's leading industry clusters and thereby inform city and county discussions about land use strategies that support economic development. Beyond convening regional stakeholders, the Council will strengthen its approach to outreach, public participation and community engagement by developing a Council -wide Public Engagement Plan. Providing additional technical assistance and enhanced information to support local planning The Metropolitan Land Planning Act and the Council's review authority give the Council a unique role with local governments. The Council already provides technical assistance to local jurisdictions to support the local comprehensive planning process and the effective implementation of regional policies around issues as diverse as aviation - compatible land uses, natural resource preservation, and inflow /infiltration mitigation. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 38 To supplement its traditional role of reviewing local comprehensive plans, the Council intends to expand this technical assistance and its information resources to support local government in advancing regional outcomes and addressing today's complex adaptive challenges. In addition, the Council will provide expanded technical assistance to local units of government around: • Stronger housing elements and /or implementation plans of local comprehensive plans; • Local government support of housing development projects (e.g., site selection, funding options, or design recommendations); • Identifying risks, best practices and model ordinances for climate change mitigation and adaptation in partnership with the Minnesota Pollution Control Agency's statewide Minnesota GreenStep Cities program; • Providing enhanced information and analysis on economic competitiveness, helping local jurisdictions better understand their contributions to the regional economy and therefore focus on leveraging their strengths, including through the local comprehensive planning process; • Understanding market forces associated with economic development and leveraging local economic development authority into a broader regional vision for economic competitiveness; • Transit - supportive land use, urban form and zoning; creating a pedestrian - friendly public places; understanding and attracting transit - oriented development (TOD) within the constraints of the market; and cultivating neighborhood support for transit - supportive development; • Surface water planning and management, including assistance in preparing local surface water plans, identifying the appropriate tools to use and ordinances needed to implement those plans with the goal of maintaining and improving the region's valued water resources. In addition to technical assistance, the Council also collects, analyzes and disseminates information, including data and maps, about the region to support local government decision - making. Key highlights of the Council's existing portfolio of information include forecasting of future population, households and employment, tracking of regional trends on affordable housing production, mapping existing land use, and providing water quality data for over 200 lakes and numerous streams and rivers within the region. The Council's regional perspective allows for data collection and analysis at economies of scale across the region. As new priorities have emerged through the Thrive planning process the Council will expand its information resources in the following areas: • Aggregating local bike plans into a shared format; • Developing, collecting and disseminating information about climate change, including energy and climate data; the next generation of the Regional Indicators data; and a regional greenhouse gas emissions inventory; • Analyzing the land use and infrastructure needs of the region's leading industry clusters; • Aggregating local redevelopment priorities into a shared regional map; • Supporting research and testing related to fair housing, discriminatory lending practices, and real estate steering; • Maintaining an up -to -date regional natural resources inventory and assessment in partnership with the Department of Natural Resources. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 39 While the Council will lead with its collaborative role, the Council will continue to exercise its authority and roles when appropriate to promote the regional outcomes of stewardship, prosperity, equity, livability and sustainability. The Council will continue to seek partnerships and relationships with residents, businesses, and stakeholders to most effectively advance the Thrive outcomes. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 40 Accountability Results matter. Milton Friedman remarked, "one of the great mistakes is to judge policies and programs by their intentions rather than their results." For the Council, accountability represents a commitment to monitor and evaluate the effectiveness of our policies and practices toward achieving shared outcomes and a willingness to adjust course to improve performance. Thrive MSP 2040 aspires to be the foundation for regional policy that is accountable to the hopes, dreams, and vision expressed by the region's residents, local governments, and the Council's regional partners throughout the development of this document. Acting accountably means: • Adopting a data - driven approach to measure progress toward the outcomes; • Learning from the results of measures and indicators to guide future refinements of our policies; • Providing clear, easily accessible information about our progress; • Deploying the Council's authority when necessary. Adopting a data - driven approach to measure progress Accountability focuses on managing to outcomes — how our region is better — not tasks or outputs. An outcome - oriented approach measures how effectively and efficiently our regional transportation system delivers people to their destinations — not the miles of highway built. Outputs and tasks are the day -to -day work that moves toward outcomes, but outputs without outcomes are a waste of public resources. With Thrive, the Council is adopting an outcomes - orientation to its regional policy and is challenging itself, local governments and its regional partners and stakeholders to describe how their work advances the five Thrive outcomes. Outcomes describe how our investments and our policies are improving the region for our residents and businesses, not how much money we are investing or how many miles of interceptor pipe we are building. Outcomes create the why and the rationale for tasks and outputs, Managing to outcomes helps us ask not only, "Are we effectively implementing our policies ?" but also "Are we implementing the most effective policies, the policies that will help our region and our residents thrive today and tomorrow ?" Learning from indicators The Council will create a set of indicators, parallel to Thrive but adopted separately to allow for flexibility in refining the indicators over the lifetime of Thrive. The Council will use the indicators to assess and monitor regional progress toward the five outcomes. Rather than using the 8 Special thanks to Performance Accountability: The Five Building Blocks and Six Essential Practices by Shelley H. Metzenbaum, published by the IBM Center for The Business of Government in 2006, available at http:llwww.businessofgovernment.org/report/performance- accountability- five - building - blocks- and -six- essential- practices, for defining some of the key concepts in this section. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 41 indicators and accountability structure punitively, the Council will use the indicators as the foundation for inquiry — what do the indicators tell us about the state of the region and our policies? How do we leverage what's working well? How do we effectively address areas where progress towards outcomes is less than our expectations? To borrow from Shelley Metzenbaum, the Council will use "measurement to motivate, illuminate and communicate." The Council will use the insights that emerge from these questions to guide future decisions, including adjusting policies and priorities as needed to more effectively advance the outcomes. We will actively review our measures and indicators as the basis of continuous improvement for both ourselves and our policies, striving to be the best region, providing infrastructure in a coordinated and economically feasible way. Providing clear, easily accessible information The Council will share the annual updates of the indicators, providing clear, easily accessible information about the progress of the region and Council policies. The focus on outcomes allows us to be transparent with our partners and stakeholders — what does success look like? What kind of region do we want to create? Most importantly, the focus on outcomes creates the foundation for collaborative dialogue with partners and stakeholders — what can and will the Council do to advance these outcomes? What will other organizations do to advance these outcomes? What role will local governments play? And where are the gaps, overlaps and opportunities? The Thrive indicators will focus on the Thrive outcomes and will reflect the intentional integration of policy areas into the Thrive outcomes. In addition, systems and policy plans will contain indicators and measures that align with the specific policy areas. Together, these indicators will build upon the 2004 Regional Development Framework's Benchmarks to create a stronger foundation for data - driven decision - making. Deploying the Council's authority While the Council will lead with its collaborative role, the Council will continue to use its authority and roles to advance the regional outcomes of stewardship, prosperity, equity, livability and sustainability. Nonetheless, the Council will continue to seek partnerships and relationships with residents, businesses, and stakeholders to most effectively advance the Thrive outcomes. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 42 Special Features Applying policies to specific places: Moving beyond one size fits all The previous sections outlined the outcomes and principles that describe the Thrive MSP 2040 vision for the Twin Cities area. Within our region, communities are growing, developing and redeveloping in different ways. Recognizing that one size does not fit all, the Council has identified key places that situate the Council's priorities in specific geographies and that require specific place -,. based policies. While some of the Council's policies apply throughout each jurisdiction's borders, the policies outlined in this section recognize both granular variation within communities and commonalities that transcend community borders. When local communities begin their own comprehensive planning process, they will address the intersection of and integration across these special features; for simplicity of description, this section discusses each special feature independently. i m Special features provide enhanced granularity for policies that vary within jurisdictional boundaries; others focus; policy implementation on features that transcend local ` borders. Special features allow the Council to apply policy w :_ consistently to land with specific levels of infrastructure or service, certain demographic traits, similar urban form, or J particular geological or topological characteristics`° whether within or across jurisdictional borders, Some special features are static, describing fixed topographical`� characteristics; others are dynamic, reflecting changing . infrastructure or socioeconomic characteristics. The Council's policies will be stable over the lifetime of this plan while the geographies that they affect may change. This section discusses four special features to emphasize the strong roles they play shaping how the Council wants the region to grow and develop. In addition, several long- standing Council priorities that strongly shape regional planning are described. When updating their local comprehensive plans, the region's communities will address both "special features" and "community- wide" policies into its own unique situation. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 43 Racially Concentrated Areas of Poverty and Areas of Concentrated Poverty The Council's Choice, Place and Opportunity: An mom ---- Equity Assessment of the RCAP(40%or - E Twin Cities Region (2014) mm 50% or e - -- -, identified Racially residents of cola) Concentrated Areas of Courty dartas �.Sti. - — I - — -- - -- �--� Poverty (RCAPs), City and �I contiguous areas of one or -- - TawmNp �.� �! more census tracts in Boudanes 11 , -t_ -. i� i "nrreaPdisS1. which at least 50 percent Paul ,m'lAv - pat residents are people of color and at least 40 `- -- j , -_.- percent of the residents '� J [ V i �- live in households with incomes below 185 r percent of the federal poverty line. ($42,589 in annual income for a four- person household in 2011) °-- ---------- -- - - - - - -��• i , - � ----- - � "� By 2010, nearly one in ten of our region's residents -- - -a - -- lived in racially concentrated areas of poverty. While statistical sampling means that the borders of RCAPs and areas of concentrated poverty are imprecise, the cores of these areas demonstrate remarkable and unwelcome persistence over time. Because both racially concentrated areas of poverty and areas of concentrated poverty limit the economic mobility of their residents and discourage private investment, our region simply cannot afford to allow these areas to persist or grow. Using public resources to catalyze investment these areas, the Council will seek to help the region grow and prosper more equitably. The Council will work with partners and use its investments and actions to improve access to opportunity for residents and attract private investment so that all people live in communities that provide them access to success, prosperity, and quality of life. Visit the Council's website for the most current delineation of racially concentrated areas of poverty and areas of concentrated poverty. For specific approaches, policies and additional analysis related to racially concentrated areas of poverty and areas of concentrated poverty, see: • the Equity section of the Thrive Outcomes (starting on p. 19); • Choice, Place and Opportunity: An Equity Assessment of the Twin Cities Region. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 44 Station Areas on Existing and Planned Transitways Transitways are major investments that provide faster service than regular -route buses, better customer experience, and more certainty to the city and investors that can attract development. I - Transitways can be commuter rail, light -rail ... transit, bus rapid transit, arterial bus rapid :. transit, or potentially streetcars. The areas ... - _ _ I around transitway stations can accommodate regional growth; offer expanded living, working and shopping choices; increase the efficiency of existing infrastructure, and contribute to } j climate change mitigation and resiliency. However, the investment required to construct i transitways is both significant and long term. As the region expands its network of transitways in -- - J a the coming years, good stewardship requires that the region maximize their value, cost- effectiveness and performance. To this end, the Council will prioritize locations that have city and corridor commitment to transit - supportive development patterns near stations, including higher levels of density and development. The Council will provide technical assistance to support transit - oriented development in station areas. Transitway corridors are able to provide transportation access to more residents and employers, especially in higher density areas, and therefore accommodate more of the region's expected growth and development. In addition to their role attracting growth and development, the prospect of future transitway corridors also provides an incentive for communities to cooperate and collaborate across jurisdictional borders. The map above is intentionally illustrative. See the most recent Transportation Policy Plan for a formally adopted map of planned transitways and station areas. For specific approaches, policies and additional analysis related to station areas along transitways, see: • the Stewardship section of the Thrive Outcomes (starting on p. 9) • the Orderly and'Efficient Land Use policy (p. 64) • the Access, Mobility and Transportation Choice Land Use policy (p 74) • the Transit Oriented Design Strategic Action Plan • the 2040 Transportation Policy Plan and its supporting technical appendices. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 45 Water Supply Considerations The Mississippi River supplied water to early development in the region, but Figure 1. Sustainable Water Supply groundwater wells have been used to �R I accommodate the regions outward growth. This increasing reliance on :�RilCiwxlCP�MetiS' t Y � � k 1','. groundwater over time has become axm,�� significant issue. In parts of the region, taut,% fl° groundwater levels are declining. In some cases, it is affecting, or has the potential to affect, lake levels. A pressing concern is the impact that future development could have on the reliability. a of groundwater as a water source., ' In 2005, the Minnesota State Legislature authorized the Metropolitan Council to take on planning and management of .r regional water supply issues. The x, Council's goal, articulated in the Master' Water Supply Plan, is a sustainable' b' ' water supply for current and future generations. To achieve this goal, the Plan identified two important issues to address: the unbalanced use of groundwater versus surface water resources, and the unplanned modification of important groundwater recharge areas. Figure 1 identifies the communities that sustainable water use can be re- established through a better balance of groundwater and surface water supply, and through better management of vulnerable recharge areas. Cities are responsible for planning their local water supply and obtaining permits from state agencies. These agencies, which protect the state's water resources and ensure safe drinking water, include the Minnesota Department of Natural Resources (DNR) and the Minnesota Department of Health. Because of the Metropolitan Council's planning work completed with the Master Water Supply Plan, the region now has a better understanding of the impact of development and water use on underground aquifers, as well as potential solutions to long -term Sustainability. As communities plan for the future, they should consider both the implications of their water supply for future growth and how their land use patterns affect water supply. The map above is intentionally illustrative. See the Council's website and the Master Wafer Supply Plan for up -to -date maps of groundwater recharge potential. For specific approaches, policies and additional analysis related to groundwater, visit: • the Sustainability section of the Thrive Outcomes (p. 29) • the Orderly and Efficient Land Use policy (p. 64) • the Water Sustainability Land Use policy (p. 69) • the 2040 Water resources Policy Flan • the metropolitan area Master Water Supply Plan. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 46 Job and Activity Centers Job and Activity Centers are areas of focused economic activity. Job Centers are contiguous areas that have at least 7,000 jobs at a net density of at least 10 jobs per acre. In :v 2010, half of the region's jobs were located fl ,°'sa ..... +rre+xruitr in one of 42 Job Centers; one in six of the o ,�s. ( gnyg h ,CGD kmel All I ^ region jobs was in the four largest job centers: downtown Minneapolis, downtown° °° Saint Paul, the University of Minnesota and the airport /Mall of America. Activity Centers are concentrated nodes of other activity, - y [ iiFNHFPt S � yr such as major educational institutions, shopping and airports. • Job and Activity Centers benefit from M significant existing regional infrastructure ! such as wastewater, highways, and transit, as well as local infrastructure investments in access and connectivity like sidewalks, parking, water, parks, and trails. Building on these investments to take advantage of - & DAKOTA new opportunities to adapt, reuse, or redevelop properties will maximize the benefit of our regional investments and $°umA.Fmp.RynURF dMA NOrM1US fif1W1 ° Lbnpk %nal E^yMq°e •ii°ute1C� w support the continued orderly and Nmks is FH61Qy aMwn EmW9y x^tS°Aa9ca r(p 10 JPP economical development of the region. Job and Activity Centers are significant travel destinations and support higher levels of transit service and highway infrastructure. Employers that value transit access for their workforce should locate in Job Centers. Due to the advantages and efficiencies that these locations provide, the Council will partner with key stakeholders to promote job placement and growth in Job Centers. As new job concentrations emerge— whether through new development, redevelopment or job growth at specific sites —the Council will identify Job Centers that meet the thresholds of job number and density. The map above reflects 2011 data. See the Council's website for annually - updated maps of Job and Activity Centers. For specific approaches, policies and additional analysis related to Job and Activity Centers, visit: • the Prosperity section of the Thrive Outcomes (p. 13) • the Economic Competitiveness Land Use policy (p.77) • the 2040 Transportation Policy Flan and its technical appendices. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 47 Wastewater Service Areas The Council has a long history of aligning land development with the staging of new connections to regional wastewater service. This has helped the Council to provide efficient and affordable service; to create`' predictability for landowners, cities and developers; to ensure that future revenues cover the expense of the infrastructure; and to protect ground- i and surface -water quality. Many Council policies relate to a 1 community's level of wastewater 7; service: Ole �s 1 « Wastewater Service Area is land currently served by the . regional wastewater treatment }x° system, • Planned Wastewater Service Area includes land that is not currently served but is staged to receive regional wastewater treatment service by 2040. • Long -tenn Wastewater Service Area represents land that is planned to receive wastewater treatment service sometime after 2040. To further stewardship of the region's water and financial resources, the Council will continue to apply established wastewater policies. Additionally, wastewater operations and investments will be aligned with other activities as part of the Council's new water sustainability approach. As a long- standing responsibility of the Council, wastewater service polices are woven into the community designations outlined in the next sections. In order to ensure efficient use of regional infrastructure, the Council defines minimum residential density levels in areas planned for regional wastewater service by 2040. In areas planned for post -2040 regional wastewater service, the Council defines maximum residential densities. The map above is intentionally illustrative. See the Council's website and adopted amendments to the Water Resources Policy Plant for up -to -date maps of the long -term wastewater area and the Metropolitan Urban Services Area. For specific approaches, policies and additional analysis related to wastewater service policies, visit: • the Stewardship and Sustainability sections of the Thrive Outcomes (p. 9 and 29) • the Water Sustainability Land Use policy (p. 69) • the Orderly and Efficient Land Use policy (p. 64) • the 2040 Water Resources Policy Plan. DRAFT FOR PUBLIC COMMENT Last revised; February 21, 2014 48 Regionally Significant Ecological Resources An abundance of natural resources is one of the many reasons that our region, is so vibrant and desirable. The region is home to a wide variety of natural ] habitats, ranging from wooded riverine ' areas along the Minnesota and St. Croix> Rivers to large wetland complexes like .� that in Carlos Avery Wildlife F 6� >d Management Area to upland prairies and forests throughout the region. Ecological resources are important to i N the Council because of the many benefits that come from a healthy natural <: environment, including economic activity, health and psychological -$ benefits, quality of life and valuable eco- services. ' The health of these natural systems depends on active protection and management by a wide variety of agencies, communities and individuals. The Council plays several roles in this network: collaborating with state and local partners to protect and improve water availability and quality, preserving and protecting high quality environments in regional parks in partnership with local parks agencies, and coordination of land use planning by local units of government. Integrating natural resources into our development patterns helps to create livable neighborhoods and desirable places to visit. Incorporating natural areas and trees into neighborhoods adds to a community's sense of place, as well as providing opportunities to interact with the natural environment on a daily basis. Some natural areas can also increase opportunities for outdoor recreation and exercise, especially when integrated into the neighborhood. As communities embark on their comprehensive plan updates, the Council will provide technical assistance and information on natural resources, best practices for protection and integration into development. The map above is intentionally illustrative and contain information about the variety of natural features — including lakes, rivers, creeks, wetlands, and upland areas. The Council will continue to partner with agencies and stakeholders to compile and distribute such information, and will assist local communities with finding and incorporating this information in their local planning processes. For specific approaches, policies and additional analysis related to regionally significant ecological areas, visit: • the Stewardship and Sustainability sections of the Thrive Outcomes (p. 9 and 29) • the Natural Resources Protection Land Use policy (p. 66). DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 49 Community Designations The previous sections of Thrive MSP 2040 set forth Outcomes and Principles to guide regional policies, investment and activities. This section translates those overall ideas into specific land use policies and strategies to help local communities incorporate regional needs into local comprehensive plans. The seven - county region contains a wide range of communities, from Agricultural areas to the Urban Center. Development patterns, neighborhoods, and land uses vary across communities. To advance the Thrive Outcomes, the Council is articulating specific land use and development strategies and policies tailored for communities with shared development opportunities and challenges. This approach allows each local jurisdiction the flexibility to determine how to best work toward achieving both the regional outcomes and their local goals. The Council assigns a community designation to each city and township based on the overall state of development and regional issues faced by that community. Although the characteristics of the community designation may not apply to every neighborhood of a community, the designation represents the dominant character of the community. The Council uses these community designations to: • guide regional growth and development to areas that have urban infrastructure in place and the capacity to accommodate development and redevelopment; • establish land use expectations, including overall densities and development patterns, for different planning areas; • outline the respective roles of the Council and the individual, communities and strategies for planning for projected levels of growth. Urban and Rural Service Areas The Council designates the Metropolitan Urban Service Area (MUSA) to distinguish between the Urban Service Area and the Rural Service Area. Communities within the Urban Service Area receive a higher level of regional services such as metropolitan wastewater services, regional highways, and the regular route transit. In return, the Council expects these jurisdictions to plan for and build the higher levels of development that economically support those regional services. Conversely, in the Rural Service Area, the Council discourages higher development densities to ensure the orderly development of the region, promote the efficient use of regional investments, and to protect agricultural land, water resources, and the rural landscape. While the Urban Service Area constitutes about half of the land in the region, about xx% of the population lives in this area. The Urban Service Area includes a diverse set of communities ranging from the urban cores of downtown Minneapolis and St. Paul to suburban edge communities planning for staged growth and expansion. Developing at different times in the region's history, these communities include a variety of residential neighborhoods, housing types, and densities, as well as a varying mix of commercial and industrial areas. The Council supports the Urban Service Area through investments in transit infrastructure, transit services, highways, regional sewer systems, the regional parks system, and programs that support redevelopment. In turn, the Council works with local communities to support growth that best capitalizes on regional infrastructure and systems. To respond to this variation in development DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 50 patterns, the Metropolitan Urban Service Area is divided into five community designations: Urban Center, Urban, Suburban, Suburban Edge, and Emerging Suburban Edge. About half of the land in the Twin Cities region is in the Rural Service Area. This area includes a range of uses including cultivated farmland, vineyards, hobby farms, gravel mines, woodlands, small towns, scattered and clustered housing, open spaces and significant expanses of the region's natural resources. Aside from the investments in the regional parks system, investments in regional service are limited in the Rural Area. To protect the vital agricultural lands and natural amenities and accommodate desires for rural and small -town residential choices, the Rural Area is divided into four community designations: Rural Center, Rural Residential, Diversified Rural, and Agricultural. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 51 a %�* u,F U f a' cu e a F a ' , RV `r•"�'"= 3 tMa;aiaaYS a" s �s x y fi i T Kz L '/e9aP4 ; x 6 Y AU J AN 'fir 4'"iRVY ,'-� Y lo D G Story ef.Ma1: -F'r3'te t f b 4 ' „ yn , WipwN YdMY �' + f� b q R a.a ^ R. YRaarBta � ..g %w ki� ,' �, °1kde CanaMb it eatd on tfttz ' vw ra twwP"r�b 7uda 8 wi+nmaa+e.a.`, CmY`saa, .. ... a & M � W p U r i a Yq a « ' x 5i Ing Community Designation Rural Center So Urban Center Diversified Rural Mmes Urban Rural Residential )anwary 3, 2453 Suburban Agricultural Suburban Edge Non Region Emerging Suburban Edge DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 52 Urban Center. Growing vitality } in the region's core The Urban Center includes the largest, most m - centrally - located and most economically diverse cities of the region. Anchored by Minneapolis and a J St. Paul, the Urban Center also includes adjoining cities that share similar development characteristics such as street grids planned; before World War Two, Downtown Minneapolis is a significant regional center of finance and business services; downtown St. Paul is the seat of state government; and the University of Minnesota attracts tens of thousands of students, faculty and staff to its three campuses in the Urban Center. Centrally- located industrial concentrations in the Urban Center are well- connected to export markets by river, railroad, highway, and air travel. Investments in transit and amenities have strengthened the Urban Center as an attractive place to invest, live, and do business. The Urban Center also includes the most visited regional parks, such as the Minneapolis Chain of Lakes and Como Regional Park, and is home to the region's premiere cultural resources. While the Urban Center includes some of the region's wealthy and historically notable areas, like Summit Avenue, it also includes areas with significant challenges, including many of the region's racially concentrated areas of poverty. Neighborhoods throughout the Urban Center grew outward along a system of streetcars. Because of more limited automobile use during their initial development, neighborhoods are more conducive to transit use and walking for daily needs. Streets are narrow and interconnected, sidewalks are common; and buildings are oriented toward pedestrians, with smaller -scale commercial uses often within a short walking distance. Travel by transit, walking, and bicycling remains common here. Redevelopment, reinvestment, and intensification are occurring in areas where people have multiple transportation options and commercial, cultural, and recreational amenities are nearby. Urban Center communities are experiencing redevelopment attracted to their vitality and amenities, often at significant densities. However, they face many challenges including pollution cleanup costs; land availability for development and infrastructure improvements, congestion, conflicting or competing land uses, and the costs of retrofitting, replacing, or introducing new infrastructure. The Council forecasts that the cities in the Urban Center will add xx,000 residents, xx,000 households and xx,000 jobs between 2010 and 2040. This represents growth of xx percent in population, xx percent in households and xx percent in employment over the three decades. Urban Center communities are: [add list here] DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 53 Urban: Redeveloping to meet the needs of new generations F Urban communities developed primarily during the economic prosperity between the end of World War 11 and the economic recession of 1973 -1975. These cities, adjacent to the Urban 'Ah Center communities, experienced rapid development to house the growing families of the Baby Boom era. Highway accessibility led to the development of Urban communities as centers of office, commercial, institutional, and industrial uses, including many of the region's early major indoor shopping malls. Many Urban Area communities are served by highways that predate the interstate system (e.g., Highways 100 and 36). The development patterns of Urban communities show the growing influence of the automobile as miles and miles of new limited- access highways accelerated further automobile - oriented growth. After World War 11, the region's two -lane roads that extend out from the Urban Center were improved, expanded, and new roads and highways were built, making large tracts of land available for development. Streets are wider and include more curves. Lots are larger, parking is plentiful, streets no longer have alleys, sidewalks are less common, and residential parking is accessed via streets instead of alleys. In many cases, local streets do not intersect with higher volume roadways as more emphasis is placed on traffic movement and circulation. Over time, transit service has been extended into these communities from local routes originating in the Urban Center. Some new services were introduced such as circulator services often centered on the regional malls and express buses serving major park - and -rides that transport commuters to the downtowns of Minneapolis and St. Paul. Urban communities face the challenge of redeveloping in ways that accommodate a greater mix of uses, incorporate better facilities for pedestrian and bicyclists, and lay the groundwork for pedestrian- friendly districts and improved transit services. Examples include the Penn - American District in Bloomington and the 1 -394 Mixed Use District in Golden Valley. The Council forecasts that the Urban communities will add xx,000 residents, xx,000 households and xx,000 jobs between 2010 and 2040. This represents growth of xx percent in population, xx percent in households and xx percent in employment over the three decades. Urban communities are: [add list here] DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 54 Suburban: Cultivating places where people can gather Suburban communities saw their primary era of development in the 1980s and into the early 1990s as the Baby Boomers formed families and entered their prime earning years. Many of these, cities fall along freeway corridors and include growth along outside the 1- 694/494 beltway. This development pattern also reached and incorporated places that were once resort destinations connected from the Twin Cities by streetcar, such as communities along Lake t $ � Minnetonka, White Bear Lake, and the St. Croix �� -- River. 3 i Y x Many of the region's corporate headquarters are located in the Suburban Area. These include Thomson Reuters in Eagan, United Health Group in Minnetonka, and Land O'Lakes in Arden Hills. Development in Suburban communities occurred at significantly lower densities than in previous eras. Many residential subdivisions include cul -de -sacs. Retail areas often include big box stores and multi - tenant retail developments. Because of the automobile- orientation of this area's development patterns and high automobile ownership, walking or bicycling for daily travel is less common, but trails are often used for recreation and commuting: Suburban Area cities include some of the large regional parks such as Bunker Hills Regional Park in Coon Rapids and Andover, and Lebanon Hills Regional Park in Eagan and Apple Valley. Transit service is generally less cost - effective in the Suburban communities than in the Urban Center and Urban communities, but there is demand for express bus service from park- and -rides to regional destinations. As the Suburban communities have grown and as market preferences have evolved, many of these cities are now focusing attention on developing places where people can gather. These include town centers like downtown Stillwater, Burnsville's Heart of the City, Minnetonka's Village Center, downtown White Bear Lake, and Apple Valley's downtown. These locations are intended to be more walkable and include a mix of retail, higher density housing; and civic, institutional, and open space amenities. They often incorporate suburban transit circulator buses and park - and -rides for express service to downtown. The Council forecasts that the Suburban communities will add xx,000 residents, xx,000 households and xx,000 jobs between 2010 and 2040. This represents growth of xx percent in population, xx percent in households and xx percent in employment over the three decades. Suburban communities are: [acid lest here]' DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 55 Suburban Edge: Managing ry rapid growth and change The Suburban Edge includes communities that r have experienced significant residential growth - beginning in the 1990s and continuing to the 2010s. At least 40% of the land in these cities is developed, but significant amounts of land remain for future development. These communities generally do not have large -scale agricultural areas. The Suburban Edge includes regional and sub- 'noz, " ,' regional job and activity centers, like Maple Grove's The Shoppes at Arbor Lakes, as well as more local and small scab centers, like _.... downtown Chaska, that serve the local population. The Suburban Edge tends to have auto - oriented development and transportation patterns, Neighborhoods are often self- contained subdivisions characterized by cul -de -sacs and limited access to major thoroughfares for traffic movement. Recent development has included both subdivisions of single - family detached homes as well as townhome developments offering more options for housing affordability. Most cities in the Suburban Edge have access to regional trails and include some existing residential neighborhoods with sidewalks and connection to trails. Suburban Edge cities are seeing increasing demand for transit service from park -and -rides to regional destinations. The balance of proximity to more developed areas and a significant supply of developable land presents an opportunity for the Suburban Edge to develop new workforce housing. Locating future development close to existing urban services and infrastructure will use regional investments efficiently. Connections via roadway, transit, and trails to centers in adjacent Suburban and Urban communities will further integrate the Suburban Edge into regional fabric. Addressing walkability and expanding local trail networks is important for residential neighborhoods in order to increase connectivity in existing and new neighborhoods. With water supply issues facing many Suburban Edge communities, planning efforts should focus on how to protect water supply resources and identify viable alternative sources of water. Similarly, with much of their development yet ahead, Suburban Edge communities can protect and preserve open spaces, natural areas, and water recharge capacity within future development patterns. The Council forecasts that the cities in the Suburban Edge will add xx,000 residents, xx,000 households and xx,000 jobs between 2010 and 2040. This represents growth of xx percent in population, xx percent in households and xx percent in employment over the three decades. Suburban Edge communities are: [add fist here] DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 56 Emerging Suburban Edge: Transitioning from rural to developed . m..._: -t The Emerging Suburban Edge includes cities, townships, and portions of both that are in the early stages of - transitioning into urbanized levels of development. Strategically located between Suburban Edge and the s Rural communities, the Emerging Suburban Edge communities offer both connections to urban amenities and the proximity to open spaces that characterizes a rural lifestyle. Often, the cities and townships in the 3 " - , Rk . Emerging Suburban Edge are in more than one community designation. In the majority of Emerging Suburban Edge communities, less than 40% of the land has been developed. Communities in the Emerging Suburban Edge have a mix of residential, rural, and agricultural areas, often including lower- density single- family neighborhoods and small downtown service centers. The growth patterns in these communities demonstrate the challenges of changing from rural to suburban. New developments are typically built in a traditional suburban pattern, characterized by large curving streets, limited through roadways, and auto - oriented street design. Emerging Suburban Edge communities have access to regional wastewater services (either municipally -owned or regional services), access to the Metropolitan Highway System, and include existing or planned regional parks system facilities. The Emerging Suburban Edge communities provide a variety of commercial activities along the main transportation corridors and most encompass historic small downtowns with small town characteristics. Commercial areas in the Emerging Suburban Edge tend to be individual large employers and smaller scale activity centers serving the local population. These communities benefit from the proximity to more developed areas while retaining their local rural character and protecting natural resources. Although these communities have some redevelopment potential in older areas such as historic downtown districts, the focus in the Emerging Suburban Edge is on greenfield development. Greenfields present opportunities to integrate natural resource preservation into site planning prior to development. Some of these communities have land available within their jurisdiction staged for future development, while others are expanding through orderly annexation agreements with neighboring townships. This mix of uses, availability of undeveloped land, and rich access to natural resources is a characteristic unique to Emerging Suburban Edge communities. The Council forecasts that Emerging Suburban Edge communities will add xx,000 residents, xx,000 households and xx,000 jobs between 2010 and 2040. This represents growth of xx percent in population, xx percent in households and xx percent in employment over the three decades. Emerging Suburban Edge communities are: [add list here) DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 57 Rural Centers: Serving the rural =_ =� r� area as small town centers of commerce Rural Centers are local commercial, employment, and residential activity centers serving rural areas g ; in the region. These small towns are surrounded by agricultural lands and serve as centers of W commerce to those surrounding farm lands and the accompanying population. Although smaller in scale than urban communities, Rural Centers -,- provide similar development patterns and locally accessible commercial services for the E surrounding area. r Rural Centers have wastewater treatment services, some municipally -owned and others connected to the regional system provided by the Metropolitan Council. The availability of either local or regional wastewater treatment supports denser land uses and development patterns in these cities and distinguishes them from neighboring rural townships and other small towns. Rural Centers provide a range of services appropriate to serve a limited population within a compact geographical area. Rural Centers generally have a mix of housing densities, strong commercial service districts in a traditional downtown district or along transportation corridors, and residential neighborhoods surrounded by farmland and agri - businesses. Growth in Rural Centers should be orderly and economical so as to best utilize existing infrastructure and investment prior to extension of new services outside of Rural Centers, At times, Rural Centers can connect travelers and residents to other communities in and outside the region , particularly those that are well served by existing transportation infrastructure such as in Scott County along US 169. Largely situated along the edges of the seven - county region, these Rural Centers are often visited by travelers with a destination in another part of the region. This spatial connection to other locations in the region supports the commercial and activity functions of Rural Centers and provides growth opportunities unique to these communities. The Council forecasts that Rural Center communities will add xx,000 residents, xx,000 households and xx,000 jobs between 2010 and 2040. This represents growth of xx percent in population, xx percent in households and xx percent in employment over the three decades. Rural Centers are: [add list here] DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 58 Diversified Rural: Protecting land for rural lifestyles and - -- long -term urbanization Diversified Rural communities are home to a variety of farm and non -farm land uses including very large -lot residential, clustered housing, b hobby farms and agricultural uses. Located i 1 u - adjacent to the Emerging Suburban Edge of the I Urban Service Area, the Diversified Rural Area protects rural land for rural lifestyles today and k.. potential urbanized levels of development - sometime after 2040. A Large areas of high quality natural resources are located in these communities with some of these` "` natural areas protected in state lands and w.,.. regional parks, like Carlos Avery Wildlife Management Area in Anoka County and Carver Park Reserve in Carver County. While these communities contain a mix of uses, large portions of communities in the Diversified Rural area also contain prime agricultural soils, located primarily in Scott and Washington counties. Although these communities are not designated Agricultural communities, the Council supports the preservation of agricultural land. Agricultural uses in Diversified Rural communities benefit from their proximity to the Urban Service Area and Rural Centers, but face challenges to their long -term continued use, including incompatible uses developing nearby and increased development pressures. The Council discourages urbanized levels of residential development in Diversified Rural communities to avoid the premature demand for expansion of metropolitan systems and other urban public services. Regional investments in infrastructure, such as roads, focus on rural levels of service, while recognizing the need to include transportation infrastructure consistent with market access and the business needs of the area. Some Diversified Rural communities are also located within the Long -Term Service Area for the regional wastewater system. These areas are designated to ensure land availability to accommodate growth post -2040 at the edge of the urbanizing area. The remaining Diversified Rural communities are considered long -term rural areas. There is a portion of the region's population that is interested in rural and small town living. For communities in the Diversified Rural area, the Council supports the clustering of homes to meet that demand, but done in a manner that protects high quality and locally- prioritized natural areas and open spaces, and also preserves lands for potential post -2040 urban development. The Council forecasts that Diversified Rural communities will add x,000 residents, x,000 households and xx,000 jobs between 2010 and 2040. This represents growth of xx percent in population, xx percent in households and xx percent in employment over the three decades. Diversified Rural Area communities are: [add list here] DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 59 Rural Residential: Limiting unsustainable growth patterns Rural Residential communities have residential patterns characterized by large lots and do not have plans to provide urban infrastructure, such as centralized wastewater treatment. Many of these communities in the Rural Residential Area have topographic development limitations and an historic development pattern with lot sizes that generally ranged from 1-2,5 units /acres. These residential densities do not support economical extension of wastewater t . services. In Anoka County, the Rural Residential Area includes communities which have a large number of wetlands and existing densities of 2.5 acres of less. These areas are typically portions of a community, while the remaining part of the community is usually Emerging Suburban Edge, Suburban Edge, or Diversified Rural. Some communities are split between community designations where wastewater services are available (typically Suburban Edge and Emerging Suburban Edge) and the Rural Residential area where neither the Council nor the city plans to provide wastewater services. In most cases, the Rural Residential area is existing single - family residential housing within a residential portion of a community. If the Rural Residential area includes the whole community, other uses typically have developed such agricultural uses, including sod farming and horticulture, as well as commercial uses to serve local needs, and commercial and light industrial along transportation corridors. Rural Residential development precludes providing urbanized infrastructure in an effective, connected, and efficient manner. Rural Residential development does not advance the Metropolitan Council mission of ensuring orderly and economical development and in some cases, increases the potential for damage to the environment. These areas need to accommodate minimal growth while protecting natural areas and water quality and quantity and ensuring sufficient public infrastructure. The Council discourages the expansion of the Rural Residential areas. The Council forecasts that the cities and townships in the Rural Residential Area will add xx,000 residents, xx,000 households and xx,000 jobs between 2010 and 2040. This represents growth of xx percent in population, xx percent in households and xx percent in employment over the three decades. Rural Residential Area communities are: [add list here]' DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 60 Agricultural: Preserving large swaths of farmland Agricultural communities encompass areas with prime agricultural soils that are planned and ' zoned for long -term agricultural use. These communities are home to the bulk of contiguous lands enrolled in the Metropolitan Agricultural Preserves and Green Acres Programs or ' cultivated for commercial agricultural purposes. In the Agricultural area, agriculture IS the F development. The Council supports the preservation of agricultural land to protect the region's agricultural economy, provide economic opportunities for farmers, and to promote local food production. These long -term uses support the region's economic competitiveness as they provide opportunities for local agricultural- and food -based industry clusters and production for local food consumption. The preservation of long -term agricultural uses and the integration of best management practices in farm operations also contribute to regional sustainability. The incorporation of best management practices, such as conservation tillage and carbon sequestration, can improve soil fertility, reduce soil erosion, and improve overall soil and water quality. long -term agricultural uses can also contribute to the region's air quality by reducing local food transportation distances and related greenhouse gas emissions. The Council discourages urban levels of development in rural areas to reduce development pressure on agricultural lands and to avoid the premature demand for expansion of metropolitan systems and other urban public services. Regional investments in infrastructure such as roads and wastewater treatment will focus on rural levels of service, while recognizing the need to include transportation infrastructure consistent with market access and the agricultural needs of the area. The Council forecasts that Agricultural communities will add xx,000 residents, xx,000 households and xx,000 jobs between 2010 and 2040. This represents growth of xx percent in population, xx percent in households and xx percent in employment over the three decades. Agricultural communities are: [add list here] DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 61 Land Use Policies Setting the Stage The Twin Cities metropolitan area is a thriving region of interconnected places with a shared future. The Council intends to be a good steward of the region's assets, and to capitalize upon them in our efforts toward prosperity, equity, livability, and sustainability. Among those assets are a diversified economy and numerous educational institutions; healthy downtown and suburban business centers; a vibrant arts and cultural community; abundant open space and natural resources; and a diversity of urban, suburban, and rural communities. Over the last 40 years, the region has made significant investments in the regional systems of parks and trails, transportation, and wastewater collection and treatment that support the built environment we have today. Today, however, new issues are pressing on our development choices. Because of fiscal, environmental, and political forces at all levels of government, the region is moving from a period of infrastructure expansion to one of maintenance, strategic investments, and getting more out of what we already have. In 2007, the Legislature passed a law calling for a 15 percent reduction in the state's greenhouse gas emissions by 2015, and 30 percent reduction by 2025. As a part of achieving these goals, the region will need to address our transportation and land use patterns. As a result of demographic and market changes investment and intensification is occurring in the urbanized area; and though more slowly than in decades past, suburban communities on the edge are filling in. More communities are taking on the challenges and opportunities related to reuse, infill, and redevelopment; development along mixed use corridors; and the creation of walkable districts centered around transit. The land use policies set forth in this section balance both urban and rural qualities to create the most viable atmosphere for a successful metropolitan community. The goal is to achieve a prosperous future for everyone in a region that is equitable, livable, and sustainable. The vision within Thrive can only succeed through local and regional partnerships. Regional perspective does not displace local efforts, it depends on them. It is this integrated focus on which Thrive relies. The land use policies in this chapter are intended to support the Thrive vision, to maximize opportunities, achieve growth, and strengthen the region's economic competitiveness. CcrrYaun to itr grrr�1 i s 1 t� es r+air tit a� T �y f6f each =;'o r (arid US .O omcy les►gr a 6o�n, Policy language that applies to a community is located in several places. System Statements, which will be issued in late 2095, will provide individualized guidance to help communities update their comprehensive plans. Next Generation Energy Act of 2007. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 62 Land Use Policies To build the foundation for a prosperous, equitable, livable, and sustainable future, the Council has identified seven policies to guide land use and regional development: Orderly and Efficient Land Use: Align land use, development patterns, and infrastructure to make the best use of public and private investment. Natural Resources Protection: Conserve, restore, and protect the region's natural resources to ensure availability, to support public health, and to maintain a high quality of life. Water Sustainability: Conserve, restore, and protect the quality and quantity of the region's water resources to ensure ongoing availability, to support public health, and to maintain a high quality of life. Housing Affordability and Choice: Promote housing options to give people in all life stages and of all economic means viable choices for safe, stable, and affordable homes. Access, Mobility, and Transportation Choice: Sustain and improve a multi -modal transportation system to support regional growth, maintain regional economic competitiveness, and provide choices and reliability for the system's users. Economic Competitiveness: Foster connected land use options to provide businesses and industries with access to materials, markets, and talent. Building in Resilience: Promote sensitive land use and development patterns to achieve Minnesota's adopted greenhouse gas emissions goals at the regional scale, and to develop local resiliency to the impacts of climate change. To implement these overall policies the Council has identified land use strategies for local communities and the Council to implement. While each strategy is linked to a specific policy in this document, in practice strategies can serve multiple purposes. For example, a strategy of focusing development around centers on transit and transportation corridors supports the policy of aligning land uses to make the best use of public and private investments, among other policies. Guiding development to targeted areas can reduce the development pressures in areas with high quality natural resources, This focus of development along transportation and transit corridors can also improve the efficiency of our transit system by building housing within easy access to the existing system. This method of development can also support specialized housing types to meet the lifestyle needs of a segment of the population seeking more urban living options. We cannot focus on one policy alone to attain the outcomes identified in this plan. Instead, it will take a combination of strategies addressing all of the policies to set the stage for a successful future. While a policy may appear to directly support some of the Council's desired outcomes more than others, all of the land use policies are interrelated and implementation must be integrated to achieve the outcomes. The next section details land use policies for the region, followed by strategies that are common among all communities. In recognition of the opportunities and challenges unique to different communities, additional strategies to implement these policies are tailored to suit the different community types in the region (see Strategies for Community Designations). DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 63 Orderly and Efficient Land Use Align land use, development patterns, and infrastructure to make the best use of public and private investment. Orderly and efficient land uses lay the Table 1. Overall Density Expectations for New Growth, foundation for a prosperous region. The Development, and Redevelopment Council sets the framework for land use • t : ° ° patterns and guide development in the region, as directed by the Metropolitan I Urban Center 20 u nits / acre Land Planning Act. This means being U rban 10 units / acre fiscally responsible by guiding land uses } , Suburban _ _ _ 5 units / acre and development patterns that make the Suburban Edge ___ T 3.5 u nits / acre most of the region's investments in Emerging Suburban Edge 3 -5 units / acre infrastructure. Directing growth where ° infrastructure already exists also reduces the need to add roads and expand the Rural Center_ _ 3-5 units /acre minimum regional wastewater system to support 1 -2.5 -acre lots existing, the same growth elsewhere. f Rural Residential 1 unit / 10 acres where possible Making efficient use of land and Di versified R ural 4 un / 40 acre capitalizing upon existing infrastructure I Agricultural R ural___.__.­____._...__ .1 unit / 40 acres also reduces outward development pressures in rural and natural resource areas. Planning for and supporting growth where infrastructure is already in place allows these rural areas to continue to maintain large tracts of natural resources, agricultural production, and a sparsely developed rural environment. Aligning land uses, development patterns, and infrastructure is important at the local level, too. Orderly and efficient does not just mean wise use of regional infrastructure, it also means planning livable neighborhoods connected to places to work and play. While traditionally planning has separated residential neighborhoods from commercial and industrial areas, residents still need to access these places to meet their daily needs and to get to work. Communities should continue to consider strategic locations for integrating different uses into neighborhoods and to make it easier for more people to access parks and provide places to pick up a bag of groceries without needing to rely on a car. Compact development patterns, integrating natural resources, and local interconnected street networks all add to the livability of our communities. The region is able to provide cost - effective infrastructure and services when it is able to anticipate where, when, and to what extent regional growth will occur. The region establishes overall density expectations for communities based on their community designation, as well as expectations near transit stations. Density thresholds are based an an understanding of future regional growth, market demand in different parts of the region, existing development patterns and redevelopment opportunities, and regional policies to support the concentration of higher density growth around transit stations. Because each community and its values are unique, precisely how and where density is guided is determined by each community consistent with 10 Minn. Stat. 473.145 DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 64 regional policies. As shown in Table 1, communities in the MUSA and the Rural Center communities are expected to plan for achieving the overall minimum average density expectations in their community across areas where new growth, development, and redevelopment. The Council recognizes that not all new development may meet the minimum standards, and conversely many other new developments may exceed the minimum standards. Setting minimum average densities to achieve provides communities with the flexibility to determine which areas might be most suited for higher and lower density developments, under the framework of meeting that overall minimum on available developable lands. All other communities in the Rural Service Area are expected to set maximum allowable densities as summarized in Table 1. Additional detail regarding density and development patterns is contained in each of the community designation strategy sections. Council Role • Advance the Metropolitan Council mission of ensuring orderly and economical development. • Develop and update regional plans to manage forecasted growth by using regional systems and land efficiently and effectively. • Coordinate major regional investment projects with local infrastructure and planning for development and redevelopment. • Promote development patterns that protect natural resources, the quality and quantity of our water resources, and our water supply. • Promote land use patterns that differentiate between urban and rural uses. • Update regional plans for water supply and pursue environmentally sound and cooperative water reuse practices, conservation initiatives, joint planning, and implementation efforts to maximize surface water infiltration to recharge groundwater supplies. • Support economic growth and development by promoting the wise use of water through a sustainable balance of surface and ground water use, conservation, reuse, aquifer recharge and other practices. • Provide efficient and high quality regional wastewater infrastructure and services. • Pursue wastewater reuse where economically feasible as a means to promote sustainable water resources. • Coordinate wastewater conveyance projects with regional park and trail system improvements where appropriate. Community Role • Plan for development to support forecasted growth at appropriate densities, as articulated in the following community designation sections, focusing growth along nodes on corridors. • Plan and develop interconnected local streets, adequate stormwater infrastructure, adequate water supply, and properly managed subsurface sewage treatment systems to support local growth forecasts. • Adopt and implement the local comprehensive plan following Council review. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 65 • Maintain, replace, or expand local facilities and infrastructure to meet growth and development needs. • Prepare local water supply, wellhead protection, wastewater, and local surface water plans as required by the Metropolitan Land Planning Act. • Plan land use patterns that facilitate groundwater recharge, reuse, and reduce per capita water use to protect the region's water supply. • Plan for sustainable water supply options and groundwater recharge areas to promote development in accordance with natural resources protection and efficient use of land. • Partner with other water supply providers to explore options to reduce dependence on groundwater. • Develop plans to improve conditions for and encourage walking and bicycling where appropriate. Natural Resources Protection Conserve, restore, and protect the region's natural resources to ensure ongoing availability, to support public health, and to maintain a high quality of life. An abundance of natural resources has long contributed to the vibrancy of our region. The region is home to a variety of natural habitats, ranging from wooded riverine habitats along the Minnesota and St. Croix Rivers to large wetland complexes like that in Carlos Avery Wildlife Management Area to trout streams like Valley Creek in Washington County. As discussed earlier in Thrive, the Minnesota Department of Natural Resources has identified Regionally Significant Ecological Areas, which designates the high quality natural habitats around the region. This identification is a useful tool to guide agencies and local governments in coordinating their conservation and protection efforts. Integrating natural resources into our development patterns helps to create livable neighborhoods and desirable places to Figure 2. Prime A gricultural Lana visit. Incorporating natural areas and m.. , trees into neighborhoods adds to a �, 1 community's sense of place, as well as 7 ° ' f providing opportunities to interact with the natural environment on a daily basis. Some of the natural areas can alsot increase opportunities for outdoor recreation and exercise, especially when `. , * , planned as part of the neighborhood j�3 4 fabric. This integrated method of development , and redevelopment, or incorporating green infrastructure, can provide other benefits, such as assist in the , management of stormwater and reducing " flood damage. Trees in the urban area �* not only provide shade for neighborhoods a and pedestrians, but also help to DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 66 Figure 2. Total Farm Acreage & Number of Farms ameliorate the effects of the urban heat island, slow stormwater runoff, and help 900.000 _._ 6000 filter the air we breathe. ° °fl 700,000 Soil Resources 600 i 4000 Agriculture has been an important shaper and supporter of the development of the 500,0000 ... region. The abundance of rich soils close 0 00 to the Mississi i River led to the aoo,t�o _.. � PP development of early food milling 300.000 2000 companies like Pillsbury. Many of these MOW early companies have grown to include 1000 some of the largest food and agricultural 100.000 businesses in the world, including Cargill a and General Mills. As shown in Figure 4, 3"1 1997 1992 1997 1002 2007 the region is a soil -rich environment with an4A (artier H mvV1n prime agricultural soils dominating the 040ta .:, ; Ramsey ��: Scott rural landscape, particularly in Carver, 'r�asMNt�tor �irrmbetat�at'nrs Dakota, and Scott Counties. Prime agricultural soils are defined by the Natural Resources Conservation Service, Figure 4. ILLUSTRATIVE MAP: Example of Lands Enrolled in a division of the United States Department of Agriculture, in the Land Agricultural Preserves and Green Acres Programs, 2413 - - Capability Classification. The Land Capability Classification designates soils Agricultural Preserves as part of one of eight classes based on � Green Acres their characteristics including Sai! type, slope, location, depth, and texture among others. Classes I, ll, and III are considered prime for cultivation. re Like in other metropolitan regions, Ions, farmland in the Twin Cities has ry experienced development pressures as the region has grown. Both the total number of farms and the total acreage in farms in the seven counties has declined u,.�.., A n over the last 30 years," There appears to o '. be be some leveling in both the acreage and L ' number of farms since the late 1990s. fY This could be attributed to a number of reasons, including reduced outward g 3 pressures for development due to the " Census of Agriculture. United States Department of Agriculture, National Agricultural Statistics Service. www.agcensus.usda.gov Accessed November 2013. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 67 downturn in the economy, enrollment in programs like the Agricultural Preserves Program and the Green Acres Program, and increase in profitability for farming. The Agricultural Preserves Program (Minn. Stat, 473H) was enacted by the Legislature in 1980 with the purpose of maintaining "viable productive farm operations in the metropolitan area.s This program provides tax benefits for the land owners with properties of at least 40 acres in size, along with long -range planning protections in the comprehensive plans and ordinances from local governments to protect farming operations. The Green Acres Program, established in the late 1960s, provides similar land owner tax benefits, particularly to those with small parcels (at least 10 acres), but does not include the restrictions in local land use plans and ordinances for properties to be eligible. Enrollment in these programs varies by county (Figure 4), but otherwise largely mirrors the locations of prime agricultural lands shown in Figure 2. Aggregate Resources As development expanded, the region found that a key ingredient for development was under threat. 13 Access to deposits of aggregate resources — crushed, rock, gravel, and sand — was being lost due to new development on or near the deposits. Aggregate resources are needed for construction not just of new roads and buildings, but also for maintenance and repair. Accessing these resources locally reduces the costs for local construction projects, compared to shipping resources in from outside of the region. In considering staging areas for new development, it will be important for local communities to continue to plan for aggregate resource extraction prior to development where viable deposits remain accessible, as mapped in Minnesota Geological Survey Information Circular No. 46. Where deposits are overlain by Regionally Significant Ecological Areas, or other locally protected natural resource areas, the Council prioritizes habitat preservation over aggregate extraction. Role of Regional Parks It is difficult to overstate how much the regional park system supports the region's quality of life and protection of high quality natural resources. In the 2012 annual survey of metropolitan residents, nearly half identified parks, trails or the natural environment as the most attractive feature of the region. The regional parks system provides recreational opportunities, and resources such as the Rice Creek Chain of Lakes Regional Park in Lino Lakes or Lebanon Hills Regional Park in Dakota County contribute to the preservation of important ecological and natural features. Increasingly, the regional park system is seen as an amenity to retain and attract new businesses and residents; and many people are using regional trails for commuting. The 2040 Regional Parks Policy Pfau sets the direction for protection and growth of the regional parks and trails system. The Metropolitan Council does not own or operate parks and trails, but through a variety of funds dedicated to regional parks, supports ten regional park implementing agencies. This collaborative partnership has created a system of regional 12 Laws of Minnesota 1980, chapter 566, sec. 1. 13 In 2001, the Minnesota Legislature amended the Metropolitan Land Planning Act (M.S. 473.859) to require local comprehensive plans to address aggregate deposits where they remain available. 14 The Council provides this information in digital format for use in GIS for local planning and analysis purposes. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 68 recreational open space has been, and will continue to be, an important tool for the region in protecting high quality natural areas. Council Role • Integrate natural resource protection strategies into regional system plans for infrastructure investments. • Collaborate with local, regional, and state partners to expand the regional parks system, as appropriate, to conserve, maintain, and connect natural resources identified as high quality or of regional importance, consistent with the 2040 Regional Parks Policy Plan. • Collaborate and convene with state, regional, and local partners to protect, maintain, and enhance natural resources protection. • Maintain an up -to -date regional Natural Resources Inventory and Assessment (NRI /A) in partnership with the Department of Natural Resources. • Provide technical assistance and tools for natural resources protection, conservation, and restoration. • Promote the implementation of best management practices for habitat restoration and natural resource conservation. Community Role • Include goals, priorities, and natural resource conservation strategies in the local comprehensive plan to protect and enhance natural resources identified in regional and local natural resource inventories. • Adopt and enforce ordinances for the conservation and restoration of natural resources within the community. • Work with regional partners and regional park implementing agencies to identify, plan for, . and acquire natural areas and resources prime for preservation and protection. • Plan for aggregate resource extraction where viable deposits remain accessible, as required by the Metropolitan Land Planning Act. Water Sustaenabi{rty Conserve, restore, and protect the quality and quantity of the region's water resources to ensure ongoing availability, to support public health, and to maintain a high quality of life. The prosperity, quality of life, and continued development of our region all depend on the sustainability of the quality and quantity of our region's water resources. As discussed earlier, an abundance of natural resources, particularly water, has long contributed to the vibrancy of our region. Early in the region's history, the Mississippi River provided an important source of energy and transportation for the milling industries, and shaping the region's development. The region is also home to two other major rivers, the Minnesota and the St. Croix, an expansive network of streams including high - quality trout streams, and over 900 lakes and numerous wetlands. In addition to the surface waters, the region also boasts access to a multi - layered aquifer system capable of yielding a large supply of good - quality water. These water resources DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 69 are the foundation for growth and vitality in the region, and we must care for these resources wisely and sustainably in order to prosper. Sustaining the quality of our region's water bodies is necessary to support the livability of the region and continued natural habitat function. Effective stewardship of our water resources cannot be accomplished through parkland protection alone. As a region, we also need to manage our use of our aquifers for water supply and our region's land use patterns. Land use patterns can impact the quality of both our surface and ground water bodies, both through the quantity of stormwater generated from development entering those water bodies, and pollutants that are contained in that stormwater (non -point source pollution). Land use patterns that integrate natural areas into development at the site level add to livability and help Figure 5. Rivers, Lakes, and Wetlands to avoid costly projects needed to alleviate environmental impacts of development, such as infrastructure to k"ss and „ assist in the management of stormwater. Mlegands Protecting natural areas can help to recharge the region's aquifers for water supply, filter and slow stormwater runoff, and reduce flood damage.? r` Surface Waters , rt Water resources have shaped the region's growth and development, as evidenced by the locations of the region's A^ two major downtowns in Minneapolis and St. Paul to the cities that developed ft around Lake Minnetonka and White Bear Lake, Our region's waters have also been recognized not only for their beauty and recreational value, but also for sustaining.:. life and economic activities. Some of our resources are protected as parks and public lands by all levels of government from federal to local. Vadnais -Snail Lakes Regional Park, Carlos Avery Wildlife Management Area, and the U.S. f=ish and Wildlife Service Louisville Swamp are just a few examples of how various public entities have protected some of our surface waters. The St. Croix River, considered one of the most pristine riverways in the nation, is a federally designated National Scenic Riverway with management coordinated among local governments, the National Park Service, and the Minnesota Department of Natural Resources. The Mississippi River is a state designated Critical Area 15 and federally designated National River and Recreation Area, with its protection and preservation coordinated among the local governments, the Department of Natural 15 Executive Order No. 79 -19 designated the Mississippi River Corridor as a Critical Area in 1979. The Mississippi National River and Recreational Area (MNRRA) was established by Congress as a unit of the National Park Service in 1988. In 1991, Minn. Stat. 116&15 designates the MNRRA corridor as a state critical area in the Critical Areas Act. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 70 Resources, the National Park Service, and the Metropolitan Council. State shoreland rules (Minn. Rules 6120.2500 -3900) provide statewide standards that local governments must adopt to manage development along lakeshores to protect lake quality. The Wetland Conservation Act is implemented through local land use controls with oversight from the Board of Water and Soil Resources, Groundwater Resources While the Mississippi River supported the initial development of the region, plentiful groundwater accommodated the region's outward growth. Increasing reliance on groundwater over time, however, has become a significant issue. In parts of the region, groundwater levels are declining, as described in the Special Features section of this document. In some cases, it is affecting; or has the potential to affect, lake levels. A pressing concern is the impact that future development might have on the reliability of groundwater as a water source. Considerations of impacts to our groundwater resources is important during the planning and development processes to ensure that we are not negatively impacting our resources and that we are taking advantage of opportunities to recharge our groundwater where those opportunities exist. Managing Subsurface Sewage Treatment Systems There are approximately 75,000 individual subsurface sewage treatment systems (SSTS) as well as several more private community systems serving clustered developments in use within the region. Both individual and community systems largely serve portions of the region where wastewater collection and treatment is not available. The Council's intent is to work with local governments to ensure that SSTS do not cause surface or groundwater quality problems in areas where collective sanitary sewer service is not available. The Council will continue to employ its review authority under the Metropolitan Land Planning Act to ensure that local governments that permit the construction of individual and private wastewater treatment systems, demonstrate through the comprehensive planning process that they have the capability to ensure that these individual and private systems are operated effectively within the standards required by the Minnesota Pollution Control Agency. Local communities must incorporate current MPCA regulations (Minn. Rules Chapters 7080 -7082) into their local ordinances and programs for managing subsurface sewage treatment systems. Council Role • Collaborate and convene with state, regional, and local partners to protect, maintain, and enhance natural resources protection and the protection of the quality and quantity of the region's water resources and water supply. • Work to maintain and improve the quality and availability of the region's water resources to support habitat and ecosystem health while providing for recreational opportunities, all of which are critical elements of our region's quality of life. • Reduce inflow and infiltration in the regional wastewater collection system. • Require proper management of subsurface treatment systems (SSTS), consistent with Minn. Rules Chapters 7080 -7082, to minimize impacts on surface water, ground water, and public health. • Assure adequate and high quality ground and surface water supplies to protect public health and support economic growth and development by promoting the wise use of DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 71 water through a sustainable balance of surface and ground water use, conservation, reuse, aquifer recharge, and other practices. • Support implementation of volume reduction techniques such as infiltration or filtration for stormwater management. • Promote the implementation of best management practices for stormwater management. • Collaborate with the Minnesota Department of Natural Resources (DNR) to provide technical assistance to local governments in implementing the Mississippi River Critical Area Program, and coordinate with the DNR in review of those plans and ordinances. Community Rolle • Collaborate and convene with state, regional, and local partners to protect, maintain, and enhance natural resources protection and the protection of the quality and quantity of the region's water resources and water supply. • Prepare and implement local water supply plans and source water (wellhead) protection ordinances, consistent with Minnesota Rules part 4720, in all communities with municipal water supply. • Prepare and implement local surface water plans as required by Minnesota Rules Chapter 8410, the Metropolitan Land Planning Act, and the 2040 Water Resources Policy Plan. • Reduce infiltration and inflow (Ili) into the local wastewater collection system. Participate in Ill grant programs as available. • Incorporate current MPCA regulations (Minn. Rules Chapters 7080 -7082) as part of a program for managing subsurface sewage treatment systems (SSTS) in the comprehensive plan and local ordinances, and implement the standards in issuing permits. Describe the conditions under which the installation of SSTS will be permitted and the areas not suitable for public or private systems. • Adopt and enforce ordinances related to stormwater management and erosion control. • Adopt and implement best management practices for abating, preventing, and reducing point and nonpoint source pollution. • Develop and adopt critical area plans and ordinances consistent with Executive Order 79- 19 and Critical Area Program rules, in all communities with affected lands in the Mississippi River Critical Area Corridor. • Integrate drinking water source protection into local land use decisions, particularly in Drinking Water Supply Management Areas. • Develop programs that encourage stormwater management, treatment, and infiltration. Housing Affordability and Choice Promote housing options to give people in all life stages and of all economic means viable choices for safe, stable, and affordable homes. Communities throughout the region recognize the significance of housing quality, choice, and affordability. The region is expecting 391,000 new households by 2040. In addition to population growth, other factors influence housing need such as the changing composition of families, DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 72 household income, and an aging population. Recent years have seen a surge in the demand for multi- family housing, particularly in the central cities, fueled by demographic changes, challenges presented by the foreclosure crisis, and market interest in areas well - served by transit and amenities. Housing is not only an important issue for individuals and families, but it matters to businesses as well; a range of housing options with convenient access to jobs helps attract and to retain workers in the region. Housing in close proximity to job opportunities can not only reduce or improve commute times, but also serve to reduce carbon emissions because of shorter travel distances. It can also offer travel choices other than the car to get to work. One of the most pressing ongoing challenges the region faces, however, is racial concentrations of poverty in the region's urban areas. In these areas, a history of racial segregation, private disinvestment, and limited access to quality educational and employment opportunities work against livability and prosperity for many families. The region needs a trained, productive workforce in order for the region to remain economically competitive, including workers of all income levels and backgrounds, which in turn demands a variety of housing options to suit their family, earnings cycle, and life -stage needs. Opportunities to address housing needs are not limited to new development and redevelopment. Maintenance and preservation of existing housing stock addresses many local housing needs and can offer housing choices closer to many job locations. Selective infill, historic preservation, live /work units, appropriately designed accessory dwellings, and adaptive reuse can also play a potential role in protecting and expanding the region's housing stock. Because housing affordability and diversification is strongly connected to the ability of to increase residential density, and to the availability of an array of services, unsewered areas of the region where increased density is discouraged and services are unavailable are inappropriate places for the development of new affordable housing. Because housing and residential land use patterns are durable, often lasting generations, creation of new housing through new construction, redevelopment and other strategies offers the opportunity not only to address market demands and unmet residential needs, but also to improve development patterns, generate and reinforce critical linkages between housing and services, provide opportunity to traditionally underserved populations, increase economic and social integration, and boost connectivity for walking and bicycling. As further detailed in the 2040 Housing Policy Plan, communities should plan for a range of housing types to meet the needs of residents at varying income levels and life stages. Council Role • Provide guidance to communities regarding their share of the regional affordable housing need in order to implement the Metropolitan Land Planning Act (MLPA). • Negotiate lifecycle and affordable housing goals with communities that participate in the Livable Communities Act (LCA). • Provide guidance and technical assistance to communities to establish, encourage, expand, and preserve affordable housing options and expand local knowledge of and access to funding assistance for housing, whether public, private, or philanthropic. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 73 • Strategically invest Council resources to assist community efforts to increase the variety of housing types and costs, attract and retain residents, appropriately mix land uses, increase transportation choices, and leverage private investment. • Encourage sustainability in housing, whether new construction or rehabilitation, to promote livability and health, create longer lasting and more durable housing, and benefit the regional environment. • Promote the preservation of existing housing, especially affordable housing, to maintain the most affordable housing stock. • Convene regional and local housing stakeholders, including practitioners, funders, and advocates, to refine policies and develop programs to respond to the housing needs of low- and moderate- income households throughout the region. Community Role • Prepare a local comprehensive plan that addresses the affordable housing planning requirements of the Metropolitan Land Planning Act, including guiding sufficient land to support a community's share of the regional affordable housing need and an implementation section that identifies the programs, fiscal devices, and official controls to be employed to address a community's share of the regional need for affordable housing. • Review local ordinances, policies, and partnerships to ensure they encourage and facilitate the opportunity for the development or preservation of affordable and lifecycle housing. • Identify and analyze local markets, location, condition and availability of affordable units, both publicly- subsidized and naturally- occurring, to inform the local Housing Action Plan as part of the local comprehensive plan. • Participate in the Livable Communities Act (LCA) Programs by negotiating affordable and lifecycle housing goals that support regional and local housing needs, and prepare a Housing Action Plan to address those goals and become eligible to access grant funding to address local development and redevelopment objectives. • Unsewered rural places should not attract or promote new affordable housing development. Housing rehabilitation and preservation efforts in these places should be supported by the county -level housing and community development entities. Access, Mobility, and Transportation Choice Sustain and improve a multi -modal transportation system to support regional growth, maintain regional economic competitiveness, and provide choices and reliability for the system's users. Transportation is pivotal to the region's economy and quality of life. Thrive MSP 2040 recognizes that a competitive economy, and the economic and social well -being of the region's residents, requires a multi -modal transportation system that provides choice and reliability. The Metropolitan Council has a leadership role with regard to investments and services that enhance the mobility of people and freight, improve multi -modal access to regional destinations, and support reuse, infill. and redevelopment efforts. Concern about climate change is also pushing the region to address how we might reduce carbon emissions from transportation. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 74 The geographic planning areas described in the following section reflect the transportation system and the land use patterns that developed alongside it. Most of the region's job and activity centers as described earlier in Thrive are located at the confluence of regional highways, transit, and/or rail service. In the more urbanized communities, transit use and bicycling represent significant shares of travel, but communities experience congestion and the economic and social costs of highway building. In suburban areas, transit use is less common, but plays an important role in commuting to the downtowns from park- and -ride facilities. In post -war suburban areas, shopping centers are evolving toward mixed -use concentrations of housing and jobs, which are easier to serve by transit. Geographic patterns of development mean that different areas will have different challenges and opportunities related to each transportation mode. The region has a significant investment in the regional highway system and the areas that it serves. More recently, the region has been making significant investments in the development of a system of dedicated transitways including light rail transit (LRT). To ensure that the region prospers and responds to the economic needs of households and businesses, the Metropolitan Council will be a good steward of these regional investments. As described in the 2040 Transportation Policy Plan, this will include detailing land use development expectations to support transit investments, identifying cost- effective means of improving multi -modal access to regional destinations, and improving mobility and reliability on the regional highway system, especially when it benefits movement and accessibility for freight, transit, carpools, and MnPass users. Managing regional growth and travel demand requires a partnership between the region and its communities. Regional highways, transitways, and bikeways are planned and designed to provide faster travel over longer distances. Local transportation systems, on the other hand, play an important role at the beginning and end of these trips whether for automobiles, freight movement, bicycling and/or walking. A critical piece of local transportation planning is the development of interconnected local street networks. In many cases, the regional highway system, including county arterial roadways, are serving short trips that should be made on local roadways. Interconnected local streets with more direct routes also lay the foundation for better conditions for walking and bicycling, More direct routes, route alternatives, and a wider distribution of traffic also create opportunities for greater sharing of public right -of -way among different modes. In particular, the development of the regional transit system is enhanced by the development of local bicycle and pedestrian systems. Transit patrons may not own cars, and transit trips typically end on foot even if they began at a park - and -ride. Local pedestrian and bicycle planning is also critical for the development of regional job and activity centers, where intensification and diversification of land uses create economies of scale and an opportunity to make shorter local trips on foot or by bike. Local bicycle and pedestrian planning is also critical in more automobile- oriented parts of the region where sidewalk networks are essential to reach jobs for people who are transit - dependent. Regardless of the development pattern, communities can identify cost - effective opportunities to make biking and walking a more attractive alternative over time as redevelopment occurs and as roadways and right -of -way are planned, improved or reconstructed. Council Role • Oversee the planning of a multi - modal, interconnected regional transportation system in cooperation with state agencies, counties, and local governments. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 75 • Invest in and operate transit services commensurate with efficient and effective standards established by Transit Market Areas defined in the 2040 Transportation Policy Plan. Coordinate other regional transit services to ensure a consistent and convenient user experience. • Invest in the regional highway system in ways that improve safety, address bottlenecks, and better manage peak periods through managed lanes (e.g., HOV /HOT lanes) and transit service improvements. • Support the management of access points to state and county road systems and emphasize construction of an interconnected local public street system. • invest in the development and improvement of regional trails and regional bicycle corridors as defined in the 2040 Transportation Policy Plan to better connect communities and provide viable transportation options for commuting via alternative modes. • Work with local, regional, and state partners to coordinate transportation, pedestrian, bicycle, and trail connections across jurisdictional boundaries. • Use Council investments and policies to reduce vehicle miles traveled (VMT) and carbon per unit of fuel, which are key drivers of the region's generation of greenhouse gas emissions. • Encourage communities to plan and develop local trail connections to the regional parks system where appropriate. Ensure that transportation elements of local comprehensive plans provide for pedestrian and bicycle access to regional transit services, regional trails, and regional bicycle corridors. • Invest in transportation improvements that support the export and mobility of freight by truck, rail, air, and barge. • Coordinate with Metropolitan Airports Commission, the Federal Aviation Administration, MnDOT Aeronautics, and local communities to ensure that land uses and air space adjacent to the system of regional airports is protected from incompatible uses. Community Role • Consider travel modes other than the car at all levels of development (site plan, subdivision, comprehensive planning) to better connect and integrate choices throughout all stages of planning. • Plan for and construct an interconnected system of local streets, pedestrian, and bicycle facilities that is integrated with the regional system. • Adopt access management standards that support state and county highway access and mobility needs. • Plan local roadway systems to minimize short trips on the regional highway system. • Plan for compatible land uses and air space adjacent to the system of regional airports. • Participate on the Transportation Advisory Board and other forums to ensure that the metropolitan planning process and regional transportation system reflect local needs. • Work with partners in communities, counties, and the region at large to coordinate transportation, pedestrian, bicycle, and trail connections within and between jurisdictional boundaries. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 76 Economic Competitiveness Foster connected land use options to provide businesses and industries with access to materials, markets, and talent. Just as the region's residents need housing, so do the region's businesses and institutions need land to locate their businesses and jobs. Commercial, industrial and institutional land uses comprise only 6% of the region's land area compared to 22% for housing. Though a small portion of the region's overall land supply, these land uses provide the locations for the jobs and economic activity that lead to prosperity. The Twin Cities region is expecting 550,000 new jobs between 2010 and 2040, and businesses want to site those jobs in locations with access to materials, markets and talent. Freight transportation networks, whether river, rail, air or road, transport raw materials and finished goods to and from state, national and international markets. Proximity to workers — particularly via attractive commute modes — increases employers' desirability as place to work and minimizes the negative impact of travel time delays. More than half of the region's 1.5 million jobs are located in job and activity centers, which consume less than 2% of the land area of the region. t6 Job and major activity centers (such as major shopping) are more concentrated in nodes than other land uses. While half of the region's jobs are located in these larger job centers, most of the remaining jobs are in community -scale commercial centers and key industrial sites scattered throughout the region. Community centers meet local shopping and convenience needs. Many industrial uses are less likely to be concentrated or located within centers due to their transportation accessibility and space needs. Businesses seeking to locate or expand in the region want viable location options — whether defined by accessibility to transportation or talent. To maintain the region's economic competitiveness, communities should ensure that local land use provides location choices that can meet business needs. To achieve this, communities should engage business voices early and often in the local comprehensive planning process. While housing tends to last for generations, commercial and industrial buildings often have short lifespans and turn over quickly to meet new locational needs. The cleanup of contaminated land creates opportunities for new industry in places that have already benefited from prior infrastructure investment. Council Role • Prioritize regional investment in places that are drivers of economic innovation and growth for the region. • Prioritize regional investments that improve access to national and international markets by regional and state businesses. 16 Analysis using data from Quarterly Census of Employment and Wages (QCEW, 2012) and the Metropolitan Council Generalized Land Use, 2010. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 77 • Ensure that regional growth is managed in efficient ways that allow for a variety of choices in location and transportation for businesses and residents. • Support a variety of freight transport to better connect the region with state, national, and international markets. • Support the cleanup of contaminated land for new industry, including manufacturing and other sectors that are export industries for the region. • Promote the intensification of existing job and activity centers and the creation and growth of regional job clusters. • Provide technical assistance to help local communities better understand their contributions to the regional economy; provide information, research, and analysis on economic competitiveness. • Provide technical assistance to communities undertaking planning efforts around job and activity centers and regional investments. • Support cost- effective sub - regional infrastructure investments in efforts to promote sustainable water use and protect the region's water supplies. • Support local and regional efforts to develop climate change mitigation and adaptation strategies to remain economically competitive. Community Role • Plan for the further development of existing job and activity centers, and for further development of centers consistent with the overall regional economy. • Consider completing a community -based market analysis to better understand the market conditions. • Consider addressing economic competitiveness in the comprehensive plan, acknowledging both locally and regionally significant economic places. • Preserve sites for river and rail- dependent manufacturing and freight transportation. • Engage with businesses and other employers to ensure their input is provided to the community's comprehensive plan. Suilding in Resilience Promote sensitive land use and development patterns to contribute toward achieving Minnesota's adopted greenhouse gas emission goals at the regional scale, and to develop local resiliency to the impacts of climate change. The effects of climate change transcend community boundaries and are felt throughout our region, whether it's flooded farmlands, modified growing seasons, rising energy costs, or storm sewer systems overloaded from a large summer storm. Studies have also shown that the built environment is a primary contributor to climate change, resulting both from the energy used in homes and businesses and from our travel behaviors resulting from our pattern of regional land DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 78 use development." As such, the region's response to climate change must include both measures to reduce emissions and to improve our local systems to make them less vulnerable to climate change impacts. The Council's land use direction is rooted in our mission to guide the orderly and economical growth of the region, but changes to our region's land use patterns can also help drive emissions reductions. Compact redevelopment near regional job and activity centers or transit will result in fewer emissions from transportation. Redevelopment or renovation of existing buildings for new uses is more energy - efficient than new development and takes advantage of existing infrastructure. Growth at the edge of the region that includes interconnected streets and walkable /bikeable destinations nearby will also result in fewer emissions from local trips. Communities in the region are choosing to reduce their contributions to climate change and attempt to mitigate its impacts through a variety of energy reduction measures, developing in a more compact land use pattern, and reducing automobile dependency, to name a few. Integrating natural resources into our development patterns, or green infrastructure, can also serve to improve the resiliency of the existing built environment, as many plant communities can help manage stormwater. Improving urban forestry can mitigate emissions and provide co- benefits, such as an improved pedestrian experience and reduction of urban heat island effects. Taking these measures ensures that communities are better prepared to deal with more frequent extreme weather events and other expected climate impacts that can drain limited local resources and threaten the region's competitiveness and viability. Because of the related benefits, many communities are responding to climate change by reducing their energy use. Local government budgets are leaner than ever and addressing climate change as a means to reduce energy costs is an approach more and more common by communities faced with fiscal constraints. This can mean many things and some innovative ideas have surfaced on how and where to reduce costs. For example, the City of Falcon Heights began with implementing improvements to its solid waste operations, then instituting lighting retrofits throughout the City, adopting a new recycling program, and exploring solar power, all implemented or to be implemented as cost saving measures. Effective land use planning provides a community with the tools needed to better address climate change locally. Encouraging land use policies that create a more compact land use pattern can ultimately reduce energy consumption, protect public investments in infrastructure, reduce development pressures on habitat and open space, provide benefits to public health, and create a more sustainable community. Innovative land use policies can create a more compact region resulting in more efficient use of our infrastructure investments, cost- effective extension of urban services, and preservation of natural and agricultural areas within the region. i7 The Minnesota Climate Change Advisory Group Final Report April 2008, found that of the principal sources of the state's green house gas emissions from 2005 data, transportation made up 24% of the state's total emissions, and the use of fossil fuels in residential, commercial, and industrial sectors added another 20% of the state's emissions in 2005, DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 79 Council Role • Substantially reduce energy consumption at Metropolitan Council facilities, improve the efficiency of the Council's vehicle fleets including Metro Transit buses, and provide information to the public and partners to lead by example. • With regional infrastructure, planning, and operations, increase efforts to reduce water use and energy consumption. • Identify and address potential vulnerabilities in regional systems as a result of increased frequency and severity of storms and heat waves. Maintain dikes, emergency generators, and response plans for Council facilities facing extreme weather. • Use the Council's investments and planning authorities to contribute toward meeting statutory goals for reductions in the generation of regional greenhouse gas emissions, and convene regional discussions about goals for climate change mitigation and adaptation. • Encourage the preparation of adaptation, mitigation, and resiliency responses to climate change as part of the comprehensive plan update. • Develop, collect, and disseminate information about climate change, including energy and climate data, GreenSteps best practices, the next generation of the Regional Indicators data, and potentially a regional greenhouse gas inventory. • Provide technical assistance and toolkit resources to communities in integrating climate change mitigation and adaptation strategies as part of local comprehensive plans. • Develop and strengthen partnerships with experts in climate change to better assist and inform local communities on how best to evaluate and develop local climate changes strategies. • Encourage communities to participate in regional programs which support efforts to inform, plan for, mitigate, adapt, and respond to climate change issues of local significance such as water conservation, stormwater infrastructure adaptation, greenhouse gas reduction, use of alternative energy sources, infrastructure planning, and hazard mitigation planning. • Provide, or collaborate with partners to provide, technical references, and resources for communities seeking to mitigate and adapt to climate change, in their own facilities and in their communities, including, but not limited to, stormwater, wastewater, and water supply management practices, and transit, and land -use planning. Community Role • Address climate change mitigation and adaptation throughout the local comprehensive plan. • Identify local measures that would result in reductions in water use, energy consumption, and emission of greenhouse gases. • Ensure access to solar energy by addressing it in local comprehensive plans and ordinances, as required by the Metropolitan Land Planning Act, and consider the use of other alternative energy sources as part of the planning process. • Identifying local measures to address impacts to local economies, local resources, and infrastructure systems as a result of more frequent or severe weather events. • Identify local initiatives as cost saving measures that may, as a result, lower energy consumption, reduce the generation of greenhouse gas emissions, preserve water DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 $0 supply reduce municipal waste, and increase participation in recycling programs, for example. Participate in programs that evaluate and share city practices and provide technical support, such as GreenSteps program and the Regional Indicators Initiative. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 81 Strategies for Community Designations As discussed earlier in Thrive, the Council assigns a community designation, or planning area, to each city and township. This designation indicates the overall state of development and regional issues faced by that community. Strategies addressing issues specific to different types of communities are grouped under the community designations, while strategies common to all communities are found earlier in this section. The following sections contain more detailed strategies to address in response to the opportunities and challenges unique to different groups of communities. Urban Center: Growing vitality in the region's core Urban Center communities include the largest, most centrally located and most economically diverse cities of the region. Anchored by Minneapolis and Saint Paul, the Urban Center also includes adjoining cities that share similar development characteristics such as street grids planned before World War Two. Orderly and Efficient Land Use Council dole • Maintain and improve regional infrastructure to support adaptive reuse, infill development, and redevelopment. • Support local planning and implementation efforts to focus growth in and around regional transit, as articulated in the 2040 Transportation Policy Plan. • Coordinate regional infrastructure and program funding with other efforts designed to address racially concentrated areas of poverty. • Partner with local communities to improve land use patterns to reduce the generation of carbon emissions. Community Bole • Plan for forecasted population and household growth at average densities of at least 20 units per acre, and target opportunities for more intensive development near regional transit investments, at densities and in a manner articulated in the 2040 Transportation Policy Plan. • Identify areas for redevelopment, particularly areas that are well- served by transportation options and nearby amenities, and which contribute to better proximity between jobs and housing. • Identify opportunities for land assembly to prepare sites that will attract future private reinvestment, especially in racially concentrated areas of poverty. • In collaboration with other regional partners, lead major redevelopment efforts, such as the former Ford Plant site. • Lead detailed land use planning efforts around regional transit stations, job and activity centers, and other regional investments. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 82 • Plan for and program local infrastructure needs (e.g., roads, sidewalks, sewer, water, surface water), including those needed for future growth and to implement local comprehensive plans. • Consider the role of railroads in promoting economic activity and identify an adequate supply of land in comprehensive plans to meet existing and future demand for users requiring rail access. Natural Resources Protection Council Role • Support the reclamation of lands, including contaminated land, for redevelopment and the restoration of natural features and functions. • Promote multi -modal access to regional parks, trails, and the transit network, where appropriate. Community Role • Integrate natural resource conservation and restoration strategies into the comprehensive plan and in local infrastructure projects where appropriate. • Identify lands for reclamation, including contaminated land, for redevelopment and the restoration of natural features and functions. Water Sustainability Council Role See Water Sustainability policy discussion in the Land Use Policy introduction. Community Role- • Implement best management practices to control and treat stormwater as redevelopment opportunities arise. Housing Affordability and Choice Council Rule • Re- invest in and expand regional systems to support redevelopment in communities that partner in the preservation and expansion of housing choices. Community Dole • Designate land in the comprehensive plan to support household growth forecasts and address the community's share of the region's affordable housing need through development and redevelopment at a range of densities. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 83 • Plan for an adequate supply of affordable housing along regional transitways at station areas. Address the relationship of local industries to the affordability of housing in the community. • Use state, regional, and federal sources of funding and /or financing and development tools allowed by state law to assist the feasibility of the development of new lifecycle and affordable housing. Access, Mobility, and Transportation Choice Council Role • Ensure that local roadway systems are planned in ways that minimize short trips on the regional highway system. • Ensure that local infrastructure and land uses are planned in ways that are consistent with managing access along the regional highway system and capitalizing on investments in the regional transit system. • Invest in transit improvements in corridors that serve existing transit demand and that can effectively guide a significant level of future growth. • Ensure that local comprehensive plans accommodate growth in and around transit stations and near high - frequency transit services, commensurate with planned levels of transit service and station typologies identified in the 2040 Transportation Policy Plan. • Support access to, and the future growth of, regional intermodal freight terminals as identified in the 2040 Transportation Policy Plan. Community Role • Develop comprehensive plans that target growth in and around regional transit stations and near high - frequency transit services, commensurate with planned levels of transit service and the station typologies (e.g., land use mix, density levels) identified in the 2040 Transportation Policy Plan. • Develop local policies, plans, and practices that improve pedestrian and bicycle circulation, including access to regional transit services, regional trails, and regional bicycle corridors. • Consider implementation of travel demand management (TDM) policies and ordinances that encourage use of travel options and decrease reliance on single- occupancy vehicle travel. • Engage private sector stakeholders that depend on or are affected by the local transportation system. • Adopt development requirements that improve the user experience, circulation, and access for bicyclists and pedestrians. • Adopt complete streets policies that improve safety and mobility for all road users. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 84 Economic Competitiveness Council Role • Invest in regional amenities and services, including transit, regional parks and trails and bikeways to reinforce the Urban Center as an attractive place to locate and do business, • Invest in regional transportation improvements that better connect workers in racially concentrated areas of poverty with job training and living wage employment. Community Role • Identify appropriate areas for business and industrial expansion, considering access by rail, truck, plane, and barge. • Protect sites for river- and rail-dependent manufacturing and freight transportation needs from incompatible uses and identify local land supply and transportation needs for effective use of those sites. • Plan for land uses, where appropriate, that support the growth of export-oriented businesses, important regional economic clusters, and living wage jobs. • Support the cleanup and re-use of contaminated land by utilizing regional, county, and local funding programs and financing tools. • Preserve, remediate contamination, and re-purpose industrial base for higher intensity employment and new industries. • Conduct small area planning efforts to preserve locations for employment, to manage growth, and to minimize land use conflicts. Building in Resilience Council Role • Invest in regional transportation infrastructure and services that increase the share of trips made by transit, carpools, and non-motorized means and guide development patterns that support this. • Explore developing an urban forestry assistance program, Community Role • Identify and address potential vulnerabilities in local infrastructure as a result of increased frequency and severity of storms and heat waves, • Participate in federal, state, and local utility programs that incentivize the implementation of wind and solar power generation. • Consider making a property assessed clean energy (PACE) program available for conservation and renewable energy, • Consider subscribing to community solar gardens for municipal electric load, or providing sites for gardens. • Adopt local policies and ordinances that encourage land development that supports travel demand management JIDIVI) and use of travel options. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 85 • Consider development standards that increase vegetative cover and increase the solar reflective quality of surfaces. • Participate in urban forestry grant programs as available. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 86 Urban: Redeveloping to meet the needs of new generations Urban communities developed primarily during the economic prosperity between the end of World War II and the economic recession of 1973- 1975.These cities, adjacent to the Urban Center communities, experienced rapid development to house the growing families of the Baby Boom era. They exhibit the transition toward the development age dominated by the influence of the automobile. Urban communities include considerable growth and development along highways, with the most significant concentrations along 1 -494 in Bloomington and Edina. Orderly and Efficient Land Use Council Role • Maintain and improve regional infrastructure to support adaptive reuse, infill development, and redevelopment. • Support local planning and implementation efforts to target growth in and around regional transit, as articulated in the 2040 Transportation Policy Plan. • Coordinate regional infrastructure and program funding with other efforts designed to address regional concentrations of poverty. • Provide technical assistance to communities undertaking planning efforts around job and activity centers and regional investments. • Partner with local communities to improve land use patterns to reduce the generation of carbon emissions. Community Role • Plan for forecasted population and household growth at average densities of at least 10 units per acre, and target opportunities for more intensive development near regional transit investments, at densities and in a manner articulated in the 2040 Transportation Policy Plan. • Identify areas for redevelopment, particularly areas that are well- served by transportation options and nearby amenities, and which contribute to better proximity between jobs and housing. • In collaboration with other regional partners, lead major redevelopment efforts, such as the Twin Cities Army Ammunition Plant (TCAAP) site. • Lead detailed land use planning efforts around regional transit stations, job and activity centers, and other regional investments. • Plan for and program local infrastructure needs (e.g., roads, sidewalks, sewer, water, surface water), including those needed for future growth and to implement the local comprehensive plan. • Consider the role of railroads in promoting economic activity and identify an adequate supply of land in comprehensive plans to meet existing and future demand for users requiring rail access. DRAFT FOR PUBLIC COMMENT Last revised; February 21, 2014 87 Natural Resources Protection Council Role • Integrate natural resource conservation and restoration strategies into regional system plans and capital projects. • Support the reclamation of lands, including contaminated land, for redevelopment and the restoration of natural features and function. • Promote multi -modal access to regional parks, trails and the transit network, where appropriate. • Support the continued development of the regional trail system. Community Role • Integrate natural resource conservation and restoration strategies into comprehensive plan. • Identify lands for reclamation, including contaminated land, for redevelopment and the restoration of natural features and functions. • Develop programs that encourage the implementation of natural resource conservation and restoration, Water Sustainability Council Role See Water Sustainability policy discussion in the Land Use Policy introduction. Community Role • Implement best management practices to control and treat stormwater as redevelopment opportunities arise. Housing Affordability and Choice Council bole • Re- invest in and expand regional systems to support redevelopment in communities that partner in the preservation and expansion of housing choices. Community Role • Designate land in the comprehensive plan to support household growth forecasts and address the community's share of the region's affordable housing need through redevelopment at a range of densities. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 88 • Plan for an adequate supply of affordable housing along regional transitways at station areas. Address the relationship of local industries to the affordability of housing in the community. • Use state, regional, and federal sources of funding and /or financing and development tools allowed by state law to assist the feasibility of the development of new lifecycle and affordable housing. • Develop or use programs to preserve the existing stock of naturally- occurring affordable housing, Access, Mobility, and Transportation Choice Council Dole • Ensure that local roadway systems are planned in ways that minimize short trips on the regional highway system. • Ensure that local infrastructure and land uses are planned in ways that are consistent with managing access along the regional highway system and capitalizing on investments in the regional transit system. • Invest in transit improvements in corridors that serve existing transit demand and that can effectively guide a significant level of future growth. • Ensure that local comprehensive plans accommodate growth in and around transit stations and near high - frequency transit services, commensurate with planned levels of transit service and station typologies identified in the 2040 Transportation Policy Plan. • Provide regional transit services to serve dense corridors and nodes where local communities are adapting local policies to improve the success of transit, • Support access to, and the future growth of, regional intermodal freight terminals as identified in the 2040 Transportation Policy Plan. Community Role • Develop comprehensive plans that focus growth in and around regional transit stations and near high - frequency transit services, commensurate with planned levels of transit service and the station typologies (e.g., land use mix, density levels) identified in the 2040 Transportation Policy Plan. • Develop local policies, plans, and practices that improve pedestrian and bicycle circulation, including access to regional transit services, regional trails, and regional bicycle corridors. • Consider implementation of travel demand management JDM) policies and ordinances that encourage use of travel options and decrease reliance on single- occupancy vehicle travel, • Engage private sector stakeholders that depend on or are affected by the local transportation system. • Adopt development requirements that improve the user experience, circulation, and access for bicyclists and pedestrians. • Adopt complete streets policies that improve safety and mobility for all road users. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 89 Economic Competitiveness Council Role • Invest in regional amenities and services, including transit, regional parks and trails and bikeways to reinforce the Urban area as an attractive place to locate and do business. • Invest in regional transportation improvements that better connect workers in racially concentrated areas of poverty with job training and living wage employment. Community Role • Identify appropriate areas for business and industrial expansion, considering access by rail, truck, plane, and barge. • Support the cleanup and re -use of contaminated land by utilizing regional, county, and local funding programs and financing tools. • Preserve, remediate contamination, and repurpose industrial base for higher intensity employment and new industries. • Protect sites for river- and rail - dependent manufacturing and freight transportation needs from incompatible uses and identify local land supply and transportation needs for effective use of those sites. • Plan for land uses where appropriate that support the growth of export- oriented businesses, important regional economic clusters, and living wage jobs. • Conduct small area planning efforts to preserve locations for employment, manage growth, and minimize land use conflicts. Building in Resilience Council Role • Invest in regional transportation infrastructure and services that increase the share of trips made by transit, carpools, and non - motorized means and guide development patterns that support this. • Explore developing an urban forestry assistance program. Community Role • Identify and address potential vulnerabilities in local infrastructure as a result of increased frequency and severity of storms and heat waves. • Participate in federal, state, and local utility programs that incentivize the implementation of wind and solar power generation. • Consider making a property assessed clean energy (PACE) program available for conservation and renewable energy. • Consider subscribing to community solar gardens for municipal electric load, or providing sites for gardens. • Adopt local policies and ordinances that encourage land development that supports travel demand management (TDM) and use of travel options. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 90 • Consider development standards that increase vegetative cover and increase the solar reflective quality of surfaces. • Participate in urban forestry grant programs as available. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 91 Suburban: Cultivating places where people can gather Suburban communities saw their primary era of development during the 1980s and early 1990s as the Baby Boomers formed families and entered their prime earning years. Suburban Communities also includes places that were once resort destinations connected from the Twin Cities by streetcar, along Lake Minnetonka, White Bear Lake, and the St. Croix River. Orderly and Efficient Land Use Council Role • Maintain and improve regional infrastructure to support adaptive reuse, infill development, and redevelopment. • Support local planning and implementation efforts to target growth in and around regional transit, as articulated in the 2040 Transportation Policy Plan. • Coordinate regional infrastructure and program funding with other efforts designed to address racially concentrated areas of poverty. • Provide technical assistance to communities undertaking planning efforts around job and activity centers and regional investments. • Partner with local communities to improve land use patterns to reduce the generation of carbon emissions. Community Role • Plan for forecasted population and household growth at overall average densities of at least 5 units per acre, and target opportunities for more intensive development near regional transit investments, at densities and in a manner articulated in the 2040 Transportation Policy Plan. • Identify areas for redevelopment, particularly areas that are well- served by transportation options and nearby amenities, and which contribute to better proximity between jobs and housing. Lead major redevelopment efforts. • Lead detailed land use planning efforts around regional transit stations, job and activity centers, and other regional investments. • Plan for and program local infrastructure needs (e.g., roads, sidewalks, sewer, water, surface water), including those needed to accommodate future growth and implement local comprehensive plans. • Consider the role of railroads in promoting economic activity and identify an adequate supply of land in comprehensive plans to meet existing and future demand for users requiring rail access. Natural Resources Protection Council Role • Support the reclamation of lands, including contaminated land, for redevelopment and the restoration of natural features and function. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 92 • Promote multi-modal access to regional parks, trails and the transit network, where appropriate. Support the continued development of the regional trail system. Community Role • Integrate natural resource conservation and restoration strategies into comprehensive plan. • Identify lands for reclamation, including contaminated land, for redevelopment and the restoration of natural features and functions. • Integrate natural resources restoration and protection strategies into local development ordinances. • Develop programs that encourage the implementation of natural resource conservation and restoration, Water Sustainability Council Role See Water Sustainability policy discussion in the Land Use Policy introduction. Community Role • Implement best management practices to control and treat stormwater as redevelopment opportunities arise. Housing Affordability and Choice Council Role • Re-invest in and expand regional systems to support redevelopment in communities that partner in the preservation and expansion of housing choices. Community Role • Designate land in the comprehensive plan to support household growth forecasts and address the community's share of the region's affordable housing need through redevelopment at a range of densities. • Plan for an adequate supply of affordable housing along regional transitways at station areas. Address the relationship of local industries to the affordability of housing in the community, • Use state, regional, and federal sources of funding and/or financing and development tools allowed by state law to assist the feasibility of the development of new lifecycle and affordable housing. • Develop or use programs to preserve the existing stock of naturally-occurring affordable housing. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 Access, Mobility, and Transportation Choice Council Role • Ensure that local roadway systems are planned in ways that minimize short trips on the regional highway system. • Ensure that local infrastructure and land uses are planned in ways that are consistent with managing access along the regional highway system and capitalizing on investments in the regional transit system. • Invest in transit improvements in corridors that serve existing transit demand and that can effectively guide a significant level of future growth. • Ensure that local comprehensive plans guide growth in and around transit stations and near high - frequency transit services, commensurate with planned levels of transit service and station typologies identified in the 2040 Transportation Policy Plan. • Provide regional transit services to serve dense corridors and nodes where local communities are adapting local policies to improve the success of transit. • Support access to, and the future growth of, regional intermodal freight terminals as identified in the 2040 Transportation Policy Plan. Community Role • Develop comprehensive plans that focus growth in and around regional transit stations and near high - frequency transit services, commensurate with planned levels of transit service and the station typologies (e.g., land use mix, density levels) identified in the 2040 Transportation Policy Plan. • Develop local policies, plans and practices that improve pedestrian and bicycle circulation, including access to regional transit services, regional trails, and regional bicycle corridors. • Seek opportunities to improve local street and pedestrian connections to improve access for local trips. • Consider implementation of travel demand management (TDM) policies and ordinances that encourage use of travel options and decrease reliance on single- occupancy vehicle travel • Engage private sector stakeholders that depend on or are affected by the local transportation system. • Adopt development requirements that improve the user experience, circulation, and access for bicyclists and pedestrians, • Adopt complete streets policies that improve safety and mobility for all road users. Economic Competitiveness Council Role • Invest in regional amenities and services, including transit, regional parks and trails and bikeways to support the Suburban area as an attractive place to locate and do business. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 94 • Invest in regional transportation improvements that better connect workers in racially concentrated areas of poverty with job training and living wage employment. Community Role • Identify appropriate areas for business and industrial expansion, considering access by rail, truck, plane, and barge. • Support the cleanup and re -use of contaminated land by utilizing regional, county, and local funding programs and financing tools. • Preserve, remediate contamination, and re- purpose industrial base for higher intensity employment and new industries. • Protect sites for river- and rail - dependent manufacturing and freight transportation needs from incompatible uses and identify local land supply and transportation needs for effective use of those sites. • Plan for land uses where appropriate that support the growth of export- oriented businesses, important regional economic clusters, and living wage jobs. • Conduct small area planning efforts to preserve locations for employment, manage growth, and minimize land use conflicts. Building in Resilience Council Role • Invest in regional transportation infrastructure and services that increase the share of trips made by transit, carpools, and non - motorized means and guide development patterns that support this. • Explore developing an urban forestry assistance program. Community Role • Identify and address potential vulnerabilities in local infrastructure as a result of increased frequency and severity of storms and heat waves. • Participate in federal, state, and local utility programs that incentivize the implementation of wind and solar power generation. • Consider making a property assessed clean energy (PACE) program available for conservation and renewable energy. • Consider subscribing to community solar gardens for municipal electric load, or providing sites for gardens. • Adopt local policies and ordinances that encourage land development that supports travel demand management (TDM) and use of travel options. • Consider development standards that increase vegetative cover and increase the solar reflective quality of surfaces. • Participate in urban forestry grant programs as available. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 95 Suburban Edge: Managing rapid growth and change The Suburban Edge includes communities that have experienced significant residential growth beginning in the 1990s and continuing to the 2010s. At least 40% of the land in these cities is developed, but significant amounts of land remain for future development. No large -scale agricultural areas remain in the Suburban Edge. Orderly and Efficient Land Use Council Role • Support local efforts and policies to plan for growth that efficiently uses transportation and transit infrastructure and regional services. • Promote land use patterns with clear distinctions between urban and rural areas to protect natural resources and land for agricultural viability. • Provide technical assistance to communities on land use strategies and staged development to inform the local comprehensive planning process. • Partner with local communities to improve land use patterns to reduce the generation of carbon emissions. Community Role • Plan and stage development for forecasted growth through 2040 and beyond at overall average net densities of at least 3 -5 dwelling units per acre in the community. Target higher intensity developments in areas with better access to regional sewer and transportation infrastructure, connections to local commercial activity centers, transit facilities, and recreational amenities. • Ensure the efficient use of land when planning for and approving new developments and redevelopment projects. \ Natural Resources Protection Council Role See Natural Resources policy discussion in Land Use Policy introduction. Community Role • Complete local natural resources inventories, prioritize areas to protect, and integrate natural resources conservation into local ordinances. • Conserve natural resources and protect vital natural areas when designing and constructing local infrastructure and planning land use patterns, • Encourage site planning that incorporates natural areas as part of site development and redevelopment. • Integrate water sustainability and protection of groundwater recharge areas into local plans. Consider how development, irrigation, reductions in infiltration and inflow, and DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 96 increased surface runoff impact groundwater recharge and consider conservation strategies and best management practices to mitigate these impacts. • Implement best management practices to control and treat stormwater as redevelopment opportunities arise. Water Sustainability Council Role See Water Sustainability policy discussion in the Land Use Policy introduction. Community Role • Incorporate best management practices for stormwater management in planning processes. • Adopt and implement best management practices for protection of natural resources, the quality and quantity of our water resources, and the preservation of water supply. • Explore alternative water supply sources to ensure adequate water resources beyond 2040. Housing Affordability and Choice Council Role See Housing Affordability and Choice policy discussion in the Land Use Policy introduction. Community Role • Designate land in the comprehensive plan to support household growth forecasts and address the community's share of the region's affordable housing need through development and redevelopment at a range of densities. • Address the relationship of local industries to the affordability of housing in the community. • Use state, regional, and federal sources of funding and /or financing and development tools allowed by state law to assist the feasibility of the development of new lifecycle and affordable housing. • Develop or use programs to preserve the existing stock of naturally - occurring affordable housing. Access, Mobility, and Transportation Choice Council Role • Invest in high capacity transit and transportation improvements that support more reliable access to and from Suburban Edge communities. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 97 • Plan transit facilities in areas where land use is not sufficiently intense to support transit, such as park and rides, to accommodate growth and encourage the use of public transportation to regional centers. • Invest in the development and improvement of regional trails and regional bicycle corridors to better connect communities and provide viable transportation options for commuting via alternative modes. • Work with state agencies, counties, and local governments to provide assistance in planning for freight transportation to connect the rural and urban areas' markets and resources. Community Role • Develop local policies, plans, and practices that improve pedestrian and bicycle circulation, including access to regional transit services, regional trails with improved pedestrian connections, and regional bicycle corridors. • Target opportunities for intensive development in corridors or nodes along corridors, consistent with the 2040 Transportation Policy Plan. • Plan transit facilities to better incorporate alternative mode connections, such as trails and sidewalks, for facilities serving locations where commuters have to travel greater distances to complete their trip. • Work with partners in communities and counties to overcome barriers to transportation and to improve pedestrian and bicycle connections across jurisdictional boundaries. Economic Competitiveness Council Role • Promote local planning around key intersections, regional infrastructure, and business needs. • Support the development of workforce housing to provide options for lifecycle and affordable housing. • Convene interested partners to further strategies towards increasing regional competitiveness and include discussion of how Suburban Edge communities can contribute to the region's overall economic growth. Community Role • Consider how local efforts to focus economic development strategies along existing commercial centers (historic downtowns or commercial corridors) can contribute to the region's overall economic competitiveness through enhanced integration of local and regional planning efforts. • Protect sites for river- and rail - dependent manufacturing and freight transportation needs from incompatible uses and identify local land supply and transportation needs for effective use of those sites. • Identify important multi -modal intersections, alternative freight routes, key intersections, and other existing opportunities that may contribute to local and regional economic competitiveness. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 98 • Partner with adjacent communities and businesses to strengthen economic among subregional employment centers. • Consider best practices for workforce housing to retain employees of local employment centers within the Suburban Edge communities. Building in Resilience Council Bole See Building in Resilience policy discussion in Land Use Policy introduction. Community Role • Identify local measures that would result in reductions in water use, energy consumption, and emission of greenhouse gases. • Identify local measures to address impacts to local economies, local resources, and infrastructure systems as a result of more frequent or severe weather events. • Identify mitigation and adaptation strategies and infrastructure resiliency plans to protect against potential negative impacts of events associated with more frequent or severe weather events. • Implement compact development patterns and creating more connected places to reduce auto- dependency and related generation of green house gas emissions. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 99 Emerging Suburban Edge. Transitioning from rural to developed The Emerging Suburban Edge includes cities, townships and portions of both that are in the early stages of transitioning into urbanized levels of development. Strategically located between Suburban Edge and the Rural communities, the Emerging Suburban Edge communities offer both connections to urban amenities and the proximity to open spaces that characterizes a rural lifestyle. Often, the cities and townships in the Emerging Suburban Edge are in more than one community designation. In the majority of Emerging Suburban Edge communities, less than 40% of the land has been developed. Orderly and Efficient Land Use Council Role • Promote land use patterns with clear distinctions between urban and rural areas to protect natural resources and land for agricultural viability. • Provide technical assistance to communities on land use strategies and staged development to inform the local comprehensive planning process. • Partner with local communities to improve land use patterns to reduce generation of carbon emissions. Community Role • Plan and stage development for forecasted growth through 2040 and beyond at overall average net densities of at least 3 -5 dwelling units per acre in the community. Target higher intensity developments in areas with better access to regional sewer and transportation infrastructure, connections to local commercial activity centers, transit facilities, and recreational amenities. • Identify and protect adequate supply of land to support growth for future development beyond 2040, with regard to agricultural viability and natural and historic resources preservation. • Incorporate best management practices for stormwater management, and natural resources conservation and restoration in planning processes. • Plan for local infrastructure needs including those needed to support future growth. Natural Resources Protection Council Role See Natural Resources Protection policy discussion in Land Use Policy introduction. Community Role • Complete local natural resources inventories, prioritize areas to protect, and integrate natural resources conservation into local ordinances. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 100 • Conserve natural resources and protect vital natural areas when designing and constructing local infrastructure and planning land use patterns, • Encourage site planning that incorporates natural areas as part of site development and redevelopment. Water Sustainability Council Role See Natural Resources Protection policy discussion in Land Use Policy introduction, Community Role • Incorporate best management practices for stormwater management in planning processes. • Adopt and implement best management practices for protection of natural resources, the quality and quantity of our water resources, and the preservation of water supply. Explore alternative water supply sources to ensure adequate water resources beyond 2040. • Integrate water sustainability and protection of groundwater recharge areas into local plans. Consider how development, irrigation, reductions in infiltration and inflow, and increased surface runoff impact groundwater recharge and consider conservation strategies and best management practices to mitigate these impacts. • Implement best management practices to control and treat stormwater as development and redevelopment opportunities arise, Housing Affordability and Choice Council Role See Housing Affordability and Choice policy discussion in the Land Use Policy introduction. Community Role • Designate land in the comprehensive plan to support household growth forecasts and address the community's share of the region's affordable housing need through development and redevelopment at a range of densities. • Address the relationship of local industries to the affordability of housing in the community. • Use state, regional, and federal sources of funding and/or financing and development tools allowed by state law to assist the feasibility of the development of new lifecycle and affordable housing. • Develop or use programs to preserve the existing stock of naturally-occurring affordable housing. • Plan for future staged growth through 2040 and beyond to accommodate a variety of housing choices based on local needs. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 101 Access, Mobility, and Transportation Choice Council Role • Invest in high capacity transit and transportation improvements that support more reliable access to and from Suburban Edge communities. • Plan transit facilities in areas where land use is not sufficiently intense to support transit, such as park and rides, to support growth and encourage the use of public transportation to regional centers. • Invest in the development and improvement of regional trails and regional bicycle corridors to better connect communities and provide viable transportation options for commuting via alternative modes. • Work with state agencies, counties, and local governments to provide assistance in planning for freight transportation to connect the rural and urban areas' markets and resources. Community Role • Develop local policies, plans, and practices that improve pedestrian and bicycle circulation, including access to regional transit services, regional trails with improved pedestrian connections, and regional bicycle corridors. • Target opportunities for intensive development in corridors or nodes along corridors, consistent with the 2040 Transportation Policy Plan. • Plan transit facilities to better incorporate alternative mode connections, such as trails and sidewalks, for facilities serving locations where commuters have to travel greater distances to complete their trip. • Work with partners in communities and counties to overcome barriers to transportation and to improve pedestrian and bicycle connections across jurisdictional boundaries. Economic Competitiveness Council Rule • Promote local planning around key intersections, regional infrastructure, and business needs. • Support the development of workforce housing to provide options for lifecycle and affordable housing. • Convene interested partners to further strategies towards increasing regional competitiveness and include discussion of how Emerging Suburban Edge communities can contribute to the region's overall economic growth. Community Role Consider how local efforts to focus economic development strategies along existing commercial centers (historic downtowns or commercial corridors) can contribute to the region's overall economic competitiveness through enhanced integration of local and regional planning efforts. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 102 • Protect sites for river- and rail- dependent manufacturing and freight transportation needs from incompatible uses and identify local land supply and transportation needs for effective use of those sites. • Identify important multi -modal intersections, alternative freight routes, key intersections, and other existing opportunities that may contribute to local and regional economic competitiveness. • Consider development of local employment, community, and activity centers that complement Subregional employment centers in adjacent or nearby communities and work with adjacent jurisdictions and businesses to strengthen economic relationships. • Consider best practices for developing workforce housing to attract employees of employment centers within, near, or adjacent to Emerging Suburban Edge communities. Building in Resilience Council Role See Building in Resilience policy discussion in Land Use Policy introduction. Community Role • Identify local measures that would result in reductions in water use, energy consumption, and greenhouse gas emissions. + Identify local measures to address impacts to local economies, local resources, and infrastructure systems as a result of more frequent or severe weather events. • Identify mitigation and adaptation strategies and infrastructure resiliency plans to protect against potential negative impacts of events associated with more frequent or severe weather events. • Implement compact development patterns and creating more connected places to reduce auto- dependency and related generation of greenhouse gas emissions. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 103 Rural Centers: Serving the rural areas as small town centers of commerce. Rural Centers are local commercial, employment, and residential activity centers serving rural areas in the region. These small towns are surrounded by agricultural lands and serve as centers of commerce to those surrounding farm lands and the accompanying population. Although smaller in scale than urban communities, Rural Centers provide similar development patterns and locally accessible commercial services for the surrounding area. Orderly and Efficient Land Use Council Role • Partner with local jurisdictions to work towards the orderly expansion of Rural Centers in a manner that efficiently uses infrastructure and guides growth where infrastructure capacity exists while preserving prime agricultural soils and surrounding low density residential uses. • Consider long range potential for improvements to regional infrastructure to support expected growth at average residential densities of at least 3 -5 units per acre or more. • Encourage innovative approaches to development where existing infrastructure and capacity are able to support increased residential densities. • Attain a balance of urban and rural uses to retain the viability of the agricultural economy and direct growth towards Rural Centers as is appropriate. • Partner with local communities to improve land use patterns to reduce carbon emissions. Community Role • Plan for forecasted population and household growth at overall average densities of at least 3 -5 units per acre. • Strive for higher density commercial uses and compatible higher density residential land uses in the commercial core of the community to ensure efficient uses of existing infrastructure investments. • Work with adjacent jurisdictions to execute orderly annexation agreements where forecasted growth exceeds land capacity within existing city boundaries. • Work to focus forecasted growth in areas with existing infrastructure capacity to protect existing farm land and prime agricultural soils for the long term. • Adopt ordinances that coordinate development with infrastructure availability. • Identify areas that will accommodate past -2040 growth forecasts and implement strategies to preserve these areas for future growth. Plan for necessary infrastructure improvements. Natural Resources Protection Council Role See Natural Resources Protection policy discussion in the Land Use Policy introduction. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 104 Community Pole See Natural Resources Protection policy discussion in the Land Use Policy introduction. Water Sustainability Council Role See Water Sustainability policy discussion in the Land Use Policy introduction. Community Role See Water Sustainability policy discussion in the Land Use Policy introduction. Housing Affordability and Choice Council Role See Housing Affordability and Choice policy discussion in the Land Use Policy introduction. Community bole • Designate land in the comprehensive plan to support household growth forecasts and address the community's share of the region's affordable housing need through development and redevelopment at a range of densities. • Address the relationship of local industries to the affordability of housing in the community. • Adopt lifecycle and affordable housing goals as a participant in the Livable Communities Act (LCA). • Use state, regional, and federal sources of funding and /or financing and development tools allowed by state law to assist the feasibility of the development of new lifecycle and affordable housing. • Develop or use programs to preserve the existing stock of naturally- occurring affordable housing. • Plan for future staged growth through 2040 and beyond to accommodate a variety of housing choices based on local needs. Access, Mobility, and Transportation Choice Council Role • Plan regional infrastructure consistent with a rural level of service. • Explore transit links to urban areas based on demand and the availability of resources. • Plan transit facilities to better incorporate alternative mode connections for facilities serving locations where commuters have to travel greater distances to complete their trip. DRAFT FOR PUBLIC COMMENT Last revised. February 21, 2014 105 Community Role • Plan for and construct an interconnected system of local streets, pedestrian facilities, and bicycle facilities. • Plan and develop local trail connections to the regional parks and trails system where appropriate. Economic Competitiveness Council Role • Encourage communities to support a range of housing opportunities for those interested in a more rural lifestyle. Community Role • Consider best practices for providing housing opportunities to support local employment and community needs. • Consider identifying key intersections that accommodate connections between rail and highway infrastructure that could serve an intermodal purpose. • Consider how land uses adjacent to key intersections could provide access for trucking, freight, barge, shipping, or warehousing purposes that may strengthen or bolster the local economy. • Consider completing a community -based market analysis to better understand the market conditions. Building in Resilience Council Role See Building in Resilience policy discussion in Land Use Policy introduction. Community Role See Building in Resilience policy discussion in Land Use Policy introduction. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 106 Diversified Rural: Protecting land for rural lifestyles and long -term urbanization Diversified Rural communities are home to a variety of farm and non -farm land uses including very large -lot residential, clustered housing, hobby farms and agricultural uses. Located adjacent to the Emerging Suburban Edge of the Urban Service Area, Diversified Rural designation protects rural land for rural lifestyles today and potential urbanized levels of development sometime after 20401arge portions of communities in the Diversified Rural area also contain prime agricultural soils, located primarily in Scott and Washington counties. There is a portion of the region's population that is interested in rural and small town living. For communities in the Diversified Rural area, the Council supports the clustering of homes to meet that demand, but done in a manner that protects high quality and locally- prioritized natural areas and open spaces, and also preserves lands for potential future post -2040 urban development. In August 2008, the Council adopted Flexible Residential Development Ordinance Guidelines for the Diversified Rural Area that describe the factors that communities should take into account if they are considering allowing residential development at densities greater than 4 units per 40 acres. Including the following points: 1. Include the need to reserve land resources for efficient future urban development as part of the ordinance purpose. 2. Identify the land characteristics required to support future urbanization. 3. Allow no more than 25% of the developable land in a project to be developed, reserving larger future urbanization parcels. 4. Protect future urbanization parcels with temporary development agreements, easements, or deed restrictions. 5. Provide for the rezoning of the future urbanization parcels to a residential zoning classification at densities consistent with Council policy at such time that urban services are available. 6. Encourage the use of community wastewater treatment systems to serve the temporary cluster. For those communities on the edge of the urbanizing area, designated as a Long -Term Service Area for the Regional Wastewater System, a cluster ordinance should be developed and implemented to provide for interim land uses without precluding the opportunity for future urban - density development. Orderly and Efficient Land Use Council Role • Work with communities to plan development patterns that will protect natural resources, preserve areas where post -2040 growth can be provided with cost - effective and efficient urban infrastructure, and support forecasted growth through 2040 without the provision of regional urban services. • Promote development practices and patterns that protect the integrity of the region's water supply and the quality and quantity of water resources. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 107 Community Role • Plan for growth not to exceed forecasts and in patterns that do not exceed 4 units per 40 acres. • Preserve areas where post -2040 growth can be provided with cost - effective and efficient urban infrastructure. • Manage land uses to prevent the premature demand for extension of urban services, and so that existing service levels (i.e. on -site wastewater management, gravel, and other local roads) will meet service needs. Natural Resources Protection Council Role • Provide technical assistance and tools for resource protection, such as best practices regarding the use of conservation easements and clustered development ordinances. Community Role • Plan development patterns that incorporate the protection of natural resources. Consider implementing conservation subdivision ordinances, cluster'development ordinances, or environmental protection provisions in local land use ordinances. Water Sustainability Council Role • Provide technical assistance regarding alternative wastewater treatment systems and share specific information about the performance of such systems in the region. • Support the MPCA's regulatory approach to community treatment systems, which requires permits for systems that generate at least 10,000 gallons per day of wastewater (about 35 homes). • Advocate that the local community be the permit holder for alternative wastewater treatment systems to ensure long -term accountability for the proper functioning and maintenance of systems. Community Role • Protect the rural environment through local oversight of the management and maintenance of alternative wastewater treatment systems to avoid the environmental and economic costs of failed systems. • Ensure financial and environmental accountability for installation, maintenance, remediation, and management of any permitted private wastewater system. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 108 Housing Affordability and Choice Council Role See Housing Affordability and Choice policy discussion in the Land Use Policy introduction. Community Role See Housing Affordability and Choice policy discussion in the Land Use Policy introduction. Access, Mobility, and Transportation Choice Council Role • Plan regional transportation infrastructure consistent with a rural level of service. • Support the management of access points to state and county road systems and emphasize construction of a local public street system where needed. • Encourage communities to plan and develop local trail connections to the regional parks system where appropriate. Community Role • Plan for and construct local transportation infrastructure, including trails, sufficient to meet local needs. • Plan and develop local trail connections to the regional parks system where appropriate. Economic Competitiveness Council Role • Where appropriate, promote the use of the Green Acres and Agricultural Preserves programs to preserve prime agricultural soils and maintain agricultural uses as a long - term primary land use. • Support agriculture as a primary long -term use to protect the region's agricultural economy, to provide economic opportunities for farmers, and to promote local food production. • Support connections between the Diversified Rural communities and other areas both within and outside of the region that promote safe travel and ensure efficient transportation of agricultural products. Community Role • Identify and protect locally important agricultural areas, in addition to prime agricultural lands, to provide a range of economic opportunities. • Support existing agricultural uses as primary long -term land uses and consider allowing agricultural- supportive land uses in local comprehensive plans. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 109 • Support local property enrollment in the Agricultural Preserves and Green Acres programs. • Consider opportunities for smaller- acreage agricultural operations to support food production for local markets. Building in Resilience Council Role See Building in Resilience policy discussion in the Land Use Policy introduction. Community Role See Building in Resilience policy discussion in the Land Use Policy introduction. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 110 Rural Residential: Limiting unsustainable growth patterns Rural Residential communities have residential patterns characterized by large lots and do not have plans to provide urban infrastructure, such as centralized wastewater treatment. Many of these communities have topographic development limitations, and development pattern with lot sizes that generally range from 1- 2.5 units /acres and therefore, do not support economical extension of wastewater services. Orderly and Efficient Land Use Council Role • Encourage rural development patterns that will protect natural resources, preserve areas where post -2040 growth can be provided with cost- effective and efficient urban infrastructure. • Discourage future development of rural residential patterns (unsewered lots 2.5 acres or less) and encourage rural development at densities that are not greater than 1 unit per 10 acres. • Work with communities to plan development patterns that will protect natural resources and water quality and quantity, and maintain existing contiguous lots that are 10 or more acres in size. • Encourage the use the Council's Flexible Residential Development Guidelines and adoption of ordinances that provide for residential clustering and protection of sensitive natural resources. • Provide technical assistance to communities to plan for adequate land availability to address current needs and forecasted growth using development practices that protect the quantity and quality of the region's surface and groundwater resources and natural resources identified in regional or local inventories. Community Role • Discourage future development of rural residential patterns ( unsewered lots 2.5 acres or less) and where opportunities exist, plan for rural development at densities that are not greater than 1 unit per 10 acres. • Implement conservation subdivision ordinances, cluster development ordinances, and environmental protection provisions in local land use ordinances, consistent with the Council's Flexible Residential Development Guidelines. • Promote best management practices for stormwater management, habitat restoration, and natural resource conservation in development plans and projects. Natural Resources Protection Council Role See Natural Resources Protection policy discussion in Land Use Policy introduction. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 111 Community Role • Accommodate growth while protecting the environment and natural resources. Encourage the placement of housing that protects significant natural resources. • Adopt conservation subdivision ordinances, cluster development ordinances, flexible development ordinances, and include environmental protection in land use ordinances. Water Sustainability Council Role • Support the MPCA's regulatory approach to community treatment systems, which requires permits for systems that generate at least 10,000 gallons per day of wastewater (-35 homes). • Require that the local community be the permit holder for alternative wastewater treatment systems to ensure long -term accountability for the proper functioning and maintenance of systems; • Provide technical assistance regarding alternative wastewater treatment systems and share information about the performance of these systems in the region. Community Role • Protect the rural environment through local oversight of the management and maintenance of SSTS to avoid the environmental and economic costs of failed systems, Proactively explore options to address failing septic systems. • Ensure financial and environmental accountability for installation, maintenance, remediation, and management of any permitted private wastewater system. • Adopt subsurface sewage treatment system (SSTS) management ordinances and implement maintenance programs, consistent with current Minnesota Pollution Control Agency Rules 7080. • Encourage the use of environmentally - sensitive development techniques, such as surface water management best management practices that capture, filter, and infiltrate stormwater where possible. Housing Affordability and Choice Council Role See Housing Affordability and Choice policy discussion in Land Use Policy introduction. Community Role See Housing Affordability and Choice policy discussion in Land Use Policy introduction. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 112 Access, Mobility, and Transportation Choice Council Role • Plan for regional transportation infrastructure consistent with rural level of service. • Support the limiting of access points to state and county road systems and emphasize construction of an interconnected local public street system. • Encourage communities to plan and develop local trail connections to the regional parks system. Community Role • Plan for and construct local transportation infrastructure, including trails, sufficient to meet local needs. • Plan and develop an interconnected local street system. • Adopt improved design techniques for access management that meets access and mobility needs. Economic Competitiveness Council Role • Support connections between the Rural Residential areas and other areas within and outside the region that promote safe travel and ensure efficient distribution of freight. Community Role See Economic Competitiveness policy discussion in Land Use Policy introduction. Building in Resilience Council Role See Building in Resilience policy discussion in Land Use Policy introduction. Community bole See Building in Resilience policy discussion in Land Use Policy introduction. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 113 Agricultural. Preserving large swaths of farmland Agricultural communities encompass areas with prime agricultural soils that are planned and zoned for long -term agricultural use. These communities are home to the bulk of contiguous lands enrolled in the Metropolitan Agricultural Preserves and Green Acres Programs or cultivated for commercial agricultural purposes. Orderly and Efficient Land Use Council Role • Promote the use of the Agricultural Preserves and Green Acres programs to preserve prime agricultural soils and land uses by supporting local efforts that maintain agricultural land uses through 2040. • Partner with communities to plan for post -2040 development growth in a manner that protects farmland and the regional agricultural economy while accommodating efficient expansion of regional urban infrastructure in areas where forecasts project market demand. Community Role • Limit residential development and adopt zoning ordinances and /or other official controls to maintain residential densities no greater than 1 housing unit per 40 acres. • Support enrollment in the Agricultural Preserves and the Green Acres programs to preserve prime agricultural soils and agricultural land uses. • Maintain agricultural land uses through at least 2040 as a primary long -term use to preserve prime agricultural lands and to preserve land for efficient expansion of post - 2040 regional infrastructure where appropriate. • Manage land uses to prevent the premature demand for extension of urban services, and so that existing service levels (i.e. on -site wastewater management, gravel, and other local roads) will meet service needs. • Develop and implement strategies for protecting farmlands, such as exclusive agricultural zoning, agricultural security districts, and lower residential densities such as 1 housing unit per 80 acres. Natural Resources Protection Council bole • Promote agricultural practices that protect the region's water resources, including both surface water resources and groundwater resources. • Provide information to communities about how to incorporate environmentally sensitive development techniques into farm - related construction. Community Role See Natural Resource. Protection policy discussion in the Land Use Policy introduction. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 114 Water Sustainability Council Role See Water Sustainability policy discussion in the Land Use Policy introduction. Community Role • Promote best management practices for agricultural activities in order to protect the integrity of the region's water supply and the quality and quantity of water resources. • Promote best management practices for agricultural activities in order to protect the quality of the local and regional surface and groundwater resources. • Encourage the use of environmentally-sensitive development techniques in farm-related construction, such as surface water management best management practices that capture, filter, and infiltrate stormwater where possible. Housing Affordability and Choice Council Role See Housing Affordability and Choice policy discussion in Land Use Policy Introduction, Community Role See Housing Affordability and Choice policy discussion in Land Use Policy Introduction. Access, Mobility, and Transportation Choice Counci]l Role • Support MnDOT and counties in planning regional highway infrastructure consistent with market access and the agribusiness needs of the area. • Support the management of access points to state and county road systems and construction of a local public street system where needed. Community Role • Plan for and construct local transportation infrastructure sufficient to serve local and agricultural needs. • Adopt access management standards that meet state and county highway access and mobility needs. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 115 Economic Competitiveness Council Role • Support agriculture as a primary long -term use to protect the region's agricultural economy, to provide economic opportunities for farmers, and to promote local food production. • Support connections between the Agricultural areas and other areas within and outside the region that promote local agribusiness, promote safe travel, and ensure efficient distribution of freight. • Promote the use of the Green Acres and Agricultural Preserves programs to preserve prime agricultural soils and maintain agricultural uses as a long -term primary land use. Community Role • Support agricultural uses as primary long -term land uses and consider allowing agricultural- supportive land uses in local comprehensive plans. • Consider opportunities for smaller- acreage agricultural operations to support food production for local markets. • Implement programs and best management practices that conserve and enhance soil and water resources to ensure their long -term quality and productivity. • identify and protect locally important agricultural areas, in addition to prime agricultural lands, to provide a range of economic opportunities. Building in Resilience Council Role • Partner with state agencies to identify potential impacts to (agricultural) systems and economies resulting from increased occurrences of extreme weather events. • Collaborate with regional experts on climate change to identify and communicate potential adaptation and mitigation measures to reduce impacts and preserve and protect the region's agricultural resources. • Provide resources and information on carbon emission reductions, best practices, and climate change mitigation and adaptation strategies for Agricultural Areas. Community Role • Assess potential challenges and opportunities of climate change in the Agricultural communities as well as opportunities for reducing the generation of greenhouse gas emissions. Implement changes as feasible. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 116 Implementing Thrive Next steps Thrive establishes the policy foundation used to complete regional systems and policy plans, development policies, and implementation strategies that together form the comprehensive development guide. Detailed policies implementing the Thrive policy direction and advancing the five Thrive outcomes will emerge and be formally adopted in the Thrive systems and policy plans: • Water Resources Policy Plan (late 2014); • Housing Policy Plan (fall 2014); • Transportation Policy Plan (late 2014); • Regional Parks Policy Plan (early 2015). In addition to the Thrive systems and policy plans, the Council will consider how to advance the Thrive outcomes through: • Making investments through Livable Communities Act grants (Livable Communities Demonstration Account, Local Housing Incentives Account and Tax Base Revitalization Account); • Working with the Transportation Advisory Board on the Regional Solicitation for Transportation Funds; • Investigating the use of the Council's current funding mechanisms as tools to aid in promoting the Thrive outcomes. Local Planning Process The policy direction in Thrive and the systems and policy plans that follow assist local governments to create consistent, compatible, and coordinated local comprehensive plans that together strive to reach a common purpose. The Council will distribute Systems Statements to local jurisdictions in the fall of 2015, beginning this decade's round of local comprehensive plan updates due back to the Council in 2018. The Systems Statements explains how Thrive and the systems and policy plans affect that individual community. If a community disagrees with any item of the System Statement, they may request a hearing to resolve any issues (Minn. Stat. 473.857). The local governments use the System Statement information to develop their comprehensive plans to achieve local visions within the regional policy framework. (Minn. Stat. 471856 -857; 473.864 -865). Once a community updates its plan, the community then shares it with adjacent and affected jurisdictions for them to consider the plan's impact, consistency, and coordination with their own plans. After completing that process, the community then sends their plan to the Council for its review based on the requirements of the Metropolitan Land Planning Act, state and federal guidelines referenced in this document, and the comprehensive development guide. The Council considers that plan's compatibility with the plans of other communities, consistency with adopted Council policies, and conformance with metropolitan system plans (Minn. Stat. 473.175). If the Council finds that a community's plan is more likely than not to have a substantial impact on or contain a substantial departure from metropolitan system plans, the Council can require the community to modify its local plan to assure conformance with the metropolitan system plans (Minn. Stat. 473.175). DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 117 Once the Council completes its review and authorizes a community to place its plan into effect, the local community adopts its plan and then proceeds to update its zoning ordinances, fiscal devices, and other official controls to be consistent with the newly adopted comprehensive plan (Minn. Stat. 473.858; 473.865). Any local ordinance or other local control that conflicts with the community's local comprehensive plan or metropolitan system plans must be brought into conformance with the plan within nine months of comprehensive plan adoption (Minn. Stat. 473.865). Technical Assistance The Council offers assistance to communities as they update, amend, and implement their local comprehensive plans. Sector Representative Program This program is staffed by experienced and knowledgeable planners familiar with the Council, its programs, and with local planning processes. Sector Representatives provide planning and technical assistance to cities, townships, and counties across the region and are the main point of contact for local staff for their planning needs. They keep abreast of local governmental and agency activities and participate in meetings, technical advisory committees, and other working groups to provide regional perspective. Sector Representatives also foster cooperative relationships with governmental units and other organizations in the region to achieve local and regional goals. Sector Representatives are also available to assist communities in completing some of the statutorily required elements of local comprehensive plans. Tools and Resources The Council's Local Planning Handbook guides communities through the Council's comprehensive plan review process. The Council will update this handbook to incorporate new Thrive and systems and policy plan directions. In addition, the updated handbook will incorporate a variety of tools and resources developed both internally and by other organizations, such as best practices, model ordinances, development guides, and local examples. Workshops As was offered for the 2008 comprehensive planning process, the Council will again offer a workshop series for local planners on incorporating regional policy and system plans into local comprehensive plans. These workshop series, coordinated by the Council's Sector Representatives, will include a range of topics including, but not limited to, planning for wafter resources, transit, transportation, and affordable housing. Planning Grants and Loans The Council has established a planning assistance fund to make grants and loans available to local governments to assist them in preparation of local comprehensive plan (Minn. Stat. 473.867). The Council will work through its Land Use Advisory Committee to develop eligibility criteria, funding availability, and an application process to assist in the 2018 round of local comprehensive planning. The Council will communicate with local governments about the availability of those funds and the application procedures and deadlines. DRAFT FOR PUBLIC COMMENT Last revised: February 21, 2014 118 209 )raft Forecasts 3r rA Released for Public Comment, February 19, 2014 F. Note: These are preliminary and have not been adopted by the Council. 0 = Rogers annexed Hassan Township in 2012; forecasts have been combined. (pt) denotes part of a city; remainder of city is in neighboring county. t = Laketown Township will be fully annexed before 2030; forecast has been reassigned to neighboring cities. N is NO .. o- 'Ofit ' � . .a a .. - .,.-A, Andover 26,588 30,598 40,700 8,107 9,811 15,400 3,583 4,669 6,200 Anoka 18,076 17,142 20,100 7,262 7,060 8,900 13,489 12,840 14,600 Bethel 443 466 580 149 174 250 229 86 530 Blaine (pt) 45,014 57,186 86,000 15,926 21,077 33,000 16,757 19,668 26,600 Centerville 3,202 3,792 4,200 1,077 1,315 1,700 363 409 500 Circle Pines 4,663 4,918 5,300 1,697 2,006 2,300 2,150 790 1,450 Columbia Heights 18,520 19,496 21,700 8,033 7,926 9,300 6,397 3,484 4,640 Columbus 3,957 3,914 5,300 1,328 1,416 2,200 507 1,172 1,850 Coon Rapids 61,607 61,476 72,500 22,578 23,532 29,300 21,682 23,260 35,700 East Bethel 10,941 11,626 18,200 3,607 4,060 7,400 1,374 1,123 2,200 Fridley 27,449 27,208 29,400 11,328 11,110 12,800 26,257 21,333 29,800 Ham Lake 12,710 15,296 17,300 4,139 5,171 7,100 3,194 2,931 4,480 Hilltop 766 744 1,100 400 380 550 257 314 360 Lexington 2,142 2,049 2,300 819 787 1,000 634 467 700 Lino Lakes 16,791 20,216 29,000 4,857 6,174 10,600 2,671 3,313 6,000 Linwood Township 4,668 5,123 4,700 1,578 1,884 2,000 154 219 430 Nowthen 3,557 4,443 5,400 1,123 1,450 2,100 337 318 720 Oak Grove 6,903 8,031 10,200 2,200 2,744 4,100 359 741 1,010 Ramsey 18,510 23,668 32,800 5,906 8,033 13,000 4,008 4,779 7,600 St. Francis 4,910 7,218 12,500 1,638 2,520 5,100 1,247 1,537 2,070 Spring Lake Park (pt) 6,667 6,234 6,800 2,676 2,597 3,100 4,401 2,934 3,670 Anoka County Total 298,084 330,844 426,080 106,428 121 171,200 110,050 106,387 151 Benton Township 939 786 740 307 297 300 282 274 350 Camden Township 955 922 830 316 329 330 15 56 60 Carver 1,266 3,724 14,200 458 1,182 5,300 176 187 700 Chanhassen (pt) 20,321 22,952 36,200 6,914 8,352 14,000 8,366 9,746 16,240 Chaska 17,603 23,770 34,900 6,169 8,816 14,200 10,955 11,123 16,300 Cologne 1,012 1,519 4,600 385 539 1,900 294 270 470 Dahlgren Township 1,453 1,331 720 479 494 300 203 202 200 Hamburg 538 513 600 206 201 250 117 109 150 Hancock Township 367 345 410 121 127 170 35 10 10 Hollywood Township 1,102 1,041 1,200 371 387 500 100 90 150 Laketown Township t 2,331 2,243 - 637 660 - 355 116 Mayer 554 1,749 3,000 199 589 1,200 92 151 200 New Germany 346 372 1,400 143 146 600 50 46 90 Norwood Young America 3,108 3,549 8,800 1,171 1,389 3,900 1,559 1,165 2,300 San Francisco Township 888 832 960 293 307 400 61 46 100 Victoria 4,025 7,345 15,000 1,367 2,435 5,700 932 1,502 2,270 Waconia 6,814 10,697 20,900 2,568 3,909 8,400 4,082 5,578 9,000 Waconia Township 1,284 1,228 1,500 429 434 600 72 98 400 Watertown 3,029 4,205 3,900 1,078 1,564 1,700 682 556 1,220 Watertown Township 1,432 1,204 1,100 478 468 500 207 392 400 Young America Township 838 715 760 267 266 300 105 119 120 Carver County Total 70,205 91,042 151,720 1 24,356 32,891 60,550 1 28,740 31,836 50,730 � �, � � ��" ;cs � .�S�F";. >'r` w r,.• fay 8 � rx',,�. �;:��,,?� ��yd ,: ,7 :, 'ti :„"'• .• ,- -' r„ �` :.�, . ;;.. , .,� �; .�,.r. �'� `F` s � � � � A , fF xri 0 �������+�, ��, "*. , y� '�' 3� - • � .'r: a� y�., � � £ � °"tax o ,..,...� . , 11K Apple •.,..�, Apple Valley 45,527 49,084 64,400 16,344 18,875 26,000 12,106 14,279 17,700 Burnsville 60,220 60,306 69,800 23,687 24,283 29,000 31,765 31,593 44,100 Castle Rock Township 1,495 1,342 1,300 514 504 520 344 356 360 Coates 163 161 150 64 66 70 252 109 110 Douglas Township 760 716 790 235 259 320 96 92 100 Eagan 63,557 64,206 80,200 23,773 25,249 32,000 42,750 49,526 70,200 Empire Township 1,638 2,444 5,300 515 792 2,000 217 255 300 Eureka Township 1,490 1,426 1,700 496 518 700 196 460 460 Farmington 12,365 21,086 31,500 4,169 7,066 12,000 3,986 4,438 7,200 Greenvale Township 684 803 890 227 275 350 68 49 630 Hampton 434 689 780 156 245 300 178 127 160 Hampton Township 986 903 1,100 320 329 450 186 85 90 Hastings (pt) 18,201 22,172 30,100 6,640 8,735 12,900 8,872 8,532 11,300 Inver Grove Heights 29,751 33,880 47,600 11,257 13,476 19,900 8,168 9,442 14,000 Lakeville 43,128 55,954 82,900 13,609 18,683 30,500 10,966 13,862 23,400 Lilydale 552 623 1,000 338 375 600 354 355 420 Marshan Township 1,263 1,106 1,300 404 403 520 220 117 370 Mendota 197 198 320 80 78 130 266 270 300 Mendota Heights 11,434 11,071 13,400 4,178 4,378 5,300 8,549 11,550 14,400 Miesville 135 125 130 52 52 60 97 116 140 New Trier 116 112 150 31 41 50 30 35 60 Nininger Township 865 950 950 280 372 400 165 149 340 Northfield (pt) 55' 1,147 2,100 216 414 900 79 470 500 Randolph 318 436 440 117 168 180 123 122 130 Randolph Township 536 659 650 192 246 280 130 113 120 Ravenna Township 2,355 2,336 2,500 734 780 1,000 115 38 60 Rosemount 14,619 21,874 36,300 4,742 7,587 14,000 6,356 6,721 11,500 Sciota Township 285 414 500 92 140 190 21 33 500 South St. Paul 20,167 20,160 22,500 8,123 8,186 9,600 7,697 8,557 11,000 Sunfish Lake 504 521 520 173 183 210 23 8 10 Vermillion 437 419 410 160 156 170 221 93 210 Vermillion Township 1,243 1,192 1,700 395 424 660 280 90 90 Waterford Township 517 497 560 193 193 240 461 679 820 West St. Paul 19,405 19,540 23,900 8,645 8,529 10,500 8,905 7,471 10,600 Dakota Coun Total 355,904 398,552 527 131 152,060 212 000 154 170,192 241,680 Rffi Bloomington 85,172 82,893 93,600 36,400 35,905 41,000 104,548 86,530 111,000 Brooklyn Center 29,172 30,104 34,700 11,430 10,756 13,600 16,698 11,001 15,400 Brooklyn Park 67,388 75,781 95,500 24,432 26,229 35,500 23,692 24,084 42,000 Champlin 22,193 23,089 25,500 7,425 8,328 10,000 2,734 4,012 5,600 Chanhassen (pt) - - - - - - 979 1,159 1,160 Corcoran 5,630 5,379 11,400 1,784 1,867 4,500 1,792 1,093 2,100 Crystal 22,698 22,151 23,300 9,389 9,183 10,000 5,638 3,929 5,500 Dayton (pt) 4,693 4,617 10,600 1,546 1,619 4,500 1,057 921 2,500 Deephaven 3,853 3,642 3,900 1,373 1,337 1,400 1,021 688 820 Eden Prairie 54,901 60,797 84,800 20,457 23,930 34,000 51,006 48,775 70,000 Edina 47,425 47,941 53,300 20,996 20,672 23,000 52,991 47,457 59,000 Excelsior 2,393 2,188 2,600 1,199 1,115 1,300 1,823 2,220 2,200 Fort Snelling (unorg.) 442 149 350 - 135 200 35,526 23,215 26,000 Golden Valley 20,281 20,371 24,300 8,449 8,816 10,300 30,142 33,194 41,500 Greenfield 2,544 2,777 4,100 817 936 1,600 337 613 750 Greenwood 729 688 810 285 290 300 161 82 350 Hanover (pt) 332 609 520 113 196 200 86 36 50 Hopkins 17,367 17,591 21,600 8,359 8,366 10,000 11,979 11,009 14,000 r, Y .. +* �" ' < �x ., £x �`� ?'::;:.. ,.;�'�+. y�,. j Indepenoence 3,236 3,504 5,400 1,088 1,241 2,200 169 587 770 Long Lake 1,842 1,768 2,100 756 732 1,000 2,510 1,093 1,930 Loretto 570 650 670 225 269 300 661 366 370 Maple Grove 50,365 61,567 84,800 17,532 22,867 33,000 18,309 29,877 49,500 Maple Plain 2,088 1,768 2,300 770 723 1,000 1,792 1,579 1,750 Medicine Lake 368 371 400 159 160 170 10 15 100 Medina 4,005 4,892 9,000 1,309 1,702 3,500 3,254 3,351 4,580 Minneapolis 382,747 382,578 464,900 162,352 163,540 202,000 308,127 281,732 356,000 Minnetonka 51,102 49,734 63,000 21,267 21,901 27,500 51,276 44,228 65,200 Minnetonka Beach 614 539 610 215 201 220 201 174 250 Minnetrista 4,358 6,384 13,000 1,505 2,176 5,000 379 665 740 Mound 9,435 9,052 11,000 3,982 3,974 5,000 1,811 1,165 1,900 New Hope 20,873 20,339 22,800 8,665 8,427 9,800 13,565 11,080 15,800 Orono 7,538 7,437 9,200 2,766 2,826 3,800 1,110 1,562 1,780 Osseo 2,434 2,430 3,100 1,035 1,128 1,500 2,312 1,749 2,530 Plymouth 65,894 70,576 87,800 24,820 28,663 35,500 53,491 46,227 68,600 Richfield 34,310 35,228 39,900 15,073 14,818 17,500 11,762 15,604 18,400 Robbinsdale 14,123 13,953 15,300 6,097 6,032 6,800 7,109 6,858 8,000 Rockford (pt) 144 426 800 57 184 400 384 94 550 Rogers 0 6,051 11,197 21,300 1,973 3,748 8,200 5,414 7,907 12,800 St. Anthony (pt) 5,664 5,156 6,300 2,402 2,210 3,000 1,992 1,626 2,090 St. Bonifacius 1,873 2,283 2,200 681 863 900 436 478 500 St. Louis Park 44,102 45,250 54,500 20,773 21,743 25,500 40,696 40,485 49,100 Shorewood 7,400 7,307 7,400 2,529 2,658 3,000 782 1,113 1,200 1,717 1,669 2,200 930 897 1,100 1,028 583 1,340 Spring Park Tonka Bay 1,547 1,475 1,500 614 586 680 266 298 570 Wayzata 4,113. 3,688 4,900 1,929 1,795 2,300 6,268 4,567 5,900 Woodland 480 437 540 173 169 180 22 8 20 Henne in CounU Total 1,116 206 1 1 427 800 456,131 475,913 602,450 877,346 805,089 1 t a 'u as �;''a .` c ,.,.S� �• :fie:: +%,. ^.' _.. ., Arden Hills 9,652 9,552 13,500 2,959 2,957 4,600 12,326 12,402 18,400 Blaine (pt) - - 677 893 1,000 Falcon Heights 5,572 5,321 5,300 2,103 2,131 2,200 4,190 5,298 6,800 Gem Lake 419 393 590 139 155 250 586 526 640 Lauderdale 2,364 2,379 2,600 1,150 1,130 1,300 360 718 1,810 Little Canada 9,771 9,773 14,000 4,375 4,393 6,200 5,960 5,467 8,700 Maplewood 35,258 38,018 47,900 13,758 14,882 19,700 29,259 27,635 36,600 Mounds View 12,738 12,155 13,100 5,018 4,954 5,500 4,170 6,386 8,200 New Brighton 22,206 21,456 26,000 9,013 8,915 11,200 11,007 9,213 13,500 North Oaks 3 4,469 4,900 1,300 .1,746 2,100 1,091 1,260 1,300 North St. Paul 11,929 11,460 13,100 4,703 4,615 5,700 3,499 2,942 3,610 Roseville 33,690 33,660 38,700 14,598 14,623 17,000 39,211 35,104 44,100 St. Anthony (pt) 2,348 3,070 4,300 1,295 1,638 2,000 1,390 1,357 2,050 St. Paul 286,840 285,068 334,700 112,109 111,001 137,600 188,124 175,933 218,000 Shoreview 25,924 25,043 27,500 10,125 10,402 11,300 9,938 11,665 15,500 Spring Lake Park (pt) 105 178 220 48 75 100 202 66 100 Vadnais Heights 13,069 12,302 14,900 5,064 5,066 6,500 7,164 6,678 13,700 White Bear Township 11,293 10,949 12,000 4,010 4,261 4,900 2,131 2,309 4,780 White Bear lake (pt) 23,974 23,394 27,500 9,469 9,747 12,000 12,020 11,085 12,700 250,150 333,305 316,937 411,490 Ramsey County Total 511,035 508,640 600,810 201,236 202,691 opla , emu °e ;r , A " 77 N� n c a :fir n. ; r^ ,r n' t3VT�m ,: &E ft' tpr" `; ^•�,, rsr'AL,x. Belle Plaine 3,789 6,661 13,300 1,396 2,362 5,300 1,428 1,847 3,300 Belle Plaine Township 806 878 820 266 310 320 77 69 70 Blakeley Township 496 418 370 166 165 170 70 69 100 Cedar Lake Township 2,197 2,779 3,600 719 939 1,400 91 82 340 Credit River Township 3,895 5,096 5,000 1,242 1,662 1,900 265 397 420 Elko New Market 804 4,110 12,200 286 1,259 4,500 248 317 640 Helena Township 1,440 1,648 1,700 450 548 700 473 147 150 Jackson Township 1,361 1,464 1,300 461 486 500 92 168 530 Jordan 3,833 5,470 10,700 1,349 1,871 4,300 1,321 1,587 2,900 Louisville Township 1,359 1,266 1,200 410 425 430 476 298 300 New Market Township 3,057 3,440 3,300 956 1,146 1,200 262 325 350 New Prague (pt) 3,157 4,280 7,200 1,160 1,618 3,100 2,282 2,142 3,270 Prior Lake 15,917 22,796 39,300 5,645 8,447 15,700 7,972 7,766 12,500 St. Lawrence Township 472 483 810 144 161 320 145 48 50 Sand Creek Township 1,551 1,521 1,400 478 554 560 249 298 460 Savage 21,115 26,911 38,200 6,807 9,116 14,300 5,366 6,753 9,500 Shakopee 20,568 37,076 57,400 7,540 12,772 21,500 13,938 18,831 27,400 Spring Lake Township 3,681 3,631 4,100 1,217 1,267 1,600 176 390 400 Scott Coun Total 89,498 129,928 201 30,692 45,108 77,800 34,931 41 62,680 !.. Afton 2,839 2,886 3,100 996 1,081 1,300 351 411 490 Bayport 3,162 3,471 4,400 763 855 1,300 4,900 3,790 5,100 Baytown Township 1,533 1,617 2,000 492 573 760 154 69 260 Birchwood Village 968 870 840 357 351 360 20 25 30 Cottage Grove 30,582 34,589 49,300 9,932 11,719 18,600 6,263 6,484 8,100 Dellwood 1,033 1,065 1,100 353 373 450 282 277 300 Denmark Township 1,348 1,737 2,500 481 615 1,000 386 629 650 Forest Lake 14,440 18,377 28,300 5,433 7,015 12,000 6,636 6,449 9,700 Grant 4,026 4,094 4,300 1,374 1,463 1,700 750 449 840 Grey Cloud Island Township 307 295 280 117 117 120 50 10 40 Hastings (pt) 3 - - 2 - 224 64 100 Hugo 6,363 13,332 31,300 2,125 4,990 13,100 1,917 1,973 2,780 Lake Elmo 6,863 8,061 21,200 2,347 2,776 8,300 1,682 1,941 3,160 Lakeland 1,917 1,796 1,500 691 681 710 374 302 470 Lakeland Shores 355 311 360 116 117 160 20 26 40 Lake St. Croix Beach 1,140 1,053 1,000 462 460 500 50 129 130 Landfall 700 663 770 292 257 300 50 25 30 Mahtomedi 7,563 7,676 7,700 2,503 2,827 3,100 1,252 2,090 2,660 Marine on St. Croix 602 689 1,200 254 302 530 235 124 160 May Township 2,928 2,776 3,800 1,007 1,083 1,600 40 66 180 Newport 3,715 3,435 4,600 1,418 1,354 2,100 2,480 1,605 2,000 Oakdale 26,653 27,401 31,000 10,243 10,956 13,000 7,812 8,651 15,000 Oak Park Heights 3,777 4,445 5,800 1,528 1,911 2,600 2,713 4,358 7,500 Pine Springs 421 408 370 140 144 150 10 72 80 St. Marys Point 344 366 330 132 147 150 10 15 20 St. Paul Park 5,070 5,273 7,900 1,829 1,967 3,300 1,399 1,515 2,520 Scandia 3,692 3,934 5,000 1,294 1,498 2,100 272 519 730 Stillwater 15,323 18,227 22,500 5,797 7,076 9,500 10,719 9,628 11,700 Stillwater Township 2,553 2,364 2,700 833 855 1,100 120 165 250 West Lakeland Township 3,547 4,054 4,000 1,101 1,286 1,500 313 232 370 White Bear Lake (pt) 351 403 680 149 198 300 131 184 200 Willemie 549 507 480 225 218 230 135 182 200 Woodbury 46,463 61,961 87,200 16,676 22,594 33,100 15,899 19,438 28,700 Washington County Total 201,130 238,136 337,510 A 71 87,85 135,020 1 67,649 71,897 104,490 q 4/10/2014 A p le ThrWO Vall ONE VISOK ONE WROWM RMN 2040 — Planning Discussion April 10, 2014 City Council Informal Meeting f. A.6 Setting the Stage 1) The Metropolitan Council released a draft Regional Comprehensive Development Guide for 2040 on February 21 2) Comments can be submitted through April 28 3) Apple Valley is collaborating with Metro Cities on a member city response and planning a City response by the deadline -II ✓ � j ' t � g_- 1 4/10/2014 Overview - Visioning Comprehensive Plan Outcomes and Principles 2030 — Apple Valley 2040 Thrive • Sustainable • Stewardship • Livable • Prosperity • Business Oriented • Equity • Employment Focused • Livability • Safe • Sustainability • Play and Preserve • Integration • Healthy and Active • Collaboration • Accessible • Successful Downtown Accountability • Learning • Service A , i Overview - Stewardship • Managing finite natural resources • Shifting from expanding to maintaining wastewater /highway infrastructure • Leverage land use intensity where transit infrastructure is added • In Apple Valley; pursue mixed suburban intensive development and sustain transit facilities that encourage use and offer safe crossing n <F 2 4/10/2014 Overview - Prosperity Foster economic vitality across the region • Encourage redevelopment and infill • Be savvy to business as it seeks locational advantage • For Apple Valley, move people to jobs, provide a high quality of life that attracts and maintains a highly skilled workforce t0 __ Overview — Equity • "Build a more equitable region "; is more attention needed, for the health of the regional economy, to areas of low income and racial concentration and disinvestment? • Improve choices in mobility and housing affordability, particularly along transit corridors that connect to these areas • "All residents must be able to access opportunity • For Apple Valley; the mobility choice has been added with BRT. Continue to develop market rate housing with some affordability and by partnering with the Dakota County CDA 0 3 4/10/2014 Overview - Livability • Increase access to natural areas and expand regional trails; promoting active living • Provide housing and transportation choices for a range of demographics and economic means • Support walking and biking facilities • Support transit oriented development and walkable places • In Apple Valley; reference the MN Zoo as a livability asset and continue to sustain our significant park and trail assets and walkable /bikeable downtown amenities v Overview - Sustainability • Manage water resources • Mitigate climate change • Build a resilient region because of local attention to resource management, energy efficiency and adjusting policies and practices • In Apple Valley — promote compact development, expanded transit services east and west and have good water management. Systems status already exists for regional growth and planning, transportation and waste water, and parks and open space • Should "water" be a system in the future? 11.t-. A 4 4/10/2014 Overview — Community Designation Apple Valley, considered part of the fully developed area • New segmented designations: — Urban Center (Minneapolis and St. Paul) — Urban (Primarily first -ring suburbs) — Suburban (Apple Valley, Eagan, Burnsville) — Suburban Edge (Lakeville) — Emerging Suburban Edge (Lakeville, Rosemount, Farmington) — Rural /Agricultural Overview Land Use Policies 1) Orderly and Efficient Land Use 2) Natural Resource Protection 3) Water Sustainability 4) Housing Affordability and Choice 5) Access, Mobility, and Transportation Choice 6) Economic Competitiveness 7) Building in Resilience a 5 4/10/2014 Overview of Detail — Probable Land Use Policies for Apple Valley • Minimum average net density of 5 units /acres • Focus growth along nodes and corridors • Continue to manage aggregate resources • Support good park access • Negotiate lifecycle and affordable housing goals; taking existing inventory into account • Participate on the Transportation Advisory Board to ensure system reflects local needs • Plan and develop job centers and business relationships that foster good local planning • Plan to be a resilient Apple Valley Jt � APP Metropolitan Council Forecasts for Apple Valley Population Households Employment 2040 projected 64,400 26,000 17,700 2030 projected 71,200 27,500 22,000 2020 projected 69,100 26,100 20,100 2010 projected 61,700 22,400 16,800 2010 actual 49,084 18,875 14,279 2000 actual 45,527 16,344 12,106 2014 Maxfield for 2030 68,000 28,400 22,000 0. ,j 6 4/10/2014 Draft Responses — Other Observations • Strong emphasis on millennial markets going urban. Today, perhaps, but when they seek "place ", home and children, millennials will be very mobile to find the best places to live. • Mobility solutions, particularly rail service as they connect to urban center and urban areas, may offer job and housing choices and access not previously provided in the Region. • Bus Rapid Transit is a suburban solution, yet understated in the draft plan. Our experience suggests more emphasis on this solution. ARI Q6 , What's Next ? • Written comments received until Monday, April 28 • Letter to be prepared for Council consideration Thursday, April 24 • Monitor the development of system statements throughout 2014 • Respond when required A 7 4./10/2014 Comments ? -R, ,joy 8 CITY OF APPLE VALLEY L4. A Dakota County, Minnesota March 27, 2014 Minutes of the regular meeting of the City Council of Apple Valley, Dakota County, Minnesota, held March 27th, 2014, at 7:00 o'clock p.m., at Apple Valley Municipal Center. PRESENT: Mayor Hamann - Roland; Councilmembers Bergman, Goodwin, Grendahl, and Hooppaw. ABSENT: None. City staff members present were: City Administrator Lawell, City Clerk Gackstetter, City Attorney Dougherty, Parks Maintenance Superintendent Adamini, Public Works Director Blomstrom, Assistant City Administrator Grawe, Human Resources Manager Haas, Finance Director Hedberg, City Engineer Manson, Community Development Director Nordquist, Police Chief Rechtzigel, and Fire Chief Thompson. Mayor Hamann - Roland called the meeting to order at 7:00 p.m. Everyone took part in the Pledge of Allegiance to the flag. APPROVAL OF AGENDA MOTION: of Hooppaw, seconded by Grendahl, approving the agenda for tonight's meeting, as presented. Ayes - 5 - Nays - 0. AUDIENCE Mayor Hamann -Roland asked if anyone was present to address the Council, at this time, on any item not on this meeting's agenda. No one requested to speak. CONSENT AGENDA Mayor Hamann -Roland asked if the Council or anyone in the audience wished to pull any item from the consent agenda. There were no requests. MOTION: of Grendahl, seconded by Goodwin, moving consideration of item 4.N — Adopt Resolution Establishing School Zone Speed Limit on Flagstaff Avenue, to the regular agenda and approving all remaining items on the consent agenda. Ayes - 5 - Nays - 0. CONSENT AGENDA ITEMS MOTION: of Grendahl, seconded by Goodwin, approving the minutes of the regular meeting of March 13, 2014, as written. Ayes - 3 - Nays - 0 Abstain - 2 (Goodwin and Grendahl). CITY OF APPLE VALLEY Dakota County, Minnesota March 27, 2014 Page 2 MOTION: of Grendahl, seconded by Goodwin, adopting Resolution No. 2014 -41 accepting, with thanks, the donation of $300.00 in gift cards from Buffalo Wild Wings for use by Parks and Recreation Department. Ayes - 5 - Nays - 0. MOTION: of Grendahl, seconded by Goodwin, approving issuance of a lawful gambling exempt permit, by the State Gambling Control Board, to Christopher Goeke Leadership Foundation, for use on May 3, 2014, at Johnny Cake Ridge Park West, 14139 Johnny Cake Ridge Road, and waiving any waiting period for State approval. Ayes - 5 - Nays - 0. MOTION: of Grendahl, seconded by Goodwin, approving a change in manager for Smashburger Acquisition of Minneapolis, LLC, d /b /a Smashburger #1317, in connection with the On -Sale 3.2 Percent Malt Liquor and Wine Licenses, at 7394 153rd Street W., naming Matthew H. Milliman as General Manager; as described in the City Clerk's memo. Ayes - 5 - Nays - 0. MOTION: of Grendahl, seconded by Goodwin, authorizing issuance of a 1 to 4 Day Temporary On -Sale Liquor License to Apple Valley American Legion, Post 1776, by Minnesota Alcohol and Gambling Enforcement Division, for use on July 4, 2014, outdoors at American Legion, 14521 Granada Drive, as described in the City Clerk's memo. Ayes - 5 - Nays - 0. MOTION: of Grendahl, seconded by Goodwin, approving submittal of CenterPoint Energy Community Partnership Grant application, in an amount of up to $2,500.00, with a 50 -50 match, for 87 Gerber Crucial multi - purpose tools, as described in the Fire Chief's memo dated March 21, 2014. Ayes - 5 - Nays - 0. MOTION: of Grendahl, seconded by Goodwin, receiving the Urban Affairs Advisory Committee's 2013 annual report. Ayes - 5 - Nays - 0. MOTION: of Grendahl, seconded by Goodwin, adopting Resolution No. 2014 -42 approving the interfund transfers between funds. Ayes - 5 - Nays - 0. MOTION: of Grendahl, seconded by Goodwin, approving renewal of the City's general liability, property, automobile, workers' compensation, umbrella, and other insurance coverage for March 1, 2014, through March 1, 2015, with the League of Minnesota Cities Insurance Trust at a total premium of $988,832.00, including the non - waiver of statutory liability limits for the City's insurance, as recommended in the Finance Director's memo dated March 18, 2014. Ayes - 5 - Nays - 0. MOTION: of Grendahl, seconded by Goodwin, approving renewal of the Client Service Agreement with Bill Velin of Wells Fargo Insurance Services USA, Inc., acting as the Agent of Record for 2014 -2015, in the amount of $8,000.00, as recommended in the Finance Director's memo March 21, 2014. Ayes - 5 - Nays - 0. CITY OF APPLE VALLEY Dakota County, Minnesota March 27, 2014 Page 3 MOTION: of Grendahl, seconded by Goodwin, adopting Resolution No. 2014 -43 authorizing the acquisition of land for street, utility, and park purposes through the use of eminent domain. Ayes - 5 - Nays - 0. MOTION: of Grendahl, seconded by Goodwin, approving the 2014 schedules of billing rates for Braun Intertec and Northern Technologies, Inc., as attached to the City Engineer's memo dated March 27, 2014. Ayes -5 - Nays - 0. MOTION: of Grendahl, seconded by Goodwin, adopting Resolution No. 2014 -44 establishing additional restrictions as to the weight of vehicles on City streets. Ayes -5 - Nays - 0. MOTION: of Grendahl, seconded by Goodwin, adopting Resolution No. 2014 -46 approving plans and specifications for AV Project 2014 -127, Ice Resurfacing Machine, and authorizing advertising for receipt of bids, at 10:00 a.m., on April 17, 2014. Ayes - 5 - Nays - 0. MOTION: of Grendahl, seconded by Goodwin, authorizing the award of contracts to the lowest responsible bidders for the Joint Powers Agreement with the City of Burnsville for 2014 South Metro Cities for Street Maintenance Services, as attached to the Public Works Superintendent's memo dated March 27, 2014. Ayes -5- Nays -0. MOTION: of Grendahl, seconded by Goodwin, approving State of Minnesota Grant Contract for harvesting curlyleaf pondweed from Farquar Lake, as attached to the Natural Resource Coordinator's memo, and authorizing the Mayor and City Clerk to sign the same. Ayes - 5 - Nays - 0. MOTION: of Grendahl, seconded by Goodwin, approving the contract for Apple Valley Municipal Center Counter Remodel project with Fendler Patterson Construction, Inc., in the amount of $45,460.00, and authorizing the Mayor and City Clerk to sign the same. Ayes - 5 - Nays - 0. MOTION: of Grendahl, seconded by Goodwin, approving the Agreement for AV Project 2014 -128, 2014 Outdoor Pool Water Management, with Hawkins, Inc., in the amount of $79,859.67, and authorizing the Mayor and City Clerk to sign the same. Ayes -5- Nays -0. MOTION: of Grendahl, seconded by Goodwin, approving hiring the seasonal, and full time employees, promotion of employees, and resignation of employee, as listed in the Personnel Report dated March 27, 2014. Ayes - 5 - Nays - 0. END OF CONSENT AGENDA CITY OF APPLE VALLEY Dakota County, Minnesota March 27, 2014 Page 4 SCHOOL ZONE SPEED LIMIT ALONG FLAGSTAFF AVENUE Councilmember Bergman asked if the proposed school zone speed limit should be in effect from September 1 through June 15 instead of all year. He further inquired about the speed limit on 140th Street in front of Central Maintenance Facility and Eastview High School as well as the speed limit adjacent to Falcon Ridge School. Mr. Blomstrom explained that the Minnesota Department of Transportation (MnDOT) determined the speed. He reported that both the City and school district provided a written appeal to MnDOT to no avail. He then provided the reasoning behind the proposed school zone speed limit signage. Discussion followed. MOTION: of Grendahl, seconded by Bergman, adopting Resolution No. 2014 -45 establishing a school zone speed limit along Flagstaff Avenue. Ayes - 5 - Nays - 0. PAN1NO BROTHERS ON -SALE LIQUOR LICENSE RENEWAL Ms. Gackstetter reviewed the renewal application by UASanders, LLC, d /b /a Panino Brothers for On- Sale Intoxicating Liquor and Special License for Sunday Liquor Sales through June 30, 2014, as described in her memo. The restaurant is located at 7083 153rd Street W., Ste. 1. She noted receipt of the affidavit of publication of the hearing notice. The Police and Fire Departments completed annual background and site investigations and noted nothing that would preclude renewing the licenses. The City Clerk checked the Minnesota Department of Revenue's delinquent taxpayers list and the licensee is not listed. Mayor Hamann -Roland called the public hearing to order at 7:20 p.m. to consider the application by UASanders, LLC, d/b /a Panino Brothers, for On -Sale Intoxicating Liquor and Special License for Sunday Liquor Sales. The Mayor asked for questions or comments from the Council and the audience. There were none and the hearing was declared closed at 7:21 p.m. MOTION: of Goodwin, seconded by Grendahl, adopting Resolution No. 2014 -47 approving issuance of a 2014 On -Sale Intoxicating Liquor License and Special License for Sunday Liquor Sales to UASanders, LLC, d /b /a Panino Brothers, for premises located at 7083 153rd Street W., Ste. 1, for the period of April 1, 2014, through June 30; 2014. Ayes - 5 - Nays - 0. COMMUNICATIONS Mr. Lawell reported on the City's "AAA Stable" bond rating as received from Standard & Poor's Rating Service. The City Council commented on the importance of this high rating and expressed their appreciation to all involved. CITY OF APPLE VALLEY Dakota County, Minnesota March 27, 2014 Page 5 CALENDAR OF UPCOMING EVENTS MOTION: of Grendahl, seconded by Hooppaw, approving the calendar of upcoming events as included in the City Clerk's memo dated March 24, 2014, and noting that each event listed is hereby deemed a Special Meeting of the City Council. Ayes - 5 - Nays - 0. CLAIMS AND BILLS MOTION: of Bergman, seconded by Goodwin, to pay the claims and bills, check registers dated March 20, 2014, in the amount of $756,864.72, and March 27, 2014, in the amount of $4,229,472.23. Ayes - 5 - Nays - 0. MOTION: of Grendahl, seconded by Hooppaw, to adjourn. Ayes - 5 - Nays - 0. The meeting was adjourned at 7:37 o'clock p.m. Respectfully Submitted, P� Pamela J. G ckste ter, City Clerk Approved by the Apple Valley City Council on M E M O R A N D U M TO: Mayor, City Council, and City Administrator Tom Lawell FROM: Police Chief Jon Rechtzigel DATE: April 4, 2014 SUBJECT: Walmart Donation Walmart would like to donate $2000.00 to the Apple Valley Police Department's K9 Unit. Recommendation It is the Police Department's recommendation that the City Council accept the donation from Walmart. Action Required Adopt a Resolution accepting the $2000.00 donation from Walmart. JHR:sjm Attachment: Resolution CITY OF APPLE VALLEY RESOLUTION NO. 2014 - A RESOLUTION ACCEPTING DONATION WHEREAS, the City Council of Apple Valley encourages public donations to help defray costs and improve the quality of life in Apple Valley; and WHEREAS, Walmart has offered to donate $2,000.00 to the Police Department's K9 Unit; and WHEREAS, Minnesota Statutes 465.03 requires that all gifts and donations of real or personal property be accepted only with the adoption of a resolution approved by two - thirds of the members of the City Council. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Apple Valley, Dakota County, Minnesota, that this donation is hereby accepted for use by the City. BE IT FURTHER RESOLVED that the City sincerely thanks Walmart for the gracious and generous donation and their continued support of the Police Department. ADOPTED this 10th day of April, 2014. Mary Hamann- Roland, Mayor ATTEST: Pamela J. Gackstetter, City Clerk sees 00* 0 000 .. 0 City of Apple Valley MEMO Fire Department TO: Mayor, City Council, and City Administrator FROM: Nealon P. Thompson, Fire Chief DATE: March 31, 2014 SUBJECT: Request Approval of Vehicle Donation The Fire Department has recently been offered a donation of a 2006 Ford E450 Ambulance to be used for fire department training from Health East Medical Transportation. The Fire Department appreciates receiving this donation and the enhancement it will add to our training curriculum. RECOMMENDATION Accept donation of a 2006 Ford E450 Ambulance from Health East Medical Transportation for training purposes. ACTION REQUIRED Adopt a Resolution Accepting Donation of a 2006 Ford E450 Ambulance from Health East Medical Transportation. Attachment: Resolution Accepting Donation CITY OF APPLE VALLEY RESOLUTION 2014 - A RESOLUTION ACCEPTING DONATION TO FIRE DEPARTMENT WHEREAS, the City Council of Apple Valley encourages public donations to help defray the costs to the general public of providing services in Apple Valley; and WHEREAS, Health East Medical Transportation, of 799 Reaney Avenue, St. Paul, MN 55106, has offered to donate a 2006 Ford E450 Ambulance to the Fire Department for use in training; and WHEREAS, Minnesota Statutes 465.03 requires that all gifts and donations of real or personal property be accepted only with the adoption of a resolution approved by two - thirds of the members of the City Council. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Apple Valley, Dakota County, Minnesota, that the donation is hereby accepted for use by the City. BE IT FURTHER RESOLVED that the City sincerely thanks Health East Medical Transportation for their gracious and generous donation. ADOPTED this 10th day of April, 2014. Mary Hamann - Roland, Mayor ATTEST: Pamela J. Gackstetter, City Clerk i ITEM: l City of Apple COUNCIL MEETING DATE: April 10, 2014 Valley SECTION: Consent Agenda ITEM DESCRIPTION: Authorize the Sale of Unclaimed Property and Surplus Property, and Approve Agreement with MDI- Auctions, LLC STAFF CONTACT: DEPARTMENT /DIVISION: Pamela J. Gackstetter, City Clerk City Clerk's Office Action Requested Declare certain City property as surplus; authorize disposal of unclaimed property and surplus City property by a public sale; and approve the Agreement with MDI- Auctions, LLC, an authorized vendor of K- BID.com, to conduct an online auction of unclaimed and surplus property. Summary The Police Department has accumulated a number of bicycles found during the past year and other unclaimed property. In addition, staff has identified certain vehicles, office supplies, tools, and maintenance equipment, as well as other City property no longer of use. Staff recommends the City Council declare various City property as surplus; authorize the sale of unclaimed property and surplus City property, as listed in the attached Notice of Public Sale; and approve the attached agreement with MDI- Auctions, LLC, for an online auction conducted through K -BID for the sale of said property. The auction will run from April 25 through May 6, 2014. The agreement document was previously reviewed by the City Attorney's office. There is a ten percent commission charged on the gross amount of the sale plus an advertising fee of $400.00. MDI- Auctions, LLC, will advertise the auction in the City's official newspaper. The City will also run a legal ad and provide a link on the City's website to the on -line auction website. Background Unclaimed property and surplus City property may be disposed of by public sale to the highest bidder. Budget Impact N/A Attachment(s) Notice of Sale Agreement CITY OF APPLE VALLEY NOTICE OF PUBLIC SALE NOTICE IS HEREBY GIVEN that the City of Apple Valley has contracted with MDI- Auctions, a vendor of K -BID Online Auction, to conduct a public sale of unclaimed personal property and surplus City property. Items will be posted on K -BID's website at www.K- BID.com beginning April 25, 2014. Bidding will close on May 6, 2014. All items will be sold as is, to the highest bidder. Items will be available for inspection on May 5, 2014, and available for pick up on May 8 and 9, 2014, from the Central Maintenance Facility, 6442 140th Street W., in Apple Valley, located approximately one -half mile east of Galaxie Avenue on the south side of 140th Street W. Pursuant to City Code, Section 35.02, the true owner of unclaimed personal property may reclaim the same, upon satisfactory proof of ownership, from the City Clerk, either prior to the sale or by making application within six (6) months from the date of the sale. Items to be sold include approximately 110 bicycles, in various conditions. A partial list of bicycle models and other unclaimed personal property includes: BMX Giant Magna Murray Roadmaster Specialized Diamondback Huffy Mongoose Pacific Schwinn Trek 1999 Mercury Mystique CDs and DVDs Jewelry and Watches 2000 Jeep Grand Cherokee Clothes and Shoes Purses and Backpacks 2002 Chevrolet SS Truck Computers Radios 2002 Mitsubishi Galant Electronic Equipment Sewing Machine 2003 GMC Sierra Fishing Tackle Sports Equipment 2004 Dodge Stratus Floor Cleaners/Vacuums Stereos Cameras and Cases Gaming Devices & Games Tools and Tool Boxes A partial list of City surplus property also being sold includes: 2006 Ford Crown Victoria Framed Print Motors 2007 Ford Crown Victoria Garmin GPS Office and Desk Supplies 2008 Chevrolet Impala Gas Cans Parts Washers 2008 Chevrolet Impala Generators Police Vehicle Accessories 2009 Ford Crown Victoria Glassware and Equipment Air Compressors Grills Pressure Washers Automotive Equipment Guitar Sidewalk Grinder Basketballs and Hoops Ice Maker and Coolers Snow Blowers Cameras and Equipment Kindle Fire HD Tablets Sprayer Boom - 16 Ft Chairs Lawn Mowers Tools and Misc. Equipment Desks and Tables Lights and Light Fixtures Tool Boxes Display Racks and Shelves Liquor Related Clothing TVs Floor Scrubbers and Promotional Items Weed Trimmers DATED this 10th day of April, 2014. Pamela J. Gackstetter, City Clerk HCTIONS� This agreement is between MDI- Auctions, LLC an authorized vendor of K- BID.com (dba K -BID) services, its agents, associates, employees or contractors, collectively referred to as "Auctioneer," and "Seller," namely: CITY OF APPLE VALLEY- , SELLER GRANTS TO Auctioneer the exclusive right to sell the "Property' indentified below. The "Property" may be sold as auction, or in any other commercially reasonable manner, as determined by Auctioneer. As.used in this agreement, "Property" shall refer to the individual and collective property to be sold. AUCTION: MDI- Auctions and K -BID are pleased to provide auction or liquidation services as follows: IYI Internet Auction SELLER: Name: City of Apple Valley Contact: Pamela J. Gackstetter Make Checks Payable to: ® Seller Address: 7100 W 147 Street, Apple Valley, MN 55124 Phone: (952) 953 -2506 Fax: (952) 953 -2515 PROPERTY BEING SOLD: TBD ❑ Check if additional list attached LOCATION OF SALE: Central Maintenance Facility 6442 140 Street West Apple Valley, MN 55124 DATE AND TIME OF SALE: Setup Monday & Tuesday 4 -21 & 4 -22, Preview Monday, 5 -5, Close 5 -6 and Removal 5- 8 and 5 -9 AUCTIONEERS COMPENSATION Seller will pay a commission of 10% on gross auction /liquidation proceeds. OTHER FEE BASIS: EXPENSES TO BE PAID BY SEL LER: Advertising and Marketing $ 400.00 Organization and Clean Up $_0 Set Up $ • 0 FEE OR EXPENSE ADVANCE REQUIRED FROM SELLER $ Special Notes and Considerations: Link To Apple Valley Website to K -BID Workspace Ad in "This Week" Apple Valley Paid from Ad Budget Remaining AD Budget will be Spent on Search Engine Marketing (SEM) Click through Marketing based on key word search requests. We ap eciate this opportunity to provide services for you. We will need this agreement signed and returned along with any fee r xpens dvance qu" ed to hold the date for you. -3- F r I- Auctions fee I, the Seller, or my agent have read this document in its entirety and understand each of its provisions. I understand that by signing below, I am entering into a legally binding contract. CITY OF APPLE VALLEY Cowparrr Nan)e (if gpplicahle) Dale: x'1[:KxAUvc Mary Hamann — Roland, Mayor %vAkwX Pamela J. Gackstetter, City Clerk MIA-Auctions. 11C 104 1 :ast 56 "' Strcet. Minncaliolis. MN 55119 - 1912 Contact 6:12.384 -8592 RESPONSIBILITIES OF AUCTIONEER: I. A[)CtIUnCCI shall cu[)duct the auction and sale of the I'roperlc in it Conuncrcially reasonable nurnner. _'. AuctiunCCr shall maintain accurate rca,rds ul'lhC auction and sale. anti shall gig C to the Seller l'ollo\\ ing the sale an accounting of foods sold and reCCitCCI. 4 3. Auctioneer shall alrangC list all niarkctinL acl\rrli,ims. and Promotion ol auctiom and sale in it contntcrcialk reasonable manner. RESPONSIBILITY OF SELLER: I. Seller shall Provide clean. sale Prc11tises ,vith Proper utility service in tNhich to auction and sell the I'rohrrl). 2. SCIICI' shall Provide PubliC liahilih insurance against all risks for the I'rol)crt\ and Prcn)iSCS. anti shall indcntnilA Auctioneer against any claims. suits. or dd11t.tges arising out of Aucliullecr's conclucl ol' the sale and auction. Scllcr shall PI'MidC list rubbish rcilloxal all([ tlishosal ol'haiartlou s \taslc, and shall i11dcntnift Auctioneer against ally chill S. Suits. or dama,es arising thrrel'ront. 4. Seller shall presCnt for auction anti sale all ol'the Properh listed I anti shall 11ol. without the express ttrittcn agrccnttnl ol Auctioneer. aillihold or,tilhth - im ❑11\ such Pruliert\ front the auction and sale. i. Seller Shall CuuperalC in all resPCCIS c, ith ALICIIUnCCI' during the I)trhdration lot' anti conduct ohlhC auction and sale. SELLER WARRANTS: I. Seller ttarranls that it has title of the 1'1 lire and clear ofall liens and entuntllranCCS. CsCCPI as specilitd bcloc). 2. Seller Xurrants that the terns; and conditions of this agreement shall hC N lkli11g on its heirs. tWcutorS. administrators. Successors. assi_ns ofliccrs. shareholders. and directoi:,. SETTLEMENT PROCEDURES: All checks liar Pa\ 11tem for the I'roPert\ shall he drawn to the order of Auctioneer, and Auctioneer shall rtceivc all procccds ol'the auction and Sale in (rust for Seller. Auctioneer shall hold all Proceeds until all checks Bake clearCd or ha\C NCCn r jectCd. Auctio11tcr shall then Pa) h\ check the net Proceed. ofthc auction and sale to Seller 1 -1 davS after the last da\ ol'rClIlMal. AS used in this agrec11)c11t. `nct Proceeds" shall [))call: grass receipts less Auctioncer's comillissiolls. fees. and t\PC11SCS: uncollected Checks and Proceeds: and liens and CIICU Ill hranCCS. Seller shall bear thC'risk of uncollcctihlc Proceeds. Auctioneer's commission shall he calculated and Paid on gross Proceeds. GENERAL TERMS AND CONDITIONS: I. Seller assumes all risk of loss to the 1'1 until title and risk of loss Pass to it I3u_\er- including but not lintitcd to lire. lhelt. valldalisn)_ or ccono11tic loss. 2. Seller acknotticdgcs that unless othrrttisc noted on the reterSC side. the auction and sale ol'l'ropert\ is �VI 1 110111 RI -'SI :RVI or MINI M1IM 3. t he Seller ack11o\t1eclgcs that this auction and sale Is an A13St )Ll I IT' At VI 10N. a. finless othent ise agreed in �t ruin . Scllcr shall pa\ to tIctioncer the l=ull 13u\cr's Premium anti the Auctionecr's commission rate on and Proptrl� restrACd. Purchased h, Scllcr or its rcPrcscnlati\e. or othent isc hid oil tin• the hcnclit ol'price protection for Seller. Commissions shall be calculated o11 the bights( hid obtained. ICant I'roPCrt\ is ),;than))[) by Scllcr prior to the auction. and is then Sold within 120 days li the date ofthc auction. Auctioneer shall he entitled to its commission on the Sale of that ProperlN. 5. Seiler shall i11de11ntik Auctioneer against am claim. suit. or danrr,c arisim, oul oftht non - disclosure ofan\ IiCII or elICUmbrance against the ProPcrl�. h. K -1311) will eniplo\ it "Buyers I'rt11tiu[)t" of 10"o. ttfiich Shall bC Paid t)\ and c011cctC(i Irons the 11MCr and retained by K -1311). 7. Seller nckno\\ ledges that iAUClio11CCl' nut\ al its option delay or PustPonC the sale and auction for LIP to thirl\ (30) dons fitr reasonablC CatrsC. As used in this iA,,l'cclllCnl. "reasonable cause" shall includC. but not lie lintitcd to: Severe ttcalhcr: i11ahility to access the site ofthc I'ropert� or auction: Ilredtb ol'Iht PCacc: liCC [)SC or rcIulaton concerns. or questions. Prohltnts. doubts. or Clouds on title oflht Property. X. II is CXPrtsSI\ undCrstood Ihal Auctioneer is not responsihlc and t, ill not aSSUntt liahilit\ list am denial ofscrvicc related to technical problellts NNith the use oftllC 1111CI - net - i.e. virusCS. )watts. CIC. 9. Seller acknotticdh cs and a`arcts that ifon the din of closin' of tl)c auction and/or sale it lecltnical Problem occurs tvitli use ofthe Internet that i11tCrlcrrS with the auction and or salC. the Auctioneer nta_\. at his;hcr o\\ 11 (liscretion. keel) the auction oPCn tar up to 72 hours ITter the event that caused the technical Problem has I)CC11 resolved. 10. SCI let undcrslallds and acicllu\+ledges that. unless the Scllcr and 13uvCr stake other arranumtnis with the Auctioneer. the Auctioneer al Il1S(ber ucv11 discretion. nut\ rcSCll and I'ruprrty that has hecn Suld but lids 1101 hecn rcnttnrd I'ront the auction Site by the Bm on or helttrc the rcni mal elate. I L Seller ack11u,ticclges and agreCS that the AuctiunCCr shall not hC Noble or respollsihlc li,r tilt removal 1;61 the auction site of an } Proper)) thal has not hte11 sold and /u1- that has hCCII sold Nut has no(heen rC11utecd front the auction site Prior to the removal date. 12. SCI lei understands that SCI let- )t ill 1101 rtcci\C procccds from the ;'Auctioneer for it Sale until alter (lie sale Proceeds are received bN the Auctioneer from the 13u\rr. 13. Seller understands that ;Auctioneer „ill not dispose ufur handle am ha /.aRIOLIS \)Lisle 01- materials lily SCller. 14. Seller acknottled,es that any discuSSions concerning a(kcrtisim, nuudia are estimates, and Auctioneer trsCrvcs the right in its sole discretion to redistribute advertising 111 to other h pCS ol'advcrlising u1- ntcdia. to IhC hest advantage of the auction and sale. Advertising and nunkCling eylrnses shall he included in reduction: Front the gross procccds in the settlement. 15. In the event ofa hrcacb ohthis agrecntc11l by Seller. or in the C\Cllr of cancellation ofthe sale and auction liar ANY reason. Seller shall intntcdiatcl\ Pa\ to Auctioneer all c\pcnscs incurred h\ Auctioneer including, Nut nut liniilCd to. ativCrtising. set-up. travel. and other CxpenSCS: �pi���t ��iXkilF( r��• l��i�itl; �xj���T���, xt' �t�t�i3�tifi�' �i) �I�i�kF��r�i��€ t�t�ti x�t��i4��a�i� .kt�ikt;Xt3�i�rb:�7x1�€I��b - _ 16. file Seller aulhori/cs MIA- ;Auctions. I.LC and/or K- 1311).cont to sign as title rCPrescnlali\c on any and all documc111s relating to title work. Seller acknowledges that this agreement is the only agreement of the parties, and that there have been no oral representations or warranties made by MDI- Auctions, K -BID, or its representatives. Com)>unr .Aann (11 a plicuble) LhN( -: XXXXXX Mary Hamann — Roland, Mayor XKxxx Pamela J. Gackstetter, City Clerk 0 ®R 4.1--) 0000 City of Apple Valley MEMO Finance Department TO: Mayor, City Council, and Tom Lawell, City Administrator FROM: Ron Hedberg, Finance Director DATE: April 7, 2014 SUBJECT: LOGIS PUBLIC SAFETY SYSTEM ASSESSMENT Introduction The City of Apple has been working with LOGIS and the DCC on implementing anew public safety system for Computer Aided Dispatch and Mobile System. In spring of 2013, LOGIS went through a RFP process and have awarded the contract to Tritech. We received notice from LOGIS for Apple Valley's share of the upgrade in the amount of $259,617. Staff recommends that the assessment be paid out of the GO Closed Bond which will avoid incurring an interest charge and charges to the operating budget in the coming years. Recommended Action: Staff recommends authorizing payment of assessment for LOGIS Public Safety System from the General Obligation Closed Bond Fund. Action Requested Adopt motion authorizing payment of assessment for LOGIS Public Safety System from the General Obligation Closed Bond Fund. •mss 4 • 0,10 City of Apple Valley MEMO Public Works Department TO: Mayor, City Council and City Administrator FROM: Todd A. Blomstrom, Public Works Director DATE: April 10, 2014 SUBJECT: RESOLUTION SUPPORTING THE TRUNK HIGHWAY 77 MANAGED LANE AND CEDAR GROVE TRANSIT ACCESS ENGINEERING STUDY RECOMMENDATIONS On March 13, 2014, the Apple Valley City Council reviewed recommendations from a multi - agency Policy Advisory Committee that guided the Trunk Highway 77 Managed Lane and Cedar Grove Transit Access Engineering Study. The primary objectives of this study included the identification of a preferred alternative for providing congestion mitigation along northbound Trunk Highway 77 and a preferred design concept for improved transit access to the Cedar Grove Transit Station in the City of Eagan. The Policy Advisory Committee recommended Option 2B for congestion mitigation along northbound Highway 77, including construction of a third lane from 138th Street in Apple Valley to near Diffley Road in Eagan, restriping of the existing bus shoulder between Diffley Road and Highway 13, and elimination of the bus shoulder from Highway 13 to Old Shakopee Road to provide four travel lanes over the Minnesota River Bridge. The Committee also recommended Concept G to improve transit access to the Cedar Grove Station, including a new center transit platform located in the Highway 77 median with an enclosed pedestrian crossing over the northbound lanes of Highway 77 to the existing Cedar Grove Station. The Minnesota Department of Transportation has requested letters of support from the cities of Apple Valley, Bloomington and Eagan regarding the recommendations from the Policy Advisory Committee. The attached resolution supporting the study recommendations is provided for consideration by the City Council. Recommended Action: Approve Resolution Supporting the Trunk Highway 77 Managed Lane and Cedar Gove Transit Access Engineering Study Recommendations. TAB:cg Attachment CITY OF APPLE VALLEY RESOLUTION NO. 2014- A RESOLUTION SUPPORTING THE TRUNK HIGHWAY 77 MANAGED LANE AND CEDAR GROVE TRANSIT ACCESS ENGINEERING STUDY RECOMMENDATIONS WHEREAS, the Minnesota Department of Transportation (MnDOT) is conducting an engineering study of Trunk Highway 77 between 138th Street in Apple Valley and Old Shakopee Road in Bloomington to identify congestion mitigation strategies for northbound Highway 77 (Highway 77 Study); and WHEREAS, the Minnesota Department of Transportation and the Dakota County Regional Rail Authority are conducting an engineering study of the Cedar Grove Transit Station to identify strategies to improve transit access and improve travel time for the Metro Red Line Bus Rapid Transit System (Cedar Grove Study); and WHEREAS, the Highway 77 Study and the Cedar Grove Study were guided by a multi - agency Policy Advisory Committee; and WHEREAS, the Policy Advisory Committee recommended Option 2B for the Highway 77 Study including construction of a third lane from 138th Street in Apple Valley to near Diffley Road in Eagan, restriping of the existing bus shoulder between Diffley Road and Highway 13, and elimination of the bus shoulder from Highway 13 to Old Shakopee Road to provide four travel lanes over the Minnesota River Bridge as described in Exhibit A; and WHEREAS, the Policy Advisory Committee recommended Concept G for the Cedar Grove Study including a new center transit platform located in the Highway 77 median with an enclosed pedestrian crossing over the northbound lanes of Highway 77 to the existing Cedar Grove Station as described in Exhibit B; and WHEREAS, Apple Valley City Council considered said recommendations from the Policy Advisory Committee on March 13, 2014; NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Apple Valley, Dakota County, Minnesota, that the City of Apple Valley hereby supports the Policy Advisory Committee's recommendations regarding Option 2B for the Highway 77 Study and Concept G for the Cedar Grove Study. ADOPTED this 10th day of April 2014. Mary Hamann - Roland, Mayor ATTEST: Pamela J. Gackstetter, City Clerk �., :x m ik r Hwy 77 Managed Lane and Cedar Grove Transit Access � 0 U N REGI NAt RA IlR 0A0 A ' A U T x O R I T Y �X OP1itP Hwy 77 Managed Lane Options N - +► O Widen Option (213) $46 -47M Construct third lane addition: 138th St. to near Diffley Rd. .„ • Restripe bus shoulder: Diffley Rd. to Hwy 13 1 p ' y s o d > 3 �� �'�'��� • Restripe without bus shoulder: ` s (P, o 9 ° °o °M Hwy 13 to Old Shakopee Rd. N �► ���� Gontraflow Option (313) $55 -56M • Convert one southbound lane to northbound contraflow lane AX • Access to contraflow for general a �, © traffic near 138th St. and Cliff Rd. 0- Tj� °, -P i '� �a'r • Re -enter northbound lanes near �� s,.'° 9a � Old Shakopee Rd. ,r d 0 Widen + Gontraflow Option (5) • Construct third lane addition: 138th St. to near Diffley Rd Zvi n,. Contraflow lane: near Diffley Rd. to near Old Shakopee Rd. 0 �� ° s �° yc� 9 'w 'po �w� $47 -48 M 4 1 E „ T A ry .'.... �...' .: „.... .. . t; „. .. . rt .. �:' ...... ... . ."_ . „„.. .z.. ;: : �..... � .. ... .mo ....... „ .... x:„., . t �' :...�� .:..„ _...... a a M g Nd!- IpTORiiEO BPNQ Pty CPDSSDVER YtEP PIt4P DpE(t1AP]�LL55 O0FF s5♦T iil�pl t tl.S PD CdP1EGT IPx TO oEVBLPPCO ��� CONCEPT G - REDUCED CENTER STATION i?RA<`T b` v r x t m' y, 4 .x P' wrok; �x�:x.. #� "~ :, .a:.:. :t�`# R ^R } N • i�. e City of Apple MEMO Public Works Department TO: Mayor, City Council and City Administrator FROM: David E. Bennett, Asst. City Engineer DATE: March 31, 2014 SUBJECT: RESOLUTION ESTABLISHING PARKING RESTRICTIONS ALONG THE EXLEY AVENUE CUL -DE -SAC NEAR FALCON RIDGE MIDDLE SCHOOL In October of 2013 local residents notified the City of parking concerns on Exley Avenue adjacent to Falcon Ridge Middle School. The parking concerns are related to local athletic associations' events and school athletic events at the fields on the east side of the school. During events, numerous vehicles were not parking in the school parking lot and instead were parking on Exley Avenue. This resulted in the street being lined with cars on both sides of the road, along with cars parked in the middle of the cul -de -sac. This item was brought before the Traffic Safety Advisory Committee for review. The committee recommended that staff engage the five residents that are in close proximity to the cul -de -sac and conduct a survey in regard to establishing no parking on Exley Avenue. The survey results were brought before the Traffic Safety Committee at the March 2014 meeting. The survey indicated that all residents were in favor of establishing no parking on the cul -de -sac on the north end of Exley Avenue. The Traffic Safety Advisory Committing is recommending establishing no parking around the cul- de -sac. This restriction will be in effect for all times of the day. Attached for consideration is a resolution establishing parking restrictions along Exley Avenue cul- de -sac. Recommended Action: Adopt Resolution Establishing Parking Restrictions along the Cul -de -Sac Portion of Exley Avenue. DEB:jcb Attachment c: Todd Blomstrom 1 CITY OF APPLE VALLEY RESOLUTION NO. 2014- A RESOLUTION ESTABLISHING PARKING RESTRICTIONS ALONG EXLEY AVENUE WHEREAS, the Apple Valley City Code, Section 71.19, authorizes the City Council to restrict parking by ordering the erection of appropriate signs; and WHEREAS, athletic events at Falcon Ridge Middle School are causing traffic safety and operational issues on Exley Avenue; and WHEREAS, parking restrictions along portions of said Exley Avenue are necessary to preserve public safety and the ability to maneuver vehicles. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Apple Valley, Dakota County, Minnesota, that a No Parking Zone be established along the following locations: 1. Beginning on the north lot line of 12930 Exley Avenue around the cul -de -sac to the north property line of 12921 Exley Avenue at all times of the day. BE IT FURTHER RESOLVED that No Parking signs shall be installed along said segment of Exley Avenue by the City of Apple Valley Public Works Department. ADOPTED this I Oth day of April 2014. Mary Hamann- Roland, Mayor ATTEST: Pamela J. Gackstetter, City Clerk • ITEM: City of Apple COUNCIL MEETING DATE: April 10, 2014 Valley SECTION: Consent Agenda ITEM DESCRIPTION: Solicitation of Interest and Expertise for Job Evaluation and Compensation Consultation Services ......... .. . .......... ................. STAFF CONTACT: DEPARTMENT/DIVISION: Melissa Haas, Human Resources Manager Administration/Human Resources Action Requested Approve Solicitation of Interest and Expertise for Job Evaluation and Compensation Consultation Services, with Responses to be Received by May 6, 2014. Summary Staff recommends proceeding with a solicitation of interest and expertise to review options for completion of a job evaluation and compensation study in 2014. Background Minnesota law requires all public jurisdictions such as cities, counties, and school districts to eliminate gender-based wage inequities in compensation and submit pay equity reports to Minnesota Management and Budget. A policy to establish pay equity usually means: 1) that all jobs will be evaluated and given points according to the level of knowledge and responsibility required to do the job; and 2) that salary adjustments will be made if it is discovered that female - dominated jobs are consistently paid less than male-dominated jobs with similar points. In order to comply with pay equity laws, the City must have a system for job evaluation and assignment of points. The City's current pay equity points assignments have not been updated since 2003, and the system used at that time is now obsolete. Staff recommends working with a professional firm to evaluate each position and develop a system for assigning points. Staff will also use the firm, as well as participation in public and private sector salary surveys, to review parity with these markets. When the project is complete, staff will prepare a report to the City Council including any required or recommended adjustments. At this time, staff recommends proceeding with a solicitation of interest and expertise for a job evaluation and compensation study, with responses to be received by May 6, 2014. Budget Impact Funds not to exceed $18,000 are included in the approved 2014 Human Resources Division budget for completion of this project. Attachment(s) Solicitation of Interest and Expertise for Job Evaluation and Compensation Consultation Services Apple Valley Solicitation of Interest and Expertise Regarding Job Evaluation and Compensation Consultation Services City of Apple Valley 7100147 St. W. Apple Valley, MN 55124 April 2014 City of Apple Valley Job Evaluation and Compensation SOIE Page 1 of 15 TABLE OF CONTENTS SOLICITATION OF INTEREST AND EXPERTISE LETTER ................ ..............................3 GENERAL INFORMATION AND CONDITIONS ............................. ..............................4 PROJECT BACKGROUND AND GOALS ........................................ ..............................5 SCOPEOF WORK ........................................................................ ..............................6 CONSULTANT SUBMITTAL ......................................................... ..............................6 PROJECTCOMPLETION .............................................................. ..............................8 OTHER ....................................................................................... ............................... 8 RESPONSEQUESTIONNAIRE ...................................................... ..............................9 JOB POSITION TITLES ALPHABETICAL LISTING .......................... .............................14 City of Apple Valley Job Evaluation and Compensation SOIE Page 2 of 15 April 15, 2014 Dear Consultant: The City of Apple Valley ( "City ") is interested in identifying a qualified service provider for job evaluation and compensation consulting for the City of Apple Valley. The City anticipates the job evaluation system will be easy to understand and in compliance with State of Minnesota specified factors, and the provider of job evaluation services will be an ongoing resource for future job evaluation needs. The City anticipates the job evaluation system will be a tested tool and process that will address pay equity issues in an efficient and effective manner. Enclosed is the background information necessary to provide a response to this request for services. Please note that this is a targeted solicitation of interest expertise based upon the previous experience and history of the City's current job evaluation system, pay structure, internal equity, and ongoing compliance with State of Minnesota pay equity requirements. If, after reviewing the data provided, you would be interested in this project, please submit a response, which must be received by no later than 4:30 pm on May 6, 2014. Thank you for your consideration. If you have any questions concerning the specifications, etc. please contact me at 952 - 953 -2548. Sincerely, CITY OF APPLE VALLEY Melissa L. Haas Human Resources Manager Enclosures City of Apple Valley Job Evaluation and Compensation SOIE Page 3 of 15 GENERAL INFORMATION AND CONDITIONS 1. The City Council of the City of Apple Valley is accepting responses for a review of the current position descriptions, classifications, equity (internal & external), compensation structure, and evaluation process for its full -time, part -time, seasonal /temporary /variable -hour, and paid on call employees. 2. All responses should attempt to identify and equal the market rate for each position submitted. Any deviations should be identified in writing. Your responses should be submitted on the "Response Questionnaire" or in a similar format. An Officer of your Company should sign the "Response Questionnaire ". 3. It is expected the Consultant will furnish detailed data informational material for all affected positions. Include your normal administrative materials for reporting and payment if appropriate. 4. It is the City's desire to present study findings and recommendations for any suggested changes to the City Council in September, 2014. Please outline your requirements for presentation, timing, and fee structure. A representative may be expected to provide or assist in conducting these informational meetings, if deemed necessary. 5. Minor revisions to original responses, if requested by the City, may be negotiated following the response deadline and prior to being submitted to the Council for approval. 6. All responses must comply with Federal and State regulations pertaining to compensation standards, including but not limited to pay equity legislation, ADA, and FLSA. 7. Eleven copies of your response will be accepted until 4:30 p.m. on May 6, 2014 in the office of the following: Melissa Haas, City of Apple Valley, 7100 147 St. W., Apple Valley, MN 55124. Response should be labeled "Response -Job Evaluation Study 2014." All responses must be mailed or delivered. Faxed or emailed responses will not be accepted. 8. After a thorough review of the responses, the results and a vendor recommendation will be presented to the City Council on or about May 22, 2014. If you have any questions concerning the specifications, etc. please contact Melissa Haas (Human Resources Manager), 952 -953- 2548. 9. The City reserves the right to accept or reject any and all responses, and /or any portions of such responses. The project award will be based upon, but not necessarily limited to, rates, options, methodology, project design, timeline, and the experience of the carrier with municipalities and similar governmental entities and comparable labor markets. 10. The City Council desires to make a decision which is in the best interest of the City of Apple Valley and Apple Valley taxpayers. In order to facilitate an objective decision and to protect the integrity of the process, no Consultant or individual on behalf of a Consultant shall contact any member of the City Council to discuss the Solicitation of Interest and Expertise. 11. All information submitted to the City shall be considered public information in accordance with the Minnesota Statutes governing data practices. Upon submission, responses become the property of the City and will not be returned to the responder. City of Apple Valley Job Evaluation and Compensation SOIE Page 4 of 15 PROJECT The City of Apple Valley is soliciting responses for professional services for the review, update, and implementation of the current job evaluation and compensation system as meets Federal and State compensation standards. I. PROJECT BACKGROUND AND GOALS The City of Apple Valley currently uses a job evaluation and compensation system that was developed implemented well over ten years ago. Apple Valley is a Twin Cities suburb with a population of 49,084. In January 2014, the City reported 91 job classifications in its State of Minnesota pay equity compliance report submission. Apple Valley employs approximately 187 full -time and 80 part-time employees as well as 75 paid on call firefighters and 300 seasonal /temporary /variable -hour staff. Of this, 102 full -time employees are organized into the following unions: • Law Enforcement Labor Services (LELS) Local No. 243 representing Police Sergeants • Law Enforcement Labor Services (LELS) Local No. 71 representing Police Officers • American Federation of State, County and Municipal Employees (AFSCME) Council No. 5, Local No. 479 representing maintenance positions All collective bargaining agreements are settled through December 31, 2015. All full -time and part-time non - exempt positions are paid on a step program within their pay grade. The full -time exempt positions have a pay range for each pay grade and movement through the range is based on merit and time in position. The City has been in compliance with pay equity requirements. The City most recently submitted a pay equity report in January 2014. Since the last review of the job evaluation system, there have been changes in position classifications, job eliminations and combinations, new position additions, organizational structure changes, and compensation schedule adjustments. The City recognizes the need to validate the process and methodology utilized for determining classification for existing and newly established positions. There is also a need to have the job evaluation and compensation system reviewed, validated, and updated for internal and external equity by an outside professional consultant. The goal is to create a plan and process audit to validate and update the job evaluation system including: • Review and update job descriptions as needed • Evaluate position changes utilizing the up -to -date job description • Create opportunity for management and employee input through utilizing key participants • Compile and analyze market comparables and competitive data • Ensure regulatory compliance • Update the system as needed to achieve market competitiveness • Create a transition and implementation plan • Provide all project data for recordkeeping and tools to manage the program prospectively City of Apple Valley Job Evaluation and Compensation SOIE Page 5 of 15 Some employee and management involvement through participation and informational meetings on the process and outcomes will be an integral component to the success and acceptance of any outcome. II. SCOPE OF WORK A. Provide professional services with integrative support services to evaluate and analyze needs, design, develop, and implement updates to the position evaluation and compensation system that includes the following milestones: • Evaluation and analysis of City needs and philosophy • Evaluation of existing job descriptions and the recommendations of revisions to ensure compliance with ADA and other state and federal requirements • Thorough evaluation of positions to determine a job value by assigning points to the position based on standard factors; and review of the evaluations with recommendations for necessary revisions • Objective classification ranking and banding of each position and the provision of internal pay equity • Provide a wage /labor market survey and the analysis of supporting data for the development of the pay structure while assuring internal and external equity and compliance with State Pay Equity Compensation Standards • Provide recommendations and options for updating the evaluation and compensation system • Provide system testing to ensure compliance • Provide recommendations on a system for determining the validity for requests for reclassification and /or compensation changes. • Review appropriate exempt and non - exempt status for each position • Provide implementation support and maintenance training on the system • Post - contract services involving review of new job descriptions and determination of points for new positions as well as assistance with the first State Pay Equity report following compensation review to ensure compliance. B. Establish and provide concrete schedules for completing each of the above proposed components. C. Present findings and recommendations, including written and oral reports and policies at various meetings such as employee and City Council meetings. D. Propose solid contract terms, including an itemized fee schedule for work included in the scope of work and a payment plan based on measurable contract milestones. III. CONSULTANT SUBMITTAL The response shall contain the following information: A. Completed "Response Questionnaire" B. Provide references of municipalities in the State of Minnesota who have utilized your services in this fashion, implemented and are currently utilizing the compensation system designed, developed, and implemented by your organization. Include the name and phone number of the contact person at each municipality, as well as a description of the services performed, City of Apple Valley Job Evaluation and Compensation SOIE Page 6 of 15 implementation date, and the names of the personnel from your office that worked on the project at each municipality. C. Names and relative backgrounds of the personnel to be assigned to the project. D. Information stating your organization's approach to the completion of this project for the City of Apple Valley. Include information and outcome documents on the process being proposed as well as sample job descriptions, policies and procedures, and any templates or questionnaires employees or staff will be required to complete. Also include information on how your organization will handle each aspect identified. E. Identify your approach, if any, to union and non -union involvement with updating position classifications and compensation schedules. F. Identify a concrete, but reasonable timeline for the completion of each component in the process as well as implementation guidelines. G. The response should clearly define the timelines, proposed fees, and the scope of services to be provided during each of the following specific project components: 1. Introduction and Project Orientation 2. Position Analysis 3. Position Description updates for needed full -time, part -time, temporary, seasonal. 4. Position Classifications /Ranking /Grades /Evaluation 5. Wage /Labor Benchmarks /Market Pricing 6. System Structure Validation and Updating according to Apple Valley philosophy 7. Merit pay system recommendations 8. System testing for equity and fairness 9. Preparation of final documents for the plan, including presentation, policy, guidelines, procedures for implementation and any other pertinent information. Any written and computerized data and supporting information must be submitted as requested. 10. Training on the system maintenance and updating, such as position additions, position reclassifications, and wage structure updates. 11. System Implementation 12. Future help that can be provided H. Please include as attachments to the response: 1. A copy of the current business insurance policy (e.g., error and omissions) of all entities. 2. A comprehensive schedule of fees typically charged for the services indicated herein. a) Responses shall clearly define additional services and /or reimbursable costs not included in the basic fees, including any hourly rates or fees for post contract services. b) Responses shall include a "not to exceed" lump sum fee protection. c) Responses shall identify cost estimates for all aspects including potential areas in which the City of Apple Valley staff can provide assistance resulting in cost savings to the City. NOTE: All quoted fees are presumed valid for sixty (60) days from the submission deadline unless specifically noted otherwise. City of Apple Valley Job Evaluation and Compensation SOIE Page 7 of 15 IV. PROJECT COMPLETION It is the intent of the City to provide as much support and assistance to the consultant to ensure that the project is completed by September 4, 2014 with presentation of outcomes and recommendations to the City Council on September 11, 2014. V. OTHER A. Questions regarding this Solicitation of Interest and Expertise should be directed to: Melissa Haas Human Resources Manager City of Apple Valley 7100147 1h St. W. Apple Valley, Minnesota 55124 Telephone: (952) 953 -2548 Email: mhaas @cityofapplevalley.org B. The City of Apple Valley reserves the right to reject any and or all responses for any or no reason, and furthermore reserves the right to accept any response deemed to be in the best interest of the City. C. Eleven copies of the response are to be submitted by 4:30 p.m. on May 6, 2014 to Ms. Haas at the above address. D. Finalists may be requested to make a presentation to an employee committee for evaluation. City of Apple Valley Job Evaluation and Compensation SOIE Page 8 of 15 RESPONSE QUESTIONNAIRE A complete response to this questionnaire must accompany all responses. A response such as "See Proposal' is not sufficient unless there is proper reference to the specific section of the proposal addressing the question. Please be specific in your answers. A. General Information 1. Legal Name Address City /State /Zip Telephone /Fax E -mail address Website 2. Mailing address (if different from above) Address City /State /Zip 3. Primary Contact Name Address of contact (if different from above) City /State /Zip Telephone /Fax E -mail Address 4. Form of Organization 5. Federal Employer Identification Number 6. Submitted by (Officer of Company) (signature) City of Apple Valley Job Evaluation and Compensation SOIE Page 9 of 15 B. Business Organization and Practices Information. 1. Is your firm owned by or affiliated with any other organization (s), involved directly or indirectly in any area or aspect of compensation services? If yes, identify organization and relationship. 2. Please identify other names used within the past five (5) years. 3. Are you willing to sign a contract for a period of three (3) years with the ability by the City to extend the contract under the same conditions up to two (2) additional one -year periods? 4. Does your firm currently provide compensation related services to at least two (2) public sector employers in Minnesota? 5. For any proposed sub - contractors, are you willing to commit that your organization has primary responsibility for providing services and will be solely responsible to assure that all proposed services are delivered? 6. Will you provide safety systems for maintenance of records? If yes, please describe: 7. Will you agree to indemnify and hold harmless the City? 8. To the extent an error occurs that is the result of your negligence, will you agree to put the participant(s) in the same position as if the error had not occurred (e.g., make the participant(s) whole)? a. If no, please explain: 9. Has your job evaluation system been challenged in court? a. If yes, please explain: 10. Describe how your job evaluation system is effective and bias -free. 11. Will your job evaluation system be supported and in existence for the next 10 -20 years and /or beyond? Please describe. City of Apple Valley Job Evaluation and Compensation SOIE Page 10 of 15 C. Service Expectations. The City believes it is entitled to high quality, responsive representation by its service providers. The service provider must be pro- active, as opposed to reactive, and customer service must be a priority. 1. What is the standard response time for an e-mail or voice message ?, 2. What types of face to face informational meetings with employees will you conduct including, but not limited to, overall orientation to job evaluation theory and practice and /or individual meetings with affected employees where a job evaluation has been requested or has been completed to discuss outcome and results? 3. What types of face to face meetings /training will you conduct with appropriate City personnel (e.g. HR) regarding job evaluation processes and use of the tool /model? 4. What types of face to face meetings will you conduct or participate in with City management, department heads, and /or the City Council? 5. What types of reports and at what frequency will such reports be provided to appropriate City personnel? 6. Do you sponsor seminars, send newsletters, maintain a web site, etc. providing information regarding trends, new laws, etc.? 7. Include your charges for the services as described above. D. Job Evaluation and Compensation Design Consultation 1. Currently. The City has used the PDI Profile system for job evaluation. 2. Interested In. The City is interested in reviewing other options for job evaluation tools. The City is interested in working with a compensation expert who is capable of conducting the job evaluation and /or training internal City staff to do so. The City is interested in having access to the job evaluation model and ability to work with it by conducting its own job evaluation if it so chooses. The City is also interested in the ability of the vendor to provide compensation consulting services including, but not limited to, pay equity analysis, pay structure design, internal and /or external equity analysis, salary surveys, job /salary benchmarking, job description development. 3. Questions. The following questions are in addition to the questions already completed in previous sections and shall be considered together with those responses. a. Do you provide these services directly? City of Apple Valley Job Evaluation and Compensation SOIE Page 11 of 15 b. To how many public sector entities do you currently provide these services? How many of these are Minnesota public sector entities? How many are cities? c. Describe your experience in conducting pay equity analyses and running pay equity compliance reports using the State of Minnesota software. d. Describe your experience in providing compensation consulting services. e. Describe your general approach to conducting internal and /or external equity analysis. f. Describe your experience in providing pay structure design analysis based on the results of a job evaluation review. E. Service — Specific References. Please provide contact information regarding three unrelated entities that can attest to your qualifications with respect to this type of job evaluation service. At least two of the references should be Minnesota public sector entities for whom you provide these services. Please assure the names and the phone numbers listed are current You may want to contact these references to (1) assure the accuracy of the information, and (2) notify them that they may be contacted by the City in this regard. Reference No. 1 Name: Address: City /State /Zip: Phone Number: Relationship: When did you work with this entity? Reference No. 2 Name: Address: City /State /Zip: Phone Number: Relationship: When did you work with this entity? City of Apple Valley Job Evaluation and Compensation SOIE Page 12 of 15 Reference No. 3 Name: Address: City /State /Zip: Phone Number: Relationship: When did you work with this entity? F. Fees. a) What are your fees for the services described? b) Are the fees quoted in this response firm and for how long? G. Other. Please include the following in your response: a) Project breakdown with concrete timeline dates. b) Rates including savings extended for city staff assistance; anticipated total cost of services broken down by milestone component, including the lump sum not -to- exceed protection. c) Outcomes including all documents that will be provided. d) Future help possibilities including timelines and rates. City of Apple Valley Job Evaluation and Compensation SOIE Page 13 of 15 CITY OF APPLE VALLE POSITION TITLES (Alphabetical Listing) Regular Full -Time Accountant I Department Assistant Maintenance Worker II Accounting Technician I Deputy Fire Chief /Training Officer Maintenance Working Foreman Accounting Technician II Division /Department Specialist Natural Resources Coordinator Administrative Specialist Engineering /Construction Tech Parks & Recreation Director Assistant City Administrator Finance Director Parks Maintenance Superintendent Assistant City Engineer Fire Chief Payroll Coordinator Assistant Finance Director Fire Inspector Planner Assistant Liquor Store Manager Fire Marshal Plumbing /Mechanical Specialist Associate Planner Fleet Mechanic Police Administrative Manager Building Inspector - Combination Golf Course Manager Police Captain Building Inspector - Residential Golf Food & Beverage Coordinator Police Chief Building Official Human Resources Coordinator Police Detective Cable Coordinator Human Resources Manager Police Officer Cable Production Assistant IT Manager Police Sergeant Cemetery/Public Works Coord IT Network Specialist Public Works Director City Administrator IT PC Specialist Public Works Superintendent City Clerk IT Support Technician Public Works Supervisor City Engineer Lead Fleet Mechanic Public Works Technician City Planner Lead Police Records Technician Receptionist Code Compliance Specialist Liquor Lead Clerk Recreation Superintendent Code Compliance Technician Liquor Operations Asst Director Recreation Supervisor Community Development Director Liquor Operations Director Sports Arena Manager Community Service Officer Liquor Store Manager Utilities Assistant Construction Coordinator Maintenance Technical Specialist Water Quality Technician Crime Prevention Specialist Maintenance Worker I City of Apple Valley Job Evaluation and Compensation SOIE Page 14 of 15 Regular Part-Time Seasonal/Temp/Variable -Hour Paid On Call Cable Access Production Assistant Aquatic Center Office Leader Firefighter Cable Operator Clerical Assistant Clerical Assistant Elections Assistant Community Service Officer Erosion /Sediment Control Inspector Custodian Food & Beverage Cook Facility Attendant Food & Beverage Coordinator Facility Coordinator Food & Beverage Server Facility Lead Attendant Food & Beverage Supervisor Facility Supervisor Head Guard Food & Beverage Banquet Captain Lead Food & Beverage Cook Food & Beverage Banquet Cook Lead Food & Beverage Server Food & Bev Banquet Supervisor Lead Instructor I or II Kitchen Supervisor Lead Puppet Performer Lead Food & Bev Banquet Cook Lifeguard Liquor Accounting Clerk Pool Manager Liquor Store Lead Clerk Professional Intern Liquor Store Sales Clerk Puppet Performer Liquor Store Supervisor Recreation Facility Assistant Office Supervisor Recreation Facility Attendant On -Call Cable Operator Recreation Lead Attendant Police Records Assistant Recreation Program Assistant Property Room Clerk Recreation Program Asst Director Recreation Program Coordinator Recreation Program Director Recreation Program Instructor Recreation Program Leader Recreation, Program Supervisor Seasonal Inspector Temporary Accountant Water Safety Instructor City of Apple Valley Job Evaluation and Compensation SUE Page 15 of 15 000 0000 0000• 0000 000" 1 ITEM: City of Apple COUNCIL MEETING DATE: April 10, 2014 Valley SECTION: Consent Agenda ITEM DESCRIPTION: Resolution Approving Plans and Specifications and Soliciting Bids for the High Definition Video and Audio Telecast Systems Project for Apple Valley, Farmington, and Rosemount STAFF CONTACT: DEPARTMENT /DIVISION: Charles Grawe, Assistant City Administration Department/ Cable Administrat Television Di vi s i o n Action Requested Adopt Resolution Approving Plans and Specifications and Soliciting Bids for the High Definition Video and Audio Telecast Systems Project. Summary The individual members of the Apple Valley, Farmington, and Rosemount Cable Commission (AFRCC) determined that there would be greater savings and efficiencies by conducting their capital replacement projects cooperatively, with Apple Valley acting as the agent for the Member Cities. This project covers the chambers telecast systems and control rooms for each city. The projects will take place in each City Hall this summer during June, July and August. Background In 2000 and 2001 the Cities of Apple Valley, Farmington, and Rosemount installed video and audio equipment in their respective Council Chambers that is used to televise city meetings on Charter Cable and over the internet, and to record them for playback on the government cable channels as well as being available for Video On Demand viewing through each city's website. That equipment is now nearly fifteen years old, is at or beyond its expected lifespan, in some cases obsolete, and is more frequently experiencing increasing repairs and catastrophic failures. In October 2012, the Commission directed Mark Moore to work with a consultant and create the engineering designs, equipment specifications, drawings and documentation, and plans for replacing the chambers telecast systems and control rooms. The solicitation of the bids was delayed to take advantage of the sales tax exemption that took effect earlier this year. Budget Impact The total cost for the three telecast systems is estimated at between $550,000 and $650,000 with 60 to 70% of that amount expected to be capital expenditures. Information within the bid documents allows for appropriate division of the costs by city. Apple Valley has a cable capital budget with funding to cover the estimated $200,000 in cost to Apple Valley. Attachment(s) Resolution Advertisement for Bids Executive Overview (Summary of Project and Specifications) High - Definition Video and Audio Telecast Systems Project Executive Overview Proiect Summary To provide three complete telecast production systems, one each in the Apple Valley, Farmington, and Rosemount City Halls, to be used during certain city meetings held in the Council Chambers. Each system shall be functionally identical with minor differences in how the systems integrate with the existing presentation systems. The system is intended to be run by two operators but can be run by a single operator should the need arise. The new production system format shall be 10801 16x9 high definition with a 40 4801 standard definition down converted signal to be sent to Cable, the presentation system, and for archive, a simultaneous HD archive will also be made. The new production switcher will include a 4x3 safe area to be used by the operator during productions to ensure graphics and content can be seen by both viewers of the 4x3 SD telecast and the archived 16x9 HD video and audio recordings. The integrator shall be responsible for removing the existing production system equipment and delivering the equipment and a complete inventory to the designated representative of the Apple Valley, Farmington, and Rosemount Cable Commission (AFRCC) and/or designated respective city staff. Certain equipment has been specified in order to maintain maximum operational consistency and familiarity for the users between the existing systems and the new high definition systems. Please note that as of January 1, 2014 local units of government in Minnesota such as cities are exempt from paying state and local sales tax. Operator Positions Camera Operator The camera operator located at RACKO 1 shall have individual preview monitors for each of the five PTZ cameras and a preview monitor for the presentation system, as well as a 17" LCD monitor with built in waveform and vector scope. A router located in RACK02 shall be used to select the input source to the 17" monitor, sources shall include, cameras, presentation, program, and the output of the record decks. CG & Audio Shared Position The CG and audio operator position located in RACK02 shall have a 23" LCD monitor, keyboard, and mouse connected to a KVM to select between the OFE streaming PC and the CG software. Located just below the LCD shall be the broadcast audio mixer as well as the audio monitor for the control room. A video router for the camera operator position shall also be located in RACK02. Technical Director Position The technical director (TD) position shall consist of a 23" LCD connected to the production switcher multi- viewer output, power switches, record decks, and the production control surface. The production control surface shall be cut into the work surface directly in front of RACK03. PTZ Cameras New Panasonic HD Pan-Tilt -Zoom (PTZ) cameras shall replace the existing Panasonic analog cameras in the council chambers. Each camera will be configured for 1080i HD video, tally, and IP control. Video will be PEO -1 City of Apple Valley High - Definition Video and Audio Telecast Systems Project Executive Overview transmitted to the control room via HD -SDI and all cameras shall be genlocked with the rest of the production system. Power for the cameras shall be supplied from an Altronix 2RU power supply located in the control room. A camera controller shall be located in the control room for use by the camera operator. The controller shall be cut into the work surface in front of RACKO 1. The camera controller shall control the cameras via IP providing functions such as Pan-Tilt -Zoom, camera presets, and white balance controls. The camera controller shall also be connected to the switcher to receive Tally information so that Tally light can be activated on the camera that is currently being sent to Program. Video Production Switcher The existing production switcher shall be replaced with a Broadcast Pix Mica 1000 switcher. The production switcher consists of a 1/ME control surface and a separate integrated switcher, server, CG, and multi- viewer. The integrated multi- viewer DVI -I output shall be displayed on a 23" LCD monitor mounted on the console. The multi- viewer shall allow simultaneous viewing of the five cameras as well as the presentation input along with preview and program. The second multi- viewer output also mounted on the console shall be connected to the KVM and be shared with the CG application built into the production switcher and the OFE streaming server. Audio Equipment The AFRCC requires that a new 10 channel line level mixer be installed to be used for broadcast audio. Inputs to the line level mixer shall be slightly different at each City Hall but all shall be configured in a similar fashion, taking only the required audio feeds from the existing presentation & MIC mixing systems and sending broadcast audio back to the presentation mixing system as well to the broadcast transmission equipment. Broadcast program audio shall pass through a Rane digital delay unit to correct any lip sync issues introduced by the digital signal processing of the cameras and the production switcher. All program audio shall be distributed to the record decks, presentation system, and broadcast transmission equipment via analog audio and Ross analog audio distribution amplifiers. Audio monitoring is a key to how AFRCC staff produce meeting telecasts and recordings, as such a new Marshall audio monitor shall be installed to not only monitor telecast audio but also audio from the recording devices. All audio from the recorders shall be embedded audio in an HD /SD SDI end be de- embedded for listening by the Marshall audio monitor. Broadcast program audio will be a discrete analog audio feed to the audio monitor via the program audio distribution amplifiers. Terminal Equipment All distribution amplifiers, the down converter, and frame sync for the presentation system shall be Ross Opengear format cards. The cards shall be housed in a Ross Opengear terminal frame with network connectivity for configuration and monitoring. An AJA GEN10 sync generator shall be used to provide genlock to all of the cameras, switcher, and the terminal frame. A composite video DA shall be provided to add additional genlock outputs to the system. Recorders The AFRCC requires that three digital recorders to be installed to archive meetings in both HD & SD formats. Two Data Video HDR55 hard disk recorders shall be installed, one shall be configured for HD and the other configured PEO -2 City of Apple Valley High - Definition Video and Audio Telecast Systems Project Executive Overview for SD. In conjunction with the Data Video recorders a JVC Blu -Ray recorder shall also be installed and configured for SD recording. The JVC recorder will provide a physical media SD backup for the AFRCC staff. Network and KVM All equipment in the new telecast system that has a network connection shall be connected to a new HP Ethernet switch. The purpose of the switch is to build a production system network that allows AFRCC staff to access configuration and control features of the cameras, terminal equipment, camera controller, UPS, and the production switcher. The network switch also plays a key part in camera control as all camera control information is sent via IP. The control room also requires the use of a KVM. A new KVM shall be installed to provide keyboard, monitor, mouse, and USB sharing between the production switcher and the OFE streaming computer. Switching between computers is done via the front panel of the KVM or via hot keys and an On Screen Display. Power Distribution and Backup Each equipment rack will have its own uninterruptable power supply (UPS), for backup power as well as power regulation, along with a sequenced.power strip and an "always on" power strip. The UPS's shall be configured with a network card capable providing power outage notifications as well as temperate information from the rack. Each sequenced power strip shall be configured to work with its own individual sequencer switch located just under the multi- viewer monitor. This shall allow the operator to turn on and off equipment in groups by rack. Switches shall be clearly labeled to identify which rack the switch belongs to. Equipment connected to the sequencers shall be monitors, record decks, and audio equipment. The always on power strip shall provide convenience outlets for maintenance as well as terminal equipment and computers that should always stay on or need to be shutdown manually. The "always on" power strip and the sequencer power strip shall be connected to the UPS to allow the operator to properly shut down equipment in case of a power outage. Equipment Racks Due to the new equipment requiring wider racks three new Middle Atlantic convective cooled consoles shall be installed into each control room. The consoles shall be ganged together and be installed on caster bases to allow moving them for rear access to the equipment. The equipment racks shall also have a work surface that stretches from across all of the consoles. Integrator Responsibilities The integrator is responsible for all final engineering to ensure a complete and operational system. One set of "D" size submittal drawings shall be required to be submitted and approved by AFRCC prior to installation for each system. Two sets of "D" size of As -Built drawings shall be provided for each system to the AFRCC along with electronic PDF copies and DWG files for each system. The systems integrator shall provide a 1 year system warranty covering hardware and installation, and must be an authorized Broadcast Pix and Panasonic dealer. PEO -3 City of Apple Valley CITY OF APPLE VALLEY RESOLUTION NO. 2014- A RESOLUTION APPROVING SPECIFICATIONS AND DIRECTING RECEIPT OF SEALED BIDS FOR HIGH - DEFINITION VIDEO AND AUDIO TELECAST SYSTEMS PROJECT WHEREAS, the Apple Valley, Farmington, Rosemount Cable Commission has heretofore requested Alpha Video, Inc., to prepare plans for the provide three complete 10801 16x9 high definition telecast production systems, one each in the Apple Valley, Farmington, and Rosemount City Halls, to be used during certain city meetings held in the Council Chambers; and WHEREAS, the City of Apple Valley is acting as the fiscal agent and soliciting bids on behalf of all three cities within the Commission; and WHEREAS, the Council has considered said project to be feasible. NOW, THEREFORE, BE IT RESOLVED as follows: 1. That the Council hereby accepts and approves said plans and specifications for "High - Definition Video and Audio Telecast Systems ". 2. That the bids shall be received at the time and place specified in the form of notice attached hereto as Exhibit A for the construction of that part of said improvement more particularly designated in said Exhibit A. 3. The Clerk is authorized and directed to cause an advertisement for said bids to be published once in Apple Valley SunThisweek the official newspaper of the City, not less than ten (10) days prior to the opening of said bids. 4. Each and all of the terms and provisions as stated in said advertisement are hereby adopted as the terms and provisions in accordance with which said bids shall be received. ADOPTED this 10th day of April, 2014. Mary Hamann - Roland, Mayor ATTEST: Pamela J. Gackstetter, City Clerk Exhibit A ADVERTISEMENT FOR BIDS CITY OF APPLE VALLEY Sealed bids will be received until 10:00 a.m., Monday, April 28, 2014, at the office of the City Clerk, City of Apple Valley, 7100 147th Street W., Apple Valley, Minnesota 55124, at which time they will be publicly opened and read, for the purpose of securing a contractor to provide: HIGH- DEFINITION VIDEO AND AUDIO TELECAST SYSTEMS PROJECT Each bid shall be accompanied by a certified check, cashier's check or a bid bond in the amount of five percent (5 %) of the gross bid, made payable to the City of Apple Valley, which shall be forfeited to the City in the event the bidder fails to deliver the services. The City Council reserves the right to retain the deposits of the bidders for a period not to exceed 60 days after the date and time set for the opening of bids. No bids may be withdrawn for a period of 30 days after the date and time set for the opening of bids. Specifications and proposal forms may be obtained from the Cable TV -Joint Powers Department, 7100 147th Street W., Apple Valley, Minnesota 55124. Direct inquiries to Cable Coordinator Mark Moore at 952- 953 -2502. The City Council reserves the right to reject any and all bids, to waive irregularities and informalities therein and further reserves the right to award the contract to the best interests of the City. Dated this 10th day of April, 2014. Pamela J. Gackstetter, City Clerk see .... City of Apple MEMO Public Works Department TO: Mayor, City Council, and City Administrator FROM: Jeff Kehrer, Natural Resources Coordinator DATE: April 10, 2014 SUBJECT: CONTRACT FOR CITY PROJECT 2014-109,2014 ASH TREE REPLACEMENTS The City's first proactive ash tree removal project was completed recently, which consisted of removing thirty ash trees from the public street boulevard in preparation for emerald ash borer. As a followup to the tree removal project, funds were approved in the 2014 budget for replacment trees. City Project 2014 -109, Ash Tree Replacements, is a tree planting project to replace the removed ash trees. Each property owner that had an ash tree removed from the adjacent public boulevard will be contacted and made aware of the opportunity to have a new tree planted in their yard. All new trees will be planted on the house side of the public sidewalk to help avoid future conflicts with buried utilities, sidewalk uplifting, and required tree maintenance. Property owners will select a tree species from a list of available trees provided by Public Works. Trees will be balled and burlapped and range in size from 1.75" to 2" caliper. The tree species list is attached for your review. Funding for the ash tree replacement project is included in the 2014 Streets Division operating budget. The trees will be supplied and planted at no charge to the property owners. Quotation requests were mailed to three contractors to supply and plant replacement trees. Company Name Total Quotation Instant Green Tree Planting $8,835.00 Hoffman & McNamara Co. $10,583.00 Pahl's Market $14,125.00 Recommended Action: Approve Contract with Instant Green Tree Planting for City Project 2014 -109, 2014 Ash Tree Replacements, for Planting up to 31 New Trees as Replacements for Removed Ash Trees. JK :jcb Attachments c: Todd Blomstrom Approved Tree Species List Project 2014 -109 Large shade trees (2" balled and burlapped) River birch clump (3 -stem) Hackberry Skyline or Northern Acclaim Honeylocust Boulevard or Greenspire Linden Swamp white oak Ornamental species (1.75" balled and burlapped) Japanese tree lilac Red jewel crabapple AGREEMENT FORM 2014 Ash Tree Replacement City Project 2014 -109 CITY OF APPLE VALLEY, MINNESOTA This Agreement ( "Agreement ") is made this 10th day of April, 2014, by and between Instant Green Tree Planting, a corporation (hereinafter called the "CONTRACTOR "), and the City of Apple Valley, a Minnesota municipal corporation (hereinafter called the "OWNER ") (Owner and Contractor are hereinafter called the "PARTIES "); WITNESSETH, that the OWNER and the CONTRACTOR, for the consideration hereinafter stated, agree as follows: 1. SERVICES TO BE PERFORMED The CONTRACTOR hereby covenants and agrees to perform and execute all the provisions of the Contract Documents (identified in Section 8 of this Agreement) prepared by the Owner, dated February 21, 2014, and made a part of this Agreement by reference, for the following improvement(s): 2014 Ash Tree Replacement City Project 2014 -109 (the "Work ") The CONTRACTOR shall do everything required of this Agreement and the Contract Documents. The CONTRACTOR shall make good, replace, and renew at its own cost and expense any loss or damage to said Work and adjacent properties and facilities during the performance of the Work or prior to the final acceptance thereof by the OWNER, and shall be wholly responsible for the performance and completion of such Work. 2. COMPLETION DATE The CONTRACTOR shall commence Work under this Agreement and shall complete the Work in accordance with Special Provisions to the General Conditions of the Contract Documents. The CONTRACTOR shall notify the ENGINEER in writing of any and all causes of delay of such Work or any part thereof, within three (3) days of the beginning of such delay. 3. CHANGE ORDERS Any changes to the Work specified by this Agreement shall be made in writing and signed by the PARTIES. Only the Engineer will have the authority to initiate any change orders which must be submitted to the City Council for approval. No payment will be made for any claim for additional charges not processed in this manner. A -1 4. PAYMENT The OWNER shall pay the CONTRACTOR for the performance of this Agreement according to the Proposal Form, attached hereto, submitted by the CONTRACTOR on February 24, 2014, the aggregate of which is estimated to be $8,835.00. 5. INSURANCE This Agreement shall be in full force and effect after execution hereof upon the filing and acceptance of the insurance documents as required in the Contract Documents. Said insurance documents shall be issued in accordance with the provisions of Section 4 of the General Conditions, thereby assuring that the OWNER has been named as an additional insured party on all such policies or has been provided separate insurance policies of the kind and amount stated therein. 6. INDEMNIFICATION The CONTRACTOR shall indemnify and hold harmless the OWNER and its officers, agents and employees from and against all claims, damages, losses or expenses, including attorney fees, which may be suffered or for which they may be held liable, arising out of or resulting from the assertion against them of any claims, debts or obligations in consequence of the performance of this Agreement by the CONTRACTOR, its employees, agents or subcontractors, whether or not caused in part by a party indemnified hereunder. CONTRACTOR shall comply with all applicable laws and regulations relating to the safety of persons or property, or to the protection of persons or property from damage, injury, or loss. 7. CONTRACTOR'S REPRESENTATION In order to induce OWNER to enter into this Agreement, CONTRACTOR makes the following representations: CONTRACTOR has examined and carefully studied the Contract Documents; CONTRACTOR has visited the Project identified in the Contract Documents and become familiar with and is satisfied as to the general, local, and Project conditions that may affect cost, progress, and performance of the Work; CONTRACTOR is familiar with and is satisfied as to all federal, state, and local laws and regulations that may affect cost, progress, and performance of the Work; and the CONTRACTOR does not consider that any further examinations, investigations, explorations, tests, studies, or data are necessary for the performance of the Work in accordance with the other terms and conditions of the Contract Documents. A -2 8. CONTRACT DOCUMENTS The Contract Documents shall consist of the following component parts: A. The Contract (this Agreement) B. Information for Bidders C. General Conditions D. Tree Planting Specifications E. Special Provisions F. Proposal Form G. Certificate of Insurance H. Addendum (s) I. Notice of Award J. Change Orders This Agreement, together with the documents hereinabove mentioned, form the Contract for the Work. 9. WHOLE AGREEMENT This Agreement embodies the entire agreement between the PARTIES including all prior understanding and agreements and may not be modified except in writing signed by all the PARTIES. A -3 EXECUTED as of the day and year written below. CITY OF APPLE VALLEY Date By Mary Hamann- Roland, Mayor Date And Pamela J. Gackstetter, City Clerk --------------------------------------------------------------------- --------------------------------------------------------------------- INSTANT GREEN TREE PLANTING Date By Date And STATE OF ) SS. COUNTY OF ) The foregoing instrument was acknowledged before me this day of , 2014, by and , the and of , a [corporation/partnership], on behalf of the [corporation /partnership]. (Notarial Seal) Notary Public A -4 se 00 ** 000 City of Apple MEMO Public Works Depart ment TO: Mayor, City Council, and City Administrator FROM: Michael Glewwe, Public Works Superintendent�A DATE: April 10, 2014 SUBJECT: CONTRACT FOR CITY PROJECT 2014-120,2014 SOD REPLACEMENT SERVICES On March 7, 2014, City staff solicited quotations from five companies for sod replacement services to repair sod damaged during winter snowplow operations, and water break and curb stop repairs. J.W.S Construction submitted the low quote. The contract includes replacing sod damaged by snowplowing at various locations throughout the City at a cost of $1.10 per square foot and sod replacement for Utility Maintenance repairs at a cost of $0.90 per square foot. The results of this quote process are provided below. Company Total Quotation J.W.S. Construction $12,900.00 Jirik Sod Farm, Inc. $16,250.00 Dixen Lawn Care No Quote Received Gallaghers', Inc. No Quote Received Quality Restoration Services, Inc. No Quote Received Funding for this project is included in the 2014 operating budget for the Public Works Street and Utilities Divisions. Recommended Action: Approve Contract with J.W.S,Construction, for City Project 2014 -120, 2014 Sod Replacement Services in the amount of $12,900. MG:dsm Attachments c: Todd Blomstrom PROPOSAL FORM 2014 SOD REPLACEMENT SERVICES CITY PROJECT 2014 -120 CITY OF APPLE VALLEY, MINNESOTA To the City of Apple Valley: The undersigned, having studied the specifications, dated March 7, 2014, being familiar with local conditions, having made the field inspections and investigations deemed necessary, and being familiar with all factors and other conditions affecting the work and cost thereof, hereby proposes to famish all labor, tools, materials, skills, equipment, and all else necessary to complete City Project 2014 -120, 2014 Sod Replacement Services. The undersigned Proposer understands the quantities of Work as shown herein are subject to increase or decrease, and proposes to do the Work whether the quantities are increased or decreased at the unit price stated in the following schedule of prices. The unit price as quoted shall constitute compensation in full for the respective items. No. Item Unit Est. Unit Total Quantity Price Price Snowplow 1 Damage Repairs Square Feet 6,000 $ $ GE� Utility Maint. r 2 Repairs Square Feet 7,000 $ $ Total Quotation In submitting this quote it is understood the City retains the right to reject any and all quotes and to waive irregularities and informalities therein and to award the contract in the best interest of the City. P -1 In submitting this quote it is understood that payment will be by check. Date Respectfully submitted t Y Name of Parpq Submitting Bid rf , Signed By Title Printed Name of Signer k4 �Q\ Address on to City, State & Zip Code Telephone Number Cell Phone Number FAX Number Email Address P -2 AGREEMENT FORM 2014 SOD REPLACEMENT SERVICES CITY PROJECT NUMBER 2014 -120 CITY OF APPLE VALLEY, MINNESOTA This Agreement ( "Agreement ") is made this 10th day of April, 2014, by and between J.W.S. Construction, a Minnesota Corporation, (hereinafter called the "CONTRACTOR "), and the City of Apple Valley, a Minnesota municipal corporation (hereinafter called the "OWNER ") (Owner and Contractor are hereinafter called the "PARTIES "); WITNESSETH, that the OWNER and the CONTRACTOR, for the consideration hereinafter stated, agree as follows: 1. SERVICES TO BE PERFORMED The CONTRACTOR hereby covenants and agrees to perform and execute all the provisions of the Contract Documents (identified in Section 8 of this Agreement) prepared by the Owner dated March 20, 2014, and made a part of this Agreement by reference, for the following improvement(s): 2014 SOD REPLACEMENT SERVICES CITY PROJECT NUMBER 2014 -120 (the "Work ") The CONTRACTOR shall do everything required of this Agreement and the Contract Documents. The CONTRACTOR shall make good, replace, and renew at its own cost and expense any loss or damage to said Work and adjacent properties and facilities during the performance of the Work or prior to the final acceptance thereof by the OWNER, and shall be wholly responsible for the performance and completion of such Work. 2. COMPLETION DATE The CONTRACTOR shall commence Work under this Agreement within ten (10) calendar days after issuance of written Notice to Proceed and shall complete the Work in accordance with Special Provisions to the General Conditions of the Contract Documents. The CONTRACTOR shall notify the ENGINEER in writing of any and all causes of delay of such Work or any part thereof, within three (3) days of the beginning of such delay. 3. CHANGE ORDERS Any changes to the Work specified by this Agreement shall be made in writing and signed by the PARTIES. Only the Engineer will have the authority to initiate any change orders which must be submitted to the City Council for approval. No payment will be made for any claim for additional charges not processed in this manner. A -1 4. PAYMENT The OWNER shall pay the CONTRACTOR for the performance of this Agreement according to the Proposal Form, attached hereto, listing the schedule of approximate quantities and unit prices as set out in the Proposal Form of the Contract Documents submitted by the CONTRACTOR on March 25, 2014, the aggregate of which is estimated to be $12,900. 5. INSURANCE, PERFORMANCE BOND AND PAYMENT BOND This Agreement shall be in full force and effect after execution hereof upon the filing and acceptance of the insurance documents as required in the Contract Documents. Said insurance documents shall be issued in accordance with the provisions of Section 4 of the General Conditions, thereby assuring that the OWNER has been named as an additional insured party on all such policies or has been provided separate insurance policies of the kind and amount stated therein. 6. INDEMNIFICATION The CONTRACTOR shall indemnify and hold harmless the OWNER and its officers, agents and employees from and against all claims, damages, losses or expenses, including attorney fees, which may be suffered or for which they may be held liable, arising out of or resulting from the assertion against them of any claims, debts or obligations in consequence of the performance of this Agreement by the CONTRACTOR, its employees, agents or subcontractors, whether or not caused in part by a party indemnified hereunder. CONTRACTOR shall comply with all applicable laws and regulations relating to the safety of persons or property, or to the protection of persons or property from damage, injury, or loss. 7. CONTRACTOR'S REPRESENTATION In order to induce OWNER to enter into this Agreement, CONTRACTOR makes the following representations: CONTRACTOR has examined and carefully studied the Contract Documents; CONTRACTOR has visited the Project identified in the Contract Documents and become familiar with and is satisfied as to the general, local, and Project conditions that may affect cost, progress, and performance of the Work; CONTRACTOR is familiar with and is satisfied as to all federal, state, and local laws and regulations that may affect cost, progress, and performance of the Work; and the CONTRACTOR does not consider that any further examinations, investigations, explorations, tests, studies, or data are necessary for the performance of the Work in accordance with the other terms and conditions of the Contract Documents. A -2 8. CONTRACT DOCUMENTS The Contract Documents shall consist of the following component parts: A. Agreement Form B. Information for Bidders C. Proposal Form D. Technical Specifications E. Special Provisions F. General Conditions G. Certificate of Insurance H. Addendum (s) I. Notice of Award J. Change Orders K. Field Orders This Agreement, together with the documents hereinabove mentioned, form the Contract for the Work. 9. WHOLE AGREEMENT This Agreement embodies the entire agreement between the PARTIES including all prior understanding and agreements and may not be modified except in writing signed by all the PARTIES. A -3 EXECUTED as of the day and year written below. CITY OF APPLE VALLEY Date By Mary Hamann - Roland, Mayor Date And Pamela J. Gackstetter, City Clerk --------------------------------------------------------------------- --------------------------------------------------------------------- J.W.S CONSTRUCTION Date By Date And STATE OF ) SS. COUNTY OF ) The foregoing instrument was acknowledged before me this day of , 2014, by and , the and of , a [corporation/partnership], on behalf of the [corporation/partnership]. (Notarial Seal) Notary Public A -4 Exhibit A BID TABULATION CITY PROJECT 2014 -120 2014 Sod Replacement Services J.W.S Construction Jirik Sod Farm, Inc. ITEM EST. UNIT TOTAL UNIT TOTAL No. ITEM UNIT QUANTITY PRICE PRICE PRICE PRICE _ 1 SNOWPLOW DAM REP AIRS SF 6,000 $1.10 $ 6,6 00.0 0 $1.25 $7,500.00 21 UTILITY MAINT. REPAIRS SF 7,000 $0.90 $6,300.00 $1.25 $8,750.00 i TOTAL BID $12,900.00 $16,250.00 S: \public- works \private \Projects \2014 Public Infrastructure Projects \2014 -120 2014 Sod Replacement Services \Bid Tab 2014- 120.xis i •s• ITEM: 4. T, City of Apple COUNCIL MEETING DATE: April 10, 2014 Valley SECTION: Consent Agenda ITEM DESCRIPTION: Approve Agreement with Marine Connection, Inc., dba Marine Dock & Lift for AV Project 2014 -126; Floating Pier STAFF CONTACT: DEPARTMENT /DIVISION: Tom Adamini, Park Superintendent Parks and Recreation Dept. Action Requested Approve Agreement with Marine Connection, Inc., dba/Marine Dock & Lift, as the lowest responsible proposal at $48,332.00, for AV Project 2014 -126; Floating Pier. Summary Marine Dock & Lift has supplied a proposal in the amount of $48,332.00 for a floating pier intended to replace the Cobblestone Lake Pier that was recently removed. Background Council approved the removal and replacement of Cobblestone Lake Pier at the March 13, 2014 meeting. Park Maintenance crews have removed the original pier and Requests for Proposal were mailed to six potential vendors with a response deadline of March 28, 2014. The Proposal information was also posted on -line on the QuestCDN construction project website. Marine Dock & Lift's quote in the amount of $48,332.00 was the only response received. Staff has reviewed the information provided and recommends proceeding with an agreement for the floating pier as proposed by Marine Dock & Lift. Budget Impact Funding has been designated within the 2014 Budget for this project. Attachment(s) Request for Proposal General Information and Specifications Exhibit A — Request for Proposal Tab Sheet Marine Dock & Lift Quote i S Telephone (952) 953 -2500 City of 7100 147th Street W le Fax (952) 953 -2515 Apple , 55124 -9016 www.cityofapplevalley.org V Apple Valley MN al {e Y REQUEST FOR PROPOSAL CITY OF APPLE VALLEY PARK & RECREATION AV PROJECT 2014 - 126 FLOATING PIER March 7, 2014 The City of Apple Valley Parks and Recreation Department is seeking proposals to enter into a written agreement for the supply and initial installation of a floating pier structure at Cobblestone Lake Park, approximately located at 15601 Cobblestone Lake Parkway, Apple Valley. GENERAL INFORMATION: 1. Proposals will be accepted until March 28 2014. Contract approval is scheduled to occur at the City Council meeting of April 10 2014. 2. Proposals shall be sent to Apple Valley Parks and Recreation, c/o Tom Adamini, 7100 - 147 Street West, Apple Valley, MN 55124. 3. A drawing is attached that illustrates the general concept of the project. The total length shown from the park pathway to the end of the pier is roughly 175 ft. This includes the walkway from the park path and gangway to the pier. 4. In addition to the written agreement the successful contractor must provide evidence to the City of Apple Valley of workers compensation and liability insurance coverage in the amount of $1,200,000.00 5. The City of Apple Valley reserves the right to reject all or any portion of the proposals. 6. Proposals shall be stated as a final cost, including all applicable taxes and fees. 7. Product photo(s) must be included with the proposal to assist with product evaluation. 8. A one -time payment of the total contract amount will be paid after completion and acceptance of the project. 9. Successful contractor shall be responsible for construction debris clean-up and work site safety of park visitors. 10. Interested contractors are encouraged to call and make arrangements to meet on the site. Park Superintendent Tom Adamini's direct line is 952- 953 -2420. Home of the Minnesota Zoological Garden DETAIL SPECIFICATIONS: 1. The Shoremaster FTS 9 system will be used as the standard of performance. This includes the aluminum alloy specification as addressed in exhibit #1. Frame and float technical drawings must be included with proposal and must be equal or greater than the standard of performance of Shoremaster FTS system. Strength, durability, and quality of construction are necessary with a consistent and steady public use pattern. 2. Pier shall be 8 ft. in nominal width and the decking material shall be yellow cedar. 3. A customized angle will be required at the transition point. A strai t 90 degree angle will not be accepted. 4. Railings and toe boards shall be provided for both child and wheel chair safety over all elevated surfaces whether ground or water. These safety features shall be constructed of aluminum alloys as the pier itself. If there are any questions concerning this project please call. Respect 1 CITY O ; PLE VALLEY Tom Adam Parks Superintendent 952- 953 -2420 Exhibit A APPLE VALLEY, MN AV PROJECT 2014 -126; FLOATING PIER RFP DATE: MARCH 28, 2014 Marine Dock & Lift 410 Grand Avenue (Hwy 8) Center City, MN 55012 Total $ 48,332.00 Pier of d'Nort 6035 Highway 70 East St. Germain, WI 54558 Total did not respond Pier Pleasure 1270 North River Drive Mankato, MN 56001 Total did not respond Mod -U -Dock, Inc. P.O. Box 66 Nashotah, WI 53058 Total did not respond Rosti Contruction bhodges @rosticonstruction.com Total did not respond Sunram Construction, Inc. 20010-75 th Avenue North Corcoran, MN 55340 Total did not respond Dock • Lift] i 410 Grand Ave. (Hwy 8) P.O. Box 308 Center City, MN 55012 651- 257 -4265 / 800 - 314 -3625 Web site: www.marinedocklift.com - E -mail: dwightO-marinedocklift.com QUOTE 8ft wide FTS 9 Shoremaster dock with Eft gangway. Billing address: Delivery address: 15601 Cobblestone Lake Parkway Apple Valley Parks System Apple Valley. City of Apple Valley 7100 147th St West Apple Valley, MN 55124 -9016 Attn: Tom Adamini 952- 953 -2420 tadamini @ci.apple- valley.mn.us Sales Person Ship Via Shi Date Terms Date Dwight MDL truck TBD See below 20 March 14 QtY Description Price Extended Using FTS 9 Shoremaster truss aluminum framework with Rhino black poly floats for flotation and yellow cedar decking. 4ea TS9 Oft x l6ft aluminum framed sections. with yellow cedar $1082. $4328. decking, and short (4ft or less support posts with foot pads) To be used as walkway from path to start of pivoting g angway. Railings would be on these sections. tea 4ft x 8ft SM starter ramps, with yellow cedar decking. No $564. $1128. Railing on the rams planned. lea Eft TS9 to RS4 hinge. walkway to gangway attach $328. 2ea Shore side auger post. Hold walkway end tight with $220. Gangway attached Eft post. QC attach brackets lea 6ft x 24ft gangway with Floating dock attach. with 4x6xl6" $2980. float lakeside to remove weight from start of floating dock. Includes RS4 to FTS9 hinge. 6ft wide. 10 FTS 9 4ft x l6ft frames, yellow cedar decking and lea 4ft x $1351. $13510. 8ft x 12" float. per frame. With float attach baggie and dock connect bolts. 1620# of approx flotation cap per frame. With dock weight factored. 2ea FTS 9 6ft x l6ft frames, yellow cedar decking, and 2ea 4ft $1878. $3756. x6ft x 12" floats per frame. With float attach baggie and dock connect bolts. used for latform 2ea FTS 9 4ft x 8ft frames, yellow cedar decking, 1 ea 4x6xl2" $805. $1610. float per frame, dock attach. lea Custom rail, approx 2fter for an led section. $158. 2ea 12ft SM QC attach railings with 3" x 3" stock welded onto $440. $880. base for chair curbing, Toe board 39 8ft SM QC Attach railings with 3" x 3" stock welded onto $396. $15444. base for chair curbing, Toe board 10 FTS 9 anchor post bracket with dock attach, up to 18ft post $221. $2210. w (average height) no auger tip), and safety ca lea Installation to Apple Valle $1400. lea Custom angle section. degree to be determined $380. Thank your We appreciate the opportunity to Sub Total $48332. earn your business. Sales Tax City exemp Total $48332. Terms: Signed purchase agreement with order. Deposit -0- Net 20 upon installation. Balance Due Tax exemption required for City purchase. Apple Valley Parks 14 04 LJ y City of Apple Valley MEMO Public Works Department TO: Mayor, City Council, and City Administrator FROM: Jeff Kehrer, Natural Resources Coordinator DATE: April 10, 2014 SUBJECT: CONTRACT FOR PROJECT 2014-113,2014 FARQUAR LAKE WEED HARVESTING Farquar Lake's plant community is dominated by curlyleaf pondweed (CLPW), an invasive aquatic plant synonymous with poor water quality and reduced recreational lake use. Harvesting CLPW in early summer can minimize seed production, removes plant biomass and measurable amount of phosphorus, and improves recreational lake use. Managing invasive plants in Farquar Lake is recommended in the Long- Farquar Lakes Nutrient TMDL Study to improve water quality. The 2014 Farquar Lake Weed Harvesting project would remove CLPW from approximately 16 acres in Farquar Lake in the offshore area and along the shoreline adjacent to Farquar Park. The Mn DNR considers the area from the water's edge outward 150 feet a buffer zone dedicated to shoreline owners and restricted from public plant harvesting. Shoreline owners can hire Midwest Weed Harvesting during the public harvesting project to harvest CLPW along their shoreline, which will require a private agreement with the contractor and DNR harvesting permit, if necessary. Harvesting proposal requests were sent to two harvesting contractors for cost quotations. The quote packet sent to Freshwater Harvesting was returned in the mail indicating no forwarding address. No further information on an address could be found by Public Works. Company Name Total Quotation Midwest Weed Harvesting, Inc. $13,700.00 Freshwater Harvesting, Inc. No quote submitted Attached is an agreement and proposal for 2014 Farquar Lake Weed Harvesting with Midwest Weed Harvesting, based on $170.00 per hour. Midwest Weed Harvesting harvested CLPW from Farquar Lake in 2013 for the same rate. Weed harvesting funds are included in the 2014 Storm Drainage Utility budget. Public Works has obtained a Mn DNR permit for the proposed CLPW harvesting project. Recommended Action Approve Contract with Midwest Weed Harvesting, Inc., for Project 2014 -113, 2014 Farquar Lake Weed Harvesting. JK Jcb Attachments c: Todd Blomstrom AGREEMENT FORM 2014 Farquar Lake Weed Harvesting City Project 2014 -113 CITY OF APPLE VALLEY, MINNESOTA This Agreement ( "Agreement ") is made this 10th day of April, 2014, by and between Midwest Weed Harvesting, Inc., a corporation (hereinafter called the "CONTRACTOR "), and the City of Apple Valley, a Minnesota municipal corporation (hereinafter called the "OWNER ") (Owner and Contractor are hereinafter called the "PARTIES "); WITNESSETH, that the OWNER and the CONTRACTOR, for the consideration hereinafter stated, agree as follows: 1. SERVICES TO BE PERFORMED The CONTRACTOR hereby covenants and agrees to perform and execute all the provisions of the Contract Documents (identified in Section 8 of this Agreement) prepared by the Owner, dated February 27, 2014, and made a part of this Agreement by reference, for the following improvement(s): 2014 Farquar Lake Weed Harvesting City Project 2014 -113 (the "Work ") The CONTRACTOR shall do everything required of this Agreement and the Contract Documents. The CONTRACTOR shall make good, replace, and renew at its own cost and expense any loss or damage to said Work and adjacent properties and facilities during the performance of the Work or prior to the final acceptance thereof by the OWNER, and shall be wholly responsible for the performance and completion of such Work. 2. COMPLETION DATE The CONTRACTOR shall commence Work under this Agreement and shall complete the Work in accordance with Special Provisions to the General Conditions of the Contract Documents. The CONTRACTOR shall notify the ENGINEER in writing of any and all causes of delay of such Work or any part thereof, within three (3) days of the beginning of such delay. 3. CHANGE ORDERS Any changes to the Work specified by this Agreement shall be made in writing and signed by the PARTIES. Only the Engineer will have the authority to initiate any change orders which must be submitted to the City Council for approval. No payment will be made for any claim for additional charges not processed in this manner. A -1 4. PAYMENT The OWNER shall pay the CONTRACTOR for the performance of this Agreement according to the Proposal Form, attached hereto, submitted by the CONTRACTOR on March 12, 2014, the aggregate of which is estimated to be $13,700.00 and shall not exceed $15,000.00. 5. INSURANCE This Agreement shall be in full force and effect after execution hereof upon the filing and acceptance of the insurance documents as required in the Contract Documents. Said insurance documents shall be issued in accordance with the provisions of Section 4 of the General Conditions, thereby assuring that the OWNER has been named as an additional insured party on all such policies or has been provided separate insurance policies of the kind and amount stated therein. 6. INDEMNIFICATION The CONTRACTOR shall indemnify and hold harmless the OWNER and its officers, agents and employees from and against all claims, damages, losses or expenses, including attorney fees, which may be suffered or for which they may be held liable, arising out of or resulting from the assertion against them of any claims, debts or obligations in consequence of the performance of this Agreement by the CONTRACTOR, its employees, agents or subcontractors, whether or not caused in part by a party indemnified hereunder. CONTRACTOR shall comply with all applicable laws and regulations relating to the safety of persons or property, or to the protection of persons or property from damage, injury, or loss. 7. CONTRACTOR'S REPRESENTATION In order to induce OWNER to enter into this Agreement, CONTRACTOR makes the following representations: CONTRACTOR has examined and carefully studied the Contract Documents; CONTRACTOR has visited the Project identified in the Contract Documents and become familiar with and is satisfied as to the general, local, and Project conditions that may affect cost, progress, and performance of the Work; CONTRACTOR is familiar with and is satisfied as to all federal, state, and local laws and regulations that may affect cost, progress, and performance of the Work; and the CONTRACTOR does not consider that any further examinations, investigations, explorations, tests, studies, or data are necessary for the performance of the Work in accordance with the other terms and conditions of the Contract Documents. A -2 8. CONTRACT DOCUMENTS The Contract Documents shall consist of the following component parts: A. The Contract (this Agreement) B. Information for Bidders C. General Conditions D. Special Provisions E. Proposal Form F. Certificate of Insurance G. Addendum (s) H. Notice of Award I. Change Orders This Agreement, together with the documents hereinabove mentioned, form the Contract for the Work. 9. WHOLE AGREEMENT This Agreement embodies the entire agreement between the PARTIES including all prior understanding and agreements and may not be modified except in writing signed by all the PARTIES. A -3 EXECUTED as of the day and year written below. CITY OF APPLE VALLEY Date By Mary Hamann- Roland, Mayor Date And Pamela J. Gackstetter, City Clerk -------------------------------------------------------------------- --------------------------------------------------------------------- MIDWEST WEED HARVESTING, INC. Date By Date And STATE OF ) SS. COUNTY OF ) The foregoing instrument was acknowledged before me this day of , 2014, by and , the and of , a [corporation/partnership], on behalf of the [ corporation/partnership]. (Notarial Seal) Notary Public A -4 ..... 4. City of Apple Vall MEMO Public Works Department TO: Mayor, City Council and City Administrator FROM: Carol Blommel Johnson, P lic Works Superintendent Todd Blomstrom, Public Works Director DATE: April 10, 2014 SUBJECT: CHANGE ORDER NO. 6 FOR CITY PROJECT 2012 -108, WATER TREATMENT FACILITY EXPANSION On February 14, 2013, the City Council approved an agreement with Magney Construction, Inc. for the Water Treatment Facility Expansion Project. The scope of the expansion project included an addition to the existing water treatment facility to serve the full build -out of the City, rehabilitation and upgrade of the existing facility, addition of a utility vehicle and equipment storage area, and construction of a vehicle wash facility to the Central Maintenance building. The attached change order is for: • Chlortainer Room Mechanically Fastened Roof • Chlortainer /Generator Room Fire Sprinkling • Eyewash Stations • Wash Bay Overhead Door Controls • Wash Bay Floor Coatings Original Agreement Amount $ 14,435,400.00 Change Order No. 1 - 5 $ 81,084.30 Change Order No. 6 $ 40,846.51 Amended Agreement Amount $ 14,557,330.81 Funding for Change Order No. 6 will be deducted from the Construction Contingency established for this project. Construction Contingency $ 325,000.00 Change Order No. 1 - 5 $ (81,084.30) Change Order No. 6 $ (40,846.51) Remaining Construction Contingency $ 203,069.19 Recommended Action: Approve Change Order No. 6 and Authorize Public Works Director to Execute Change Order to the Contract with Magney Construction, Inc. for City Project 2012 -108, Water Treatment Plant Expansion, by Adding the Amount of $40,846.51. CBJ:clg Attachments c: Todd Blomstrom Owner: City of Apple Valley, 7100 147th St. W. Apple Valley, MN 55124 Date 03/24/14 Contractor: Manney Construction Inc. 1401 Park Road Chanhassen MN 55317 Bond Company: Fidelity and Deposit Company of Maryland 1400 American Lane Tower 1 Schaumburg IL 60196 S E H CHANGE ORDER NO.6 Water Treatment Facility Expansion Apple Valley, Minnesota City Project 2012 -108 Description of Work The following items are deemed to be necessary to complete the project according to the intended design. In accordance with the terms of this Contract, the Contractor is hereby authorized and instructed to perform the work as altered by the following provisions. Contract Unit Total Ref. No. Item Unit Quantity Price Amount Change Order No. 6 Cor 57 Mechanically Fastened Roof - Chlortainer Room $5,924.15 Revise roof fastening system from glued to mechanically fastened to allow chlortainer /generator room roof to be installed in winter. Cor 59 Chlortainer /Generator Room Sprinkling $21,105.48 Add sprinklers to generator and chlortainer rooms to comply with building code requirements. Requires upsizing main sprinkler line. Cor 66 Eyewash Stations $11,692.49 Add three eyewash stations, water heater, and associated piping to the brine areas and wash bay chemical room. Cor 69 Wash Bay Overhead Door Controls $4,895.34 Add additional controls to wash bay overhead doors to automatically open and close doors based on sensor eyes. Cor 73 Wash Bay Floor Coatings - $2,770.95 Change floor coatings in equipment room, storage room, and sprinkler riser room in wash bay from urethane to colored sealer. Total Change Order No. 6 $40,846.61 Original Contract Amount $14,435,400.00 Previous Change Orders $81,084.30 This Change Order $40,846.51 Revised Contract Amount (including this change order) $14,557,330.81 CHANGE IN CONTRACT TIME The Contract completion dates are extended 16 days as a result of work completed for Change Order No. 6. Recommended for Approval by: SHORT ELLIOTT HENDRICKSON, INC. 3124/2014 Date Approved by Owner: CITY OF APPLE VALLEY Date Approved by Contractor: MAGNEY CONST U ION INC. r c Date cc: City of Apple Valley Magney Construction Inc. Fidelity and Deposit Company of Maryland SEH, Inc. L4. K PERSONNEL REPORT City of Apple Valley April 10,2014 Human Resources EMPLOYMENT ACTIONS The following employment actions are recommended for City Council approval: First Last Pay Pay Pay Date Name Name Action Position Status Dept. Rate Type Scale (on or about) Accept Doug Baird Resignation Police Officer (SRO) Full -Time 1200 5/30/2014 John Barrington Rehire Lifeguard Seasonal 1940 $ 9.84 Hourly C 5/25/2014 Jacob Bechstein Rehire Maintenance I Seasonal 1710 $ 10.98 Hourly SM1 5/15/2014 Anna Bender Rehire Lifeguard Seasonal 1940 $ 9.38 Hourly C 5/25/2014 Lisa Bender Hire Food & Beverage Cook Seasonal 5105 $ 10.61 Hourly E 4/11/2014 Recreation program Matthew Berg Rehire Supervisor Seasonal 5105 $ 12.39 Hourly F 4/15/2014 Recreation Facility Michael Berger Rehire Attendant Seasonal 5105 $ 9.08 Hourly A 4/15/2014 Lisa Bethke Promotion Lead Liquor Clerk Part -Time 5090 $ 12.49 Hourly L -2 4/11/2014 Jacob Biehn Rehire Lifeguard - Seasonal 1930 $ 9.84 Hourly C 5/25/2014 Jessica Bohlken Hire Facility Supervisor Part -Time 1900 $ 18.05 Hourly W 4/14/2014 Zachary Bowe Rehire Maintenance I Seasonal 5305 $ 11.28 Hourly SM1 5/15/2014 Kevin Brickey Hire Maintenance I Seasonal 5105 $ 10.98 Hourly SM1 5/15/2014 Accept Cemetery /Public Works Jean Bryant Resignation Coordnator Full -Time 1500 5/30/2014 Evan Carlson Hire Maintenance I Seasonal 1710 $ 10.98 Hourly SM1 5/15/2014 Recreation Facility Thomas Cosgrove Rehire Attendant Seasonal 1940 $ 8.36 Hourly A 5/25/2014 Jacob Davis Hire Maintenance I Seasonal 5105 $ 10.98 Hourly SM1 5/25/2014 Abygayle DeGoey Rehire Lifeguard Seasonal 1940 $ 9.38 Hourly C 5/25/2014 Jackson Eliason Hire Maintenance I Seasonal 5105 $ 10.98 Hourly SM1 5/15/2014 Elizabeth Fontes Rehire Lifeguard Seasonal 1940 $ 9.03 Hourly C 5/25/2014 Abigail Gibson Rehire Lifeguard Seasonal 1940 $ 9.84 Hourly C 5/25/2014 Seth Havens Hire Maintenance I Seasonal 1710 $ 10.98 Hourly SM1 5/15/2014 The Council's approval of the Personnel Report includes the ratification of the City Administrator's actions in carrying out the terms and conditions of the employment of the City personnel. Page 1 of 3 PERSONNEL REPORT City of Apple Valley April 10,2014 Human Resources First Last Pay Pay Pay Date Name Name Action Position Status Dept. Rate Type Scale (on or about) Recreation Facility Elizabeth Hermes Rehire Attendant Seasonal 1940 $ 9.08 Hourly A 5/25/2014 Drew Hoeschen Rehire Lifeguard Seasonal 1940 $ 9.38 Hourly C 5/25/2014 Recreation Program Kenneth Hoffman Rehire Leader Seasonal 1800 $ 8.93 Hourly B 6/1/2014 Brandon Hubbard Rehire Lifeguard Seasonal 1940 $ 9.38 Hourly C 5/25/2014 Alyssa Johns Rehire Lifeguard Seasonal 1940 $ 9.84 Hourly C 5/25/2014 Caitlin Johnson Hire Maintenance I Seasonal 5105 $ 10.98 Hourly SM1 5/15/2014 Shane King Hire Food & Beverage Cook Seasonal 5105 $ 11.02 Hourly E 4/11/2014 Alexa Kirchgasler Hire Maintenance I Seasonal 1710 $ 10.98 Hourly SM1 5/15/2014 Keely Kleopfer Rehire Lifeguard Seasonal 1940 $ 9.38 Hourly C 5/25/2014 Rachel LaVoie Rehire Aquatic Office Leader Seasonal 1940 $ 10.76 Hourly D 5/25/2014 Nicole Lewandowski Rehire Water Safety Instructor Seasonal 1930 $ 10.30 Hourly D 5/25/2014 Melynda Lewis Hire Food & Beverage Cook Seasonal 5105 $ 11.02 Hourly E 4/11/2014 Reed Luczak Rehire Lifeguard Seasonal 1940 $ 9.84 Hourly C 5/25/2014 Ryan Luczak Rehire Lifeguard Seasonal 1940 $ 9.84 Hourly C 5/25/2014 Accept Lucas Martin Resignation Liquor Clerk Part -Time 5020 4/4/2014 Recreation Facility Morgan Meyer Rehire Attendant Seasonal 1930 $ 8.67 Hourly A 5/25/2014 Ben Michels Rehire Lifeguard Seasonal 1940 $ 10.40 Hourly C 5/25/2014 Lauren Miller Rehire Lifeguard Seasonal 1940 $ 9.38 Hourly C 5/25/2014 Sophia Mitchell Rehire Lifeguard Seasonal 1940 $ 9.84 Hourly C 5/25/2014 Jessi Mosley Rehire Pool Manager Seasonal 1940 $ 17.39 Hourly G 4/15/2014 Recreation Program Alexa Nelson Rehire Leader Seasonal 1800 $ 8.93 Hourly B 6/1/2014 Recreation Facility Kayla Pawek Rehire Attendant Seasonal 1940 $ 9.08 Hourly A 5/25/2014. Jacob Peterson Hire Maintenance I Seasonal 1710 $ 10.98 Hourly SM1 5/15/2014 Recreation Program Emily Rank Rehire Instructor Seasonal 1800 $ 12.39 Hourly F 5/15/2014 The Council's approval of the Personnel Report includes the ratification of the City Administrator's actions in carrying out the terms and conditions of the employment of the City personnel. Page 2 of 3 PERSONNEL REPORT City of Apple Valley April 10,2014 Human Resources First Last Pay Pay Pay Date Name Name Action Position Status Dept. Rate Type Scale (on or about) Sarah Reagan Rehire Lifeguard Seasonal 1940 $ 9.38 Hourly C 5/25/2014 Recreation Facility Ryan Reger Rehire Attendant Seasonal 5105 $ 8.36 Hourly A 5/15/2014 Ashley Ripley Rehire Lead Puppet Performer Seasonal 1800 $ 10.76 Hourly D 6/1/2014 Accept Eva Rudolph Resignation Police Officer (K9) Full -Time 1200 5/30/2014 Accept Radar Resignation Police K9 Full -Time 1200 5/30/2014 Brock Rutzen Rehire Water Safety Instructor Seasonal 1940 $ 1036 Hourly D 5/25/2014 Kyle Schmidt Hire Maintenance I Seasonal 5105 $ 10.98 Hourly SM1 5/15/2014 Travis Shaw Rehire Maintenance I Seasonal 1710 $ 10.98 Hourly SM1 5/15/2014 Thomas Singer Hire Maintenance I Seasonal 1710 $ 10.98 Hourly SM1 5/15/2014 Jacob Stern Rehire Lifeguard Seasonal 1940 $ 10.40 Hourly C 5/25/2014 Samuel Stern Rehire Lifeguard Seasonal 1940 $ 10.40 Hourly C 5/25/2014 Nicole Stevens Rehire Water Safety Instructor Seasonal 1930 $ 10.30 Hourly D 5/25/2014 Maddy Swain Rehire Lifeguard Seasonal 1940 $ 9.84 Hourly C 5/25/2014 Mason Swain Rehire Lifeguard Seasonal 1940 $ 9.38. Hourly C 5/25/2014 Ellen Swenson Rehire Water Safety Instructor Seasonal 1940 $ 10.76 Hourly D 5/25/2014 Recreation Facility Sally Thelen Rehire Attendant Seasonal 1940 $ 9.08 Hourly C 5/25/2014 Richard Tippins Hire Food & Beverage Cook Seasonal 5105 $ 11.02 Hourly E 4/11/2014 Brian Tramonte Hire Maintenance I Seasonal 1710 $ 10.98 Hourly SM1 5/15/2014 Melanie Wagner Rehire Water Safety Instructor Seasonal 1930 $ 10.30 Hourly D 5/25/2014 Toni Wright Rehire Lifeguard Seasonal 1940 $ 10.40 Hourly C 5/25/2014 The Council's approval of the Personnel Report includes the ratification of the City Administrator's actions in carrying out the terms and conditions of the employment of the City personnel. Page 3 of 3 ... f S.A •.i ... * Z *00 City of Apple Valley MEMO City Clerk's Office TO: Mayor, City Council, and City Administrator FROM: Pamela J. Gackstetter, City Clerk DATE: April 7, 2014 SUBJECT: VOLUNTEER RECOGNITION As you know, the City of Apple Valley is very fortunate to have many volunteers serve our City. Their talents and skills have helped Apple Valley grow into the wonderful place it is in which to live and work. Staff recommends proclaiming April 6 through April 12, 2014, as "Volunteer Recognition Week" in honor and recognition of those who have and continue to serve the City of Apple Valley. Annually, the Council recognizes volunteers who have contributed their time, talent, and energy to the community, and presents length of service awards to qualifying Commissioners and Committee Members. Although there are no individual milestones to be recognized this year, the City thanks all .Commissioners and Committee Members for their civic service. A list of members from the six advisory committees is attached. Recommended Actions: Proclaim April 6 through April 12, 2014, as "Volunteer Recognition Week" in Apple Valley. : sam Attachments THANK YOU In conjunction with "Volunteer Recognition Week ", April 6 -12, 2014, the Apple Valley City Council would like to take the opportunity to recognize and thank the following members of the City's advisory bodies. The commitment of time and support these individuals have so generously given is greatly appreciated. CEMETERY ADVISORY PARKS & RECREATION COMMITTEE: ADVISORY COMMITTEE: Nancy Anderson Kanika Gupta (Youth Rep) Timothy Anderson Noel Hammill David Brueshoff, Secretary Cindy Hart Tanya Grawe Boyd Montgomery Jay Hoekstra Brenton Schulz David Kemp Lee Strom, Chair Alan Kohls, Chair Patrick Sullivan, Jr., Secretary PLANNING TELECOMMUNICATIONS COMMISSION: ADVISORY COMMITTEE: Ken Alwin Rollin Bible Tim Burke, Vice Chair Jerry Brown Keith Diekmann Scott Hugstad -Vaa Thomas Melander, Chair John Magnusson, Secretary Paul Scanlan Dale Rodell David Schindler, Secretary David Westbrook, Chair Brian Wasserman TRAFFIC SAFETY ADVISORY URBAN AFFAIRS COMMITTEE: COMMITTEE: Linda Dolan Barry Berg Joe Shaw, Secretary Sandy Breuer, Secretary Laura Turek Edwin Holmes Arthur Zimmerman, Chair Walton Mahlum Todd Blomstrom (Staff) Sharon Schwartz, Chair Charles Grawe (Staff) Pamela Sohlberg Mitch Scott (Staff) Earl Wilson City Council Mary Hamann - Roland, Mayor John Bergman Thomas Goodwin Ruth Grendahl Clint Hooppaw CITY OF APPLE VALLEY PROCLAMATION WHEREAS, volunteers have enriched the life of our community through their concern, commitment, and generosity of spirit; and WHEREAS, the hard work and commitment of volunteers have made our community a better place in which to live; and WHEREAS, volunteers are a vital resource and have contributed to the health, education, welfare, recreation, culture, and environment of the City of Apple Valley; and WHEREAS, the City of Apple Valley wishes to thank its volunteers for their dedicated service and generous spirit. NOW, THEREFORE, the City Council of the City of Apple Valley, Dakota County, Minnesota, in conjunction with National Volunteer Week, hereby proclaims the week of April 6 through 12, 2014, to be: "VOLUNTEER RECOGNITION WEEK" in Apple Valley, and urges all citizens to recognize volunteers, who contribute, their time, talent, and energy to our community. PROCLAIMED this 10th day of April, 2014. Mary Hamann - Roland, Mayor ATTEST: Pamela J. Gackstetter, City Clerk S.9 M E M O R A N D U M TO: Mayor, City Council and City Administrator FROM: Police Chief Jon Rechtzigel DATE: April 7, 2014 SUBJECT: Severe Weather Awareness Week Governor Dayton has proclaimed the week of April 21S -25 as Severe Weather Awareness Week. There are two tornado drills scheduled for Thursday, April 24 Sirens will be sounded at 1:45 PM and 6:55 PM on that day. The Apple Valley Schools have been notified of Severe Weather Awareness Week and encouraged to participate in the drill scheduled for 1:45 PM on April 24 A press release has been sent to the local newspapers. Information will be posted on the City website. J R /sjm POLICE DEPARTMENT City of App le 7100 147th Street West JON RECHTZIGEL hief of Police e ey Apple Valley, MN 55124 -9016 MITCHELL SCOTT Captain Va11 Telephone (952) 953 -2700 FAX (952) 953 -2733 FOR IMMEDIATE RELEASE Date: April 7, 2014 Contact: Police Chief Jon Rechtzigel (952) 953 -2701 Police Captain Mitchell Scott (952) 953 -2705 Fire Chief Nealon Thompson (952) 952 -2605 Severe Weather Awareness Week April 21St — 25 th The Minnesota Department of Public Safety, Division of Homeland Security and Emergency Management has designated the week of April 21 st — 25 as "Minnesota Severe Weather Awareness Week." All residents encouraged to be prepared for severe summertime weather. "Tornadoes can produce wind speeds of up to 250 mph and cause an average of 70 fatalities in our nation each year" states Apple Valley Police Chief Jon Rechtzigel. "Residents should be prepared to seek a place of shelter when severe weather approaches." The best place is in the lowest level of a residence or building, away from windows. Now is a good time to identify that place, practice a shelter drill and make sure you have a battery operated radio and flashlight on hand." According to Rechtzigel, "Severe weather isn't just limited to tornadoes. Severe thunderstorms in Dakota County have produced some very strong microburst and straight line winds exceeding 120 mph. Because severe thunderstorms can cause damage resulting in injuries, outdoor warning sirens in Dakota County are activated when a severe thunderstorm warning is issued by the National Weather Service." The nine outdoor warning sirens in Apple Valley will be sounded on Thursday, April 24 at 1:45 PM and again at 6:55 PM. Residents and businesses are encouraged to practice taking shelter when the sirens are sounded. 4/11/2014 Severe Weather Awareness Week April 211- 251h Photo Courtesy of NOAA y E\ 1 4/11/2014 y r nor y x, h .. f gg R2 ti !I y a ' z 2 4/11/2014 Severe Weather Awareness Week Outdoor Warning Sirens will sound on Thursday April 24th @ 1:45 PM and 6:55 PM 3 ... S : C City of Apple Valley MEMO Public Works Department TO: Mayor, City Council, and City Administrator FROM: Jeff Kehrer, Natural Resources Coordinator DATE: April 10, 2014 SUBJECT: ARBOR DAY AND ARBOR MONTH PROCLAMATION Attached is a Proclamation for Arbor Day and Arbor Month in the City of Apple Valley. In observance of the Proclamation, a tree planting ceremony is planned for Thursday, May 8, 2014, at 5:30 p.m. in Apple Ponds Park (see attached map). Dakota Electric Association has offered to donate a 2 -inch caliper tree for the planting ceremony. Members of the Apple Valley City Council and Dakota Electric Association Board will participate in the tree planting. All interested parties are welcome to attend. As further observance of Arbor Day and Arbor Month and to promote reforestation in Apple Valley, Public Works staff has implemented the eleventh annual tree and shrub sale. Trees and shrubs are now available for ordering and will be available for pickup on Saturday, April 26, at the Central Maintenance Facility. For further details, visit the City's website or contact the Natural Resources Division at 952- 953 -2460. Recommended Action: Proclaim April 25, 2014, as Arbor Day and May 2014 as Arbor Month. JK :jcb Attachments CITY OF APPLE VALLEY PROCLAMATION WHEREAS, trees are a highly valued resource because they beautify the landscape and have been shown to increase property values and reduce crime; and WHEREAS, trees purify our air and water, reduce heating and cooling costs, serve as recreational settings, providing habitat for wildlife, and enrich our lives in many ways; and WHEREAS, Apple Valley has been designated as a "Tree City USA" for 30 consecutive years by the National Arbor Day Foundation; and WHEREAS, each year during Arbor Month the people of Apple Valley pay special attention to the gift that our trees represent and dedicate themselves to the continued health of our City's urban forest. NOW, THEREFORE, the City Council of the City of Apple Valley, Dakota County, Minnesota, does hereby proclaim the following in Apple Valley: April 25, 2014 - ARBOR DAY May 2014 - ARBOR MONTH FURTHER, this Council urges citizens to become more aware of the importance of trees and to participate in tree planting programs that will ensure a green Apple Valley in the decades to come and to nurture and protect Apple Valley's treasure of trees. PROCLAIMED this 10th day of April, 2014. Mary Hamann- Roland, Mayor ATTEST: Pamela J. Gackstetter, City Clerk Dakota County, MN I - UP tk 1577H S I w L - '� J `tt v W w 1 Q M� r , W TREE PLANTING a > _ p a Ip, i W a z, 1591" ST W Y v c z d ~ U 1 k W W r U. GARRETT j low r *1 _ 160th _ Disclaimer: Map and parcel data are believed to be accurate, but accuracy is not guaranteed. This is not a Map Scale legal document and should not be substituted for a title search, appraisal, survey, or for zoning 1 inch = 235 feet verification. Dakota County assumes no legal responsibility for the information contained in this data. 3/25/2014 � 1 �'� ` ITEM: 5. D City of Apple COUNCIL MEETING DATE: April 10 2014 Valley SECTION: Regular Agenda ITEM DESCRIPTION: Adoption of 2014 Goal Setting Workshop Summary STAFF CONTACT: DEPARTMENT /DIVISION: Tom Lawell, City Administrator i Administration Department Action Requested Approve the 2014 Goal Setting Workshop Summary from the meeting that occurred on March 20, 2014 at Schaar's Bluff Gathering Center in Hastings. Summary Annually the City Council and senior staff members meet to discuss accomplishments from the prior year and goals for the coming year. This year the workshop was held on March 20, 2014. Attached please find a summary of the workshop and its outcomes. On April 10, 2014 staff is recommending that this summary be formally adopted by the City Council to help guide our organizational efforts over the coming year. More details may be found in the attached packet, but the major 2013 City of Apple Valley accomplishments included: 1) Maintaining the City's Financial Stability and AAA Bond Rating 2) Completing the Cedar Avenue Road Construction Project 3) Implementing the Street Reconstruction Program Without Reliance on Special Assessments 4) Opening the New A.B.L.E. Fire Training Facility 5) Launching the Expansion of the Water Treatment Plant 6) Installating Numerous Energy Efficiency Upgrades Throughout the City For the coming year, many goals were identified for completion. Further details may be found in the attached summary, but the major 2014 City of Apple Valley goals include: 1) Maintaining the City's Financial Stability and AAA Bond Rating 2) Advocating for the Construction of a Third Lane on Cedar Avenue from 138th Street to Diffley Road 3) Improving Pedestrian Safety on Cedar Avenue in Downtown Apple Valley and Advocating for Installation of a Pedestrian Skyway at the 147th Street Station 4) Marketing Available Land in the Downtown Central Village Area and Utilizing Available Grant Funds to Assist with Job Creation 5) Maintaining and Improving Property Maintenance Conditions to Enhance Neighborhood Livability, Desirability and Market Value Attachment(s): Goal Setting Workshop Materials including 2030 Comprehensive Plan Keys, 2013 Accomplishments, 2014 Goals and Presentation Materials from March 20, 2014 Workshop. Goal Setting Workshop Summary App le Va�� ey Schaar's Bluff Gathering Center Hastings March 20, 2014 City of Apple Valley 2014 City Council Goals • Maintain the City's Financial Stability and AAA Bond Rating • Advocate for the Construction of a Third Lane on Cedar Avenue from 138th Street to Diffley Road • Improve Pedestrian Safety on Cedar Avenue in Downtown Apple Valley and Advocate for Installation of a Pedestrian Skyway at the 147th Street Station • Market Available Land in the Downtown Central Village Area and Utilize Available Grant Funds to Assist with Job Creation • Maintain and Improve Property Maintenance Conditions to Enhance Neighborhood Livability, Desirability and Market Value Summary The Apple Valley City Council and Senior City Staff met on March 20, 2014 at Schaar's Bluff Gathering Center in Hastings to discuss the current status and future goals of the City. The discussion was facilitated by City Administrator Tom Lawell. The workshop agenda, roster of attendees and presentation materials used at the workshop are attached to this report. At the session, the Council reviewed the City's Mission and Vision and discussed the various Community Keys as described in the City's adopted 2030 Comprehensive Plan. These Keys include Sustainable, Livable, Employment Focused, Safe, Business Oriented, Play and Preserve, Healthy and Active, Accessible, Successful Downtown, Learning and Service. The Council reviewed the outcome of the last Goal Setting Session held on March 1, 2013 and the progress made in addressing the major themes that were identified at that session. Noted major accomplishments for 2013 included maintaining the City's financial stability and AAA bond rating, completing the Cedar Avenue road construction project, implementation of the street reconstruction program which does not rely on special assessments, opening of the new A.B.L.E. fire training facility, launching the expansion of the water treatment plant, and the installation of numerous energy efficiency upgrades throughout the City. Looking externally, the group discussed the economic conditions facing the Nation and the State of Minnesota and other emerging issues on the horizon that might affect the financial health of the City. Cost drivers affecting the 2015 City budget were discussed including increased costs associated with debt service, pavement management program, insurance and personnel. Property valuation trends were also reviewed and it was noted that Dakota County has completed its property valuation work for 2015 and overall property values in Apple Valley increased eight percent. Further discussion on goals to pursue in the coming year occurred around two questions. Question #1 was "The future of Apple Valley will surely be different from today. How would you like the community to be better five years from now ?" Question #2 was "What steps can the City take in 2014 -2015 to move in the desired direction ?" The City Council also reviewed an extensive list of over 100 draft 2014 goals prepared by staff. With that as background, the group undertook a process of listing and prioritizing collective goals for 2014. The group focused on 25 specific goals and they were posted on the walls of the meeting room. Once everyone had a good understanding of the identified goals, each participant was given three colored dots by which they could vote for the goals on the wall to help indicate their highest priorities. City Council member dots were red and staff member dots were green in order to be able to differentiate their identified goals. Top identified goals for 2014 include: • Maintain the City's Financial Stability and AAA Bond Rating • Advocate for the Construction of a Third Lane on Cedar Avenue from 138 Street to Diffley Road • Improve Pedestrian Safety on Cedar Avenue in Downtown Apple Valley and Advocate for Installation of a Pedestrian Skyway at the 147 Street Station • Market Available Land in the Downtown Central Village Area and Utilize Available Grant Funds to Assist with Job Creation • Maintain and Improve Property Maintenance Conditions to Enhance Neighborhood Livability, Desirability and Market Value Goal Setting Workshop March 20, 2014 Indicated Preference Goals to be Addressed in 2014 Council Staff Financial Stability /AAA Bond Rating Assumed Annual Goal Pursue Cedar 3rd Lane Addition 4 1 Pedestrian Safety on Cedar /Sky Bridge 4 2 Property Maintenance Standards 3 1 City Land Central Village/ Use of Grant 5 4 Higher Education 2 1 Job Creation 1 7 Public Safety 1 3 Emerald Ash 0 1 Times Square 0 3 Cable Franchise 0 0 Taller Buildings 0 0 Security Improvements 0 2 Senior Support 0 2 Police Forensics 0 2 Arts Culture 0 0 Complete Water Treatment Plant 0 1 Thicken Transit 0 0 Bus Layover 0 0 Downtown 0 1 Elections process 0 0 Electronic packets 0 0 Communication Review 0 1 Goal Setting Focus Session Thursday, March 20, 2014 Schaar's Bluff — Hastings, MN Tentative Agenda 8:30 to 9:00 a.m. Arrival — Rolls and Coffee 9:00 Welcome and Overview of Workshop — Tom Lawell 9:05 Review of Mission and Vision 9:10 Lookinq Back Past Goal Setting Efforts Review of 2013 Accomplishments 9:35 Lookinq Ahead Minnesota Economic Conditions Review of 2014 Departmental Goals Identify Other Emerging Issues 10:30 Break 10:45 Group Discussion Listing and Prioritization of Collective Goals for 2014 -2015 11:45 Lunch 12:15 Additional Group Discussion Review Prioritization List 12:45 Additional Council Discussion 1:45 p.m. Adjourn Goal Setting Focus Session Thursday, March 20, 2014 Schaar's Bluff— Hastings, MN Mayor and City Council Mary Hamann - Roland John Bergman Tom Goodwin Ruth Grendahl Clint Hooppaw Administration Tom Lawell Pam Gackstetter Charles Grawe Melissa Haas Finance Ron Hedberg Police Jon Rechtzigel Fire Nealon Thompson Community Development Director Bruce Nordquist Public Works Todd Blomstrom Parks and Recreation Barry Bernstein Lecial Michael Dougherty Liquor Scott Swanson City of Apple Valley 2030 Comprehensive Plan Keys to Success Key 1 — Sustainable Apple Valley is a place with outstanding quality of life. We wisely use the natural, economic, and human resources needed to continue this quality of life. We seek to provide the resources required to maintain and enhance the quality of life for future generations. We plan our community in ways that sustain the clean water and air that are essential elements of the quality of life in Apple Valley. In doing so, Apple Valley aspires to be sustainable. Key 2 — Livable Apple Valley is a great place to live. We build neighborhoods of enduring quality and character. They are active, healthy and safe places. Tree lined, well maintained streets increase the beauty and comfort of our neighborhoods. Sidewalks and parks provide places to meet our neighbors. The places we live are well connected to parks, schools, shopping and employment. Apple Valley offers choices in housing that allow people in all stages of their life to make a home in our community. Apple Valley is an affordable place to live. We encourage residents to be connected with their neighbors and engaged in community life with a commitment to volunteerism. We promote pride in property that results in actions that enhance the quality, integrity and value of existing neighborhoods. We are committed to maintaining and enhancing the future quality of life in Apple Valley. Key 3 — Business Oriented Apple Valley is a magnet for businesses. We provide an excellent location, strong regional transportation connections, a skilled work force, and a strong market place. We work with the Chamber of Commerce and other business organizations to actively attract and retain businesses to achieve the vision for Apple Valley, while remaining committed to our traditional high standards of quality. We seek an expanding array of jobs, goods, services and entertainment that meet the needs of our residents. We encourage businesses and their employees to play an active role in community life. Key 4 - Employment Focused Apple Valley offers the locations, the work force and the technological infrastructure that create more opportunities for people to live and work in Apple Valley. Increasing local jobs helps to take trips off of regional highways, reduces fuel consumption, and lower air pollution from automobiles. Short commutes give people more time to spend with family and in the community. Particular attention is given to growing jobs with incomes capable of sustaining a family. Apple Valley's location provides excellent access to employment centers in Minneapolis, Saint Paul and southern suburbs. A variety of regional highways, quality transit systems and proximity to the Twin Cities International Airport give access to jobs throughout the region and the world. We play an active role in the region to ensure that current and future transportation systems continue to provide Apple Valley residents with access, choice and flexibility. Key 5 — Safe Apple Valley maintains a strong commitment to safety in all places, at every hour of the day. Through excellent police, fire and medical response services, our citizens feel safe knowing that help is only minutes away. We are committed to maintaining high service standards by adding resources as the community grows and changes. The commitment to safety extends to our residents. Apple Valley is a place where we care for our neighbors. Key 6 — Play and Preserve Parks are an integral part of the fabric of our community. Every home has walkable access to a city park. Parks provide places for us to play and to gather with our neighbors. Parks help to preserve the natural environment of Apple Valley. Apple Valley parks are not seen as individual entities, but part of a broader, inter - connected system. This system includes the Minnesota Zoo, Lebanon Hills Regional Park and local schools. We provide a wide range of parks and recreational facilities with the ability to adapt to the changing needs of the population. We are committed to providing the resources to maintain and improve Apple Valley parks. The City works collaboratively with ISD 196, ISD 191, Dakota County, local athletic associations and other groups to meet shared park and recreation needs and make best use of our resources. Key 7 — Healthy and Active Apple Valley's policies are designed to make it the model of a healthy, active and safe community. A comprehensive system of sidewalks, trails and bike lanes connects neighborhoods, jobs, schools, and other destinations as an integral part of our transportation system. We offer a wide range of formal and informal recreation facilities that adapt to the changing needs of the population. Food, health care and other essential goods and services are readily accessible to all Apple Valley residents. We plan our community in ways that sustain the clean water and air that are essential elements of the quality of life in Apple Valley. Through stormwater management, pollution prevention practices and natural resources protection, we will continue to protect and sustain our environment. Through sustainable design and development, we are more efficient users of our resources. Key 8 - Accessible The ability to move safely and efficiently within Apple Valley and the region is essential. Apple Valley supports a multi- faceted transportation system that can accommodate automobiles, mass transit, bicycles and pedestrians. Apple Valley should be a place of "great streets ". A great street extends beyond the street surface to the sidewalks and landscaping in the adjacent right -of -way. A great street provides for the safe and efficient movement of vehicles while encouraging travel by bicycle and foot. A great street supports and enhances land use. A great street adds to the quality of life and identity of Apple Valley. The street system should be designed to avoid unintended traffic patterns and volumes. Key 9 - Successful Downtown Apple Valley seeks a unique, identifiable and successful "downtown" area. We face this aspect of the vision with realism. Downtown Apple Valley will not be a singular place, but a collection of strongly connected destinations that serve and enhance the community. The core of the downtown area is the four quadrants of the Cedar Avenue /County Road 42 intersection, creating a setting different from the "traditional" downtown area. The scope of downtown Apple Valley continues to evolve in form, use and density and has expanded to include Central Village, the Transit Station and Fischer Marketplace. The downtown area will be first and foremost a place of commerce. It is the location of the goods and services needed by Apple Valley residents. We envision a downtown area that includes a growing mixture of places to shop, work, live, and play. It must continue to be the civic core of the community. While businesses require safe and convenient access by car, the downtown should be designed to allow people to reach it and move within it on foot or bicycle. Key 10 - Learning The quality of life in Apple Valley is inextricably linked to the quality of educational opportunities. Educating our children remains our highest priority. Schools are not only places to learn, but they are focal points of community life. Learning does not begin with kindergarten nor end with high school.. It is a lifelong activity. We seek a future with increasing opportunities for continuing education located in Apple Valley. We work in strong partnership with Independent School District 196, Independent School District 191, Dakota County Technical College, St. Mary's University and other educators to achieve this vision. Key 11 — Service City government provides the services, infrastructure and land use controls that touch every aspect of this vision. While city government is not solely responsible for the vision, the vision cannot be realized without its leadership and stewardship. Quality leadership and excellent staff should be continued hallmarks of Apple Valley. City' government should be responsive to community needs, holding firmly to community standards while retaining the flexibility to seize opportunities. The City is a partner with businesses. City government sets high standards for its financial stewardship, making investments that pay dividends in quality of life and affordability., The quality of city government ultimately lies in the hands of our residents. We must care enough to become informed and involved. Governance in Apple Valley encourages and facilitates public involvement. App Va��e Y 2013 ACCOMPLISHMENTS Table of Contents Administration .............................. ............................... 3 -6 CityClerk ................................... ............................... 7 -8 Community Development ................ ............................... 9 -15 Finance....................................... ............................... 16 -17 Fire............................................ ............................... 18 Human Resources ....................... ............................... 19 -20 Information Technology .................. ............................... 21 -22 Liquor..:..................................... ............................... 23 -24 Parks and Recreation .................... ............................... 25 -28 Police......................................... ............................... 29 -30 Public Works ............................... ............................... 31 -34 2013 Accomplishments 2 Administration Lighting Upgrades and Retrofits The EECBG grant included lighting retrofits and improvements in seven City buildings, including the Police Facility, Central Maintenance Facility, Water Treatment Plant, Fire Station 1, Fire Station 2, Fire Station 3, and Liquor Store 1. The last of this work was completed in early 2013. Once the work was completed, there was an approximate six month close -out period. The City received its notice from the Department of Energy that the requirements of the grant had been met and the project was considered closed. Key 1 - Sustainable Ameresco Facility Improvements and Solar Grant The City entered into an agreement with Ameresco to investigate bundling a number of energy efficiency building improvements that would be self- funded through guaranteed utility bill savings. The investigation part of this process occurred in 2012 and 2013. The City chose to proceed with a project that began in 2013 and continues into 2014. Elements completed in 2013 include window tinting in the Municipal Center, air sealing and sweeps in a number of city facilities, and roof replacements for the Police Facility and Community Center. The Administration is providing the project management. Key 1 - Sustainable Municipal Center Video Surveillance Upgrade The City initially had analog cameras and analog recording devices for its surveillance. About six years ago, the City transitioned to a hybrid analog camera- digital recorder system. The digital recorders are at end of life and analog cameras are obsolete by today's technology. The City planned the long -term transition to IP cameras and server -based recording. The first phase of this project was initiated in 2013. The new IP system is much more flexible to allow piece- meal additions and full transition to IP cameras. Key 5 - Safe Municipal Center Security Improvements In conjunction with the video surveillance planning and in response to department concerns about building security, staff conducted an overall security strategy assessment in 2013. The plan involves multiple phases, with the camera system improved in 2013 and additional building improvements planned in 2014. The plan involves the extension of the building access control system. Key 5 - Safe Agenda Management System One of the important tasks involving all departments is compilation of the City Council meeting agenda packet twice per month. This is a very time - consuming process and involves cooperation and coordination with many individuals across multiple departments. New work flow technology can make the compilation process more efficient, saving staff time, and make finding agenda information easier for the public, improving transparency. In 2013, staff investigated agenda management solutions and presented a recommended solution to staff. Staff anticipates implementing the new system in 2014. Key 3 - Business Oriented, Key 11 - Service --__ _ _ ....... _ ......... __ . . — 2013 Accomplishments 3 Capital Improvements Program The Administration Department compiles the five -year Capital Improvements Program projecting the City's needs for capital equipment, vehicles, buildings, and other infrastructure assets. The City has been in the process of transforming its CIP over the past several years and continued that transformation in 2013. In 2009, significant changes to the format were proposed to better plan and demonstrate the Public Works infrastructure investments over time. A similar format was adopted for the other departments in 2010. In 2012, cash flow projections for certain funds were added to help better project capital acquisition feasibility. The cash flow projections were expanded to additional funds in 2013. 2013 also marked the successful implementation of a Vehicle and Equipment Replacement Fund for all departments except Parks and Streets. The VERF will ultimately make budgeting and planning for vehicle and equipment replacement more stable and predictable and will ease the volatility of annual department capital requests. Key 1 - Sustainable, Key 11 - Service Enhance Website On -line Services The City launched electronic building permits on January 2, 2013. This completed the major areas of on -line transactions (park and recreation program registration, utility bill payment, and building permits) available on the website. The City also expanded its proactive communications done through social networking by adding a Facebook page for Parks. Administration staff will review the results of this effort with Parks to determine how this effort might be expanded. Administration staff also utilized the comments on the City's Facebook page to add additional information or answer questions posed by subscribers. Key 3 - Business Oriented, Key 5 - Safe, Key 11 - Service Recycling and Collection of Electronics The City continues participation in joint recycling efforts with the Cities of Burnsville and Eagan through Dakota Valley Recycling. The City will continue to evaluate the scope of its annual Clean- up Day program. Originally, the City offered collection services for items that were not easily collected elsewhere in the County. However, with changes to the economy and other advancements, markets have emerged that have greatly increased the opportunities to dispose of refuse material such as car tires, electronics, and scrap metal. Recycling firms are rapidly expanding the materials they accept. Staff continues to work with DVR staff to determine the feasibility of continuing with a clean -up day and transitioning to the new recycling economy. The County's next area of recycling emphasis is collection of organic materials. In 2013, the City collected organics at the Music in Kelley Park events. Key 1 - Sustainable, Key 6 - Play and Preserve, Key 7 - Healthy and Active Airport Noise Efforts The City continued to be engaged with the Metropolitan Airports Commission MAC in 2013 regarding the Federal Aviation Administration's (FAA) potential plan to implement the RNAV technology and flight paths in at the Minneapolis Airport. Councilmember Bergman, supported by the Administration Department, spent a great deal of time working with other impacted cities that have concerns over the potential changes. Key 2 - Livable, Key 3 - Business Oriented, Key 4 - Employment Focused, Key 8 - Accessible Telecommunications Legislation and Initiatives The City's primary telecommunication regulatory authority is through its cable television franchise. The City's franchise with Charter Communications will expire in April of 2014. The franchise 2013 Accomplishments 4 renewal process has traditionally required about three years to complete. The renewal process began in the latter half of 2011. The cities continued work on two major steps in 2013. The first step was to hire a consultant to help the cities develop a needs assessment for the cable system. This assessment becomes the legal foundation for the cities' negotiating positions and requests of the new franchise. The assessment consisted of a series of meetings with various cable stakeholders, a citizen survey, and review of the cities' technical needs of the system in the future. This work was completed in 2013. This document is the foundation for the City's negotiations with the cable company. The second step of conducting a financial audit of the cable company's franchise and PEG fee payments in the mid 2000's continued in 2013 and should be done early in 2014. The audit review is in part, a way of exercising fiduciary responsibility, but may also be a source of unrecovered revenues. It may also reveal areas where further clarification and definition of revenues and their calculations should be considered in negotiating the new franchise. Key 11 - Service In 2012, the City began implementation of a plan to address the need to replacement its cable television equipment within the next two years. The original equipment was specified in 1999 and purchased with the construction of the Municipal Center in 2000 and 2001. The equipment is technically obsolete in that it doesn't meet today's HDTV standards and much of the equipment is no longer supported and parts can't be obtained. Because of the interdependence of the components within the system, it is very difficult to swap one old component with a new model that is backwards compatible with the other old components. Thus, it is preferable to change out and upgrade all the equipment at one time. In 2012, the City created a dedicated funding stream with excess franchise fee revenues to fund this project. In 2103, the three Commission cities jointly participated in contracting for the control room equipment design and engineering and prepared to jointly bid new control room equipment so that operators can work all three control rooms with minimal adjustment. Each council chambers has a unique setup and Apple Valley addresses those components separately. Due to changes in State law regarding the application of sales tax, the bidding and construction process was placed on hold until early 2014 in hopes of capturing savings from the sales tax. Key 11 - Service The City plans to continue to monitor telecommunications legislation that may impact the City. Technological advances continue to blur the lines between traditional communications services and a major overhaul of the communications legislation is likely at some point in the not too distant future. In the meantime, the FCC continues to make rulings that try to define how these emerging technologies can be regulated. As the City receives around $500,000 per year in its General Fund from cable franchise fees, the City follows closely any proposals that would jeopardize or alter that funding. It is also possible that pending legislation could cause the cable company to seek an extension of the existing franchise agreement, waiting for more favorable laws to take effect. Key 1 - Sustainable Video Programming For many years, government access programming was a service that could only be received through the cable system. In recent years, technology allows the City to offer some video services via the Internet. The Cable Division continued government access programming, including live and replayed meeting coverage and to provide production service for the Valley Beat and Hook and Ladder programs. Digital versions of all of these programs are available on - -- ................ 2013 Accomplishments 5 the City's website via webcasting. The Cities of Farmington and Rosemount have not had their own regular non - meeting programming in the past, but have expressed an interest in entering this area. If so, a joint effort with Apple Valley may be a more cost - effective way for those departments to get some experience in public safety programming. In early 2011, the City transitioned webcasting providers in an effort to save money. This transition appears to have been relatively well received and continued in 2013. The City extended its on -line video retention to one year in 2013. In 2010, the Cable Commission assumed responsibility for the "public" portion of Public Educational Government (PEG) programming. Initially, the service has been limited to public service messages on a bulletin board. Based on requests in 2013, staff believes that the time required is not excessive. The City will continue to monitor this service to determine if it remains cost effective for the City to provide it. Key 11 - Service Continued Participation in Joint Cable Commission The City continues participation in a joint cable commission with the Cities of Farmington and Rosemount. Please see the description of the cable franchise renewal for more information on these efforts in 2013. Key 11- Service ...... ... ................ 2013 Accomplishments 6 Cit y Clerk Licensing and Permits Approximately 375 new and renewal licenses, permits, and /or license amendments, totaling $151,140.00, were reviewed, processed, approved and /or prepared for Council action. All application forms were revised and updated with uniform text and layout. After extensive review of the City's costs and expenses associated with alcoholic beverage licenses, staff recommended increases in certain alcoholic beverage license fees as well other license /permit fees. The City Council passed an ordinance amending the fees, effective in 2014. Key 5 - Safe, Key 11 - Service City Code Supplement Ordinances 933 through 944 were codified in the tenth supplement of the City Code. The supplement was distributed and updates were posted on the web. Key 11- Service Records /Documents /Contracts Approximately 29 public hearing notices and 68 legal ads were published, mailed, and /or posted as required by law. A total of 23 City Council agenda packets and minutes were prepared and distributed, as well as 198 resolutions and 21 ordinance amendments that were numbered, signed, and filed. Over 148 agreements, contracts, and /or change orders were processed. In addition, 10 bid openings were conducted and 12 conditional or interim use permits and /or vacations were filed and recorded at the County. Over 13,800 documents were scanned and filed into Laserfiche. Key 11- Service Insurance Claims Approximately 75 vehicle, property, and general insurance claims were filed with the League of Minnesota Cities Insurance Trust, as well as 9 MN Department of Public Safety (DPS) access claims. Key 11- Service Auctions Three abandoned vehicle auctions were held. One on -line auction to dispose of unclaimed property and surplus City property was also held, resulting in proceeds of $38,673.25. Key 11 - Service Oaths Under the direction of the City Clerk, 27 City Council, committee members, commissioners, police, and /or fire fighters were administered the Oath of Office. Key 11 - Service Meeting Minutes Working Group Established a working group of staff members responsible for keeping minutes for the various City advisory committees and commissions. The members reviewed and developed uniform standards for agendas, minutes, meeting and cancelation notices, and web page postings. In an effort to be as uniform and transparent as possible, permanent access to the agenda packets ........ ...... - _.. ............. ..... ....... 2013 Accomplishments 7 for all committees /commissions is now available on the City's website as well as both `tentative' and `updated' agendas. Key 11 - Service ........ ....... ... . - - ................ ........ .. ........ ... .. 2013 Accomplishments 8 Community Development The Community Development Department is responsible for short and long term community and project based planning, the planning and zoning review process, code compliance, and economic development. The 2013 Annual Report outlines the department's accomplishments during the preceding year and offers an outlook for 2014. Included are references to City Council top priorities related to a transit oriented development ordinance work, planning for the re -use of the Hanson Concrete site and focused job creation efforts. Economic Development In 2013, the Apple Valley Economic Development Authority authorized the use of funds to support economic development in the city. They included: Tax Increment Financing Legislation Staff along with personnel from other departments, and representatives of Fischer Sand and Aggregate was able to secure mining and reclamation tax increment financing (TIF) legislation from the State Legislature. This will allow for value created in the mining area to be used to fund a portion of the costs of infrastructure such as roads, utilities and ponding. Staff was also able to get approval of a "Jobs Bill TIF" legislation that will allow for job creation to be a qualifying reason for use of the tool Open to Business Program The City entered into Joint Powers Agreement with the Dakota County Community Development Agency (CDA) and various participating Dakota County communities to implement the "Open to Business" program in Dakota County. The "Open to Business" program provides an on -site business services specialist who is available for one -on- one consultations, provides expertise in start -up financing and business plan development, as well as funding opportunities. The CDA administers the program and funded half of MCCDs' $130,000 fee with participating cities funding the other half of the fee. Apple Valley's cost to participate in this program was $7,500. In addition to Apple Valley, the participating communities include Burnsville, Eagan, Farmington, Hastings, Inver Grove Heights, Lakeville, Rosemount, South St. Paul, West St. Paul, and small cities and townships in the County. Parkside Village Development Assistance The City and the EDA approved the establishment of TIF District 15, a Development Assistance Agreement and a Business Subsidy Agreement to help facilitate the development of a 322 -unit market rate apartment complex on the northeast corner of Galaxie Avenue and 153 Street West. The property owner, IMH of Arizona, and housing developer Titan Investments of Denver, Colorado, will use the development assistance to help address outstanding special assessments and create a development that is consistent with the City's Central Village vision of a compact, walkable, and vibrant development. Minnesota Investment Fund A preliminary application was submitted to DEED for Stream Global for $1 million at Apple Valley Business Campus site. Livable Communities Demonstration Account The City was awarded an $866,000 Met Council grant in 2012 for Commons II building improvements that did not occur. Staff worked with the Met Council in 2013 with amending grant for development in the Central Village West area. 2013 Accomplishments 9 The department had representatives attend the following economic development events: • EDAM winter conference • Greater MSP events • St. Thomas School of Business event • Minnesota Real Estate Journal events: Land Development Conference, Industrial & Economic Development Conference, Office Conference Key 3 - Business Oriented Land Use Development Projects For 2013, there were a total of 45 land use development applications, an increase of three applications from 2012. Land use development applications may consist of multiple actions that must be reviewed and analyzed by staff, then presented to the Planning Commission and City Council for their consideration and action. The following provides details of the various land use actions that were considered as part of these applications. In comparison to 53 actions in 2012, the volume is comparable and steady at 55 actions. Key 11 - Service Land Use Actions Requested in 2013 Comprehensive Plan Amendments 4 Zoning Ordinance Amendments /Rezonings 13 Conditional Use Permits 6 Subdivision /Preliminary Plats /Final Plats 9 Site Plan Reviews /Building Permit Authorizations 4 Vacations 4 Variances _. 5 Environmental Reviews 0 Interim Use Permits 0 Miscellaneous 10 TOTAL 55 Commercial Projects Crooked Pint Ale House Construction of a 5,448 -sq. ft. restaurant, 1,640 -sq. ft. outdoor patio /bocce ball court and 64 surface parking spaces on a .88 -acre lot, located at 15662 Pilot Knob Road in the Cobblestone Lake Commercial development. Chick -fil -A Restaurant Construction of a 4,559 sq. ft. Chick -fil -A restaurant, 38 -space parking lot, and drive -thru lane on one acre lot located in the southeast corner of 153 Street West and Cedar Avenue. This was a reuse of an underutilized portion of Cub Foods parking lot. Cub Foods Multi- tenant Retail Building This is another example of taking advantage of a seldom -used parking area for development. Construction was completed in the late fall of a 7,000 sq. ft. retail building on a 1.04 -acre lot located on the south side of 153 Street West, east of Cedar Avenue. The new building will house a Sports Clips hair salon and Yogurt Labs, Which Wich, and Smashburger restaurants. ...... . _ _ ........ .......................... 2013 Accomplishments 10 Kwik Trip Kwik Trip, Inc. razed the existing 12,400 sq. ft. multi- tenant building, car wash bay, and fuel canopy located at 7501 -7575 145th Street West, and constructed a new 7,643 sq. ft. single tenant commercial building that includes a convenience store and attached single stall car wash facility and fuel canopy. Dog Day Getaway This existing Apple Valley business expanded its operation by receiving a conditional use permit that allowed them to move their operations to the Apple Valley Business Campus located at 6950 146 Street West. Appliance Smart Building Addition Site plan /building permit authorization was approved to allow for a 6,364 sq. ft. restaurant addition to the Appliance Smart building located at 7370 153rd Street West. The existing building is also expected to be divided for a future fitness facility. Flagstaff Avenue Road Improvements Redevelopment Incentive Grant (RIG) Staff submitted a funding application to the Dakota County Community Development Agency and was awarded $250,000 to help fund the construction of a roundabout in Flagstaff Avenue, south of County Road 42. The City will be required to provide a 2:1 match for this $750,000 project. The road improvements are associated with the proposed Menards relocation at the southeast corner of County Road 42 and Flagstaff Avenue, as well as future development in the Fischer Sand and Aggregate gravel mining area. In addition to the new development, several existing businesses or organizations made substantial building improvements and investments in 2013: • Menards acquired the Hanson Concrete site, stockpiled demolished building material for re -use, and marketed the site for development after demolition was completed. • Warners Stellian added about 10,000 sq. ft. to their existing 13,000 -sq. ft. store. • Uponor added 16,700 sq. ft. of manufacturing space and 1,900 sq. ft. to their employee services area. • Perkins Restaurant did $85,000 worth of exterior and interior improvements to their restaurant at 7620 150 Street West. • Old Chicago, 14998 Glazier Avenue, spent over $150,000 updating the interior, installing new signage and expanding their bar set up. • Fiesta Mexican Cuisine remodeled the former Spoon restaurant site at 14781 Granada Avenue and opened in October. Key 3 - Business Oriented Industrial Projects Apple Valley Business Campus In 2011, staff began working with Hebert and Associates on a 27 -acre industrial development project located in the northeast corner of 147th Street West and Flagstaff Avenue. This work culminated with the master planning of the site and approval in 2012 of a four - building 218,241 sq. ft. industrial development. The first phase included the construction of two buildings totaling 104,501 sq. ft. The buildings are currently 100% occupied. The second phase was approved in 2013 that will allow for construction of an 83,000 -sq. ft. building and parking area for a large single tenant. Construction is expected to begin early in the spring of 2014. Key 3 - Business Oriented, Key 4 - Employment Focused ... ........ ..... 2013 Accomplishments 11 Residential Projects Cobblestone Lake South Shore 8th Addition Eight acres of property in the Cobblestone lake development was subdivided for 29 single - family lots. The property is located in the northwest corner of Cobblestone Lake Parkway South and Elm Creek Lane Apple Valley East Family 2nd Addition Development of a 14.5 -acre parcel in the northeast corner of 155th Street West and Pilot Knob Road that will include 34 single - family lots on 9 acres, with the remaining 5.5 acres reserved for future commercial development Hunter Forrest Review began in 2013 of a proposed development project that included a request for a rezoning from "R -1" (Single family, 40,000 sq. ft. minimum lot) to "R -3" (Single family, 11,000 sq. ft. minimum lot) and development of 16 single - family residential lots, on 7.41 acres located at 12842, 12866 and 12896 Galaxie Avenue. The City Council will likely consider this proposal in early 2014. Quarry Ponds This is another residential development that began in 2013 and is expected consideration by the City Council in early 2014. This project is proposing to develop approximately 56 acres of cropland and active mining buffer area for up to 107 single - family lots. The site is located along the north side of 160 Street West, about 1 /2-mile west of Pilot Knob Road. Cortland Second Addition Approval was granted to the second phase of D.R. Horton's 88 -acre single - family development located southeast of Pilot Knob Road and County Road 42. The first phase consisted of 30 of the 178 -lot single - family development, which was built out quickly. The second addition has 27 single - family lots and one lot that will be used for a private community swimming pool and bathhouse for the residents of the development. Parkside Village The City gave its final approvals that will allow for the construction of 322 apartment units in two buildings in Central Village. The 4 -story Galante building will have 134 units and will be located at the northeast corner of 153 Street West and Galaxie Avenue, and the 198 -unit Gabella building will be located along the north side of 152 Street West, between Galante Lane and Fontana Avenue. This project also included the acquisition of 2.5 acres of property that will be used for the expansion of Kelley Park. The City also allocated its share of Community Development Block Grant (CDBG) funding towards housing rehabilitation and maintenance programs. Six housing rehab loans totaling $141,557.88 were closed and the DARTS used $6,300 to assist 12 older homeowners with indoor and outdoor home maintenance in 2013. Key 2 - Livable Institutional Projects ISD 196 ECFE /ECSE /ABE Building The school district replatted the former district office property located at 14445 Diamond Path for the purpose of constructing a 52,000 -sq. ft. building for early childhood family education, early childhood special education and adult basic education. Key 10 - Learning Transit METRO Red Line Market and Development Study Planning staff acted as corridor project co- manager with Dakota County and managed the consultant contract and Corridors of Opportunity grant. Dakota and Hennepin Counties and the cities of Bloomington, Eagan, and Lakeville ........ 2013 Accomplishments 12 participated in the project with Apple Valley through the Project Management Team (PMT). Preparation of the study began in the fall of 2012 and focused on the METRO Red Line, and its impact on communities along the Cedar Avenue Bus Rapid Transit line. An open house and two work sessions were held in April 2013. The draft report was completed and presented to the Planning Commission at their September 4 meeting and the EDA on September 18. METRO Red Line Cedar Avenue Bus Rapid Transit (BRT) Project Along with the completion of road improvements for the BRT project, construction of two new walk -up stations was completed in 2013. The 140 Street transit station consists of two 160 -sq. ft. fully enclosed modular buildings that will primarily serve the surrounding residential neighborhood. The 147 Street transit station consists of two 410 -sq. ft. fully enclosed buildings that will primarily serve the surrounding commercial and retail area. Staff supported officials or represented the City on various transportation related committees and boards. That included attending seven Corridors of Opportunity Board and five staff meetings, seven Transportation Advisory Board (TAB), four TAB Regional Solicitation Evaluation Steering Committees, and eleven MVTA Board meetings. Key 2 - Livable, Key 8 - Accessible Planning Studies Cedar Avenue Transitway Bus Rapid Transit Oriented Development Guide Plan and Zoning Ordinance The Apple Valley BRTOD Guide Plan was completed in December 2012. The planning study, done by Hoisington Koegler Group, Inc., included a market study /demographic analysis, guide plans, land use controls, and design standards. It also provided a draft ordinance and design guidelines that the City can use to help ensure that development in the downtown consistent with the City's vision for promoting economic growth by creating a downtown that is a regional destination, vibrant and business - supportive with a variety of entertainment, retail, recreational and business opportunities. In 2013, the City was awarded a $15,000 Redevelopment Incentive Grant (RIG) from the Dakota County Community Development Agency which will need a $15,000 match from the City. The downtown development ordinance would allow for greater flexibility for mixed -use projects, while providing requirements for building height, development density and shared parking. Key 1 - Sustainable, Key 4 - Employment Focused, Key 9 - Successful Downtown Code Enforcement Quality Neighborhood Initiatives The Code Enforcement staff is the eyes on the street, monitoring property maintenance and a wide range of conditions identified in City Ordinances as nuisances. Compliance activities range from general property maintenance concerns, notices of violation to property owners, follow -up on compliance, abatement of nuisance conditions when not addressed, and court assisted compliance actions when necessary. One complaint may result in multiple actions. Staff also monitors abandoned properties, recommends water shutoff in vacant buildings, monitors waste hauling and storage practices, grass /weed cutting, watering hours, tree removal contractor licensure, and snow removal contractor compliance. Temporary signs, including campaign signs, are routinely removed from street right -of -ways while in the field. Every year there are incidents of significant property maintenance deferral and hoarding in homes. During 2012, two specific examples required a project management/case work 2013 Accomplishments 13 approach to compliance. With the cooperation of the Apple Valley "Beyond the Yellow Ribbon" campaign, one veteran has addressed health and safety concerns. Progress also continues with another resident to be completed in 2013. In addition one specific case of deferred /abandoned remodeling has also been addressed with the assistance of court action. In 2013, Code Enforcement received 4,125 complaints via the web, phone calls, walk -ins, and referrals. Below is a list of specific complaints and actions taken. The table below compares 2012 to 2013. Complaint 2012 2013 Snow /Grass 265 323 Property Maintenance 169 87 Vacant Property Inspections 96 655' Parking During Snow Removal 26 105 Signage(Includes signs picked up) 307 170 Outdoor Storage /Screening 197 161 Debris Accumulation 81 125 Vehicle/Trailer Parking 207 239 Shed /Pool /Fence 28 19 Garbage /Recycling Can Placement 411 487 Home Occupations /Animals 146 61 Nuisance /Noise /Etc. 43 74 Trees /Other 25 20 General Code Questions 1,597 1,536 Abatements 53 60 Citations Issued 0 3 Totals 3,651 4,125 Software Upgrades In cooperation with Cartegraph, a specialized property inspection software company, a new system of report writing and record keeping began to be installed for Code Enforcement in late 2012 and continued to completion during the first half of 2013. Vacant increase. New capabilities of Cartegraph to track and schedule vacant inspections which was not done in a formal manner prior and the goal of monitoring vacant property more regularly. 2 Snowbird increase. Did not participate in enforcement spring 2012. Snowy spring season of 2013. 3 Sign decrease. (2012 campaign year). Sign figures include private property sign violations and signs picked -up from right of way areas. Dangerous Dog Hearings In 2013 there were 14 dog declarations which resulted in 7 dog hearings requested by the dog owners. Of those 14 dog declarations, 3 were declared dangerous dogs. The Community Development Director is the hearing officer. Key 1 - Sustainable, Key 2 - Livable, Key 11 - Service ............... ........... _ ......... - ......... - 2013 Accomplishments 14 Permits Special Outdoor Promotion Permits In 2013, 85 Special Outdoor Promotion Permits were issued. Of those, 11 were both temporary signage and special promotion, 58 permits were for temporary signage only such as banners and balloons, and 27 permits were for special outdoor promotions including sidewalk sales, car wash events, hot dog sales, etc. Parkinq and Sign Permits The Community Development Department also issued 4 annual parking permits and 63 permanent sign permits. Key 11 - Service 2013 Accomplishments 15 Finance Financial Stability The City of Apple Valley obtained an Aaa Credit Rating from Moody's Investors Services. This is the strongest credit rating possible and represents the culmination of a multi -year effort to earn this distinction Assisted in the economic development efforts associated with financial plans for ultimate use of 6 tax forfeited properties in the Founders Circle areas. Key 1 - Sustainable Financial Reporting Improvements Received the GFOA's Certificate of Achievement of Excellence in Financial Reporting award for the FN 2012 Comprehensive Annual Financial Report, the second consecutive award received. The expanded disclosures aid in maintaining and enhancing our credit ratings. Key 1- Sustainable Budget Strategies and Improvements Worked with ice arena staff in developing their business plan for the facility and identifying a financial plan for addressing the deficit over the coming years. Collaborated on the long term financing strategy for equipment replacement and debt management associated with the pavement management program for all but two department areas. Developed the strategy for implementing these remaining departments in future years. Key 1 - Sustainable Enhance Finance Efficiencies Began exploring the electronic accounts payable invoice processing. Currently, we are working with a group of LOGIS cities to investigate vendor options. Implemented the electronic approval process of purchasing card use and coding in the Fire Department. Added the ability to accept credit card payments for cemetery lot sales and water meter sales at Public Works, improving customer service and adding to the expected payment options. Key 11- Services Enhance Customer Service Enhance the capabilities of the utility billing system adding online capabilities. We currently have 1,304 customers receiving electronic utility bills (approximately 8.3 %) we hope to expand the use of this feature and explore additional ways to offer additional electronic payments, such as the ability to pay over the phone. Expanded the use of electronic payments in utility billing, at the end of 2013 over 50% of utility bill payment were processed electronically, which is up from approximately 48% in 2012. The electronic payment processed has been promoted over the past couple years and include the capturing "on -line bank checks" electronically, online credit cards, and the ACH autodraft program. ......... - - -- -- ......... 2013 Accomplishments 16 l ACH — bank auto -draft (Customers signed up) 3,443 3,880 4,064 4,038 1 Credit Cards (avg # customers using CC) -0- -0- 1,152 1,336 Online bank checks captured electronically (avg per ptr) 438 1,330 2,045 2,491 3,881 5,210 7,261 7,865 Percent of total customer base paying electronically 26% 35% 48% 50.2 Number of Customers registered for E- billing -0- -0- 1,007 1,304 (receive utility bill electronically ) Expanded the capability to pay vendors electronically with PayMode feature, currently over 200 vendors are registered with PayMode to receive their payment electronically. In 2013, 1,422 payments, totaling $4.5 million, were made electronically through PayMode compared to 1,080 payments in 2012. In 2013, we learned that PayMode was going to be changing the business model which will result in a new vendor to be selected in 2013. Once the new vendor is selected, a marketing effort will be made to expand the participation in the program for vendors who receive multiple payments from the city per year. Request for Proposals Completed the RFP process for the annual audit resulting in annual savings $7,750 from the 2014 budgeted cost. Key 1 - Sustainable ....... _ - - _ ........... .... .......... ..................................... _ .................. 2013 Accomplishments 17 Fire Fire Engine Replacement In mid -2013 the purchase of a new fire engine was secured through the use of a cooperative purchasing agreement with Spartan ERV. The City's membership in the cooperative purchasing agreement, Houston Galveston Area Council (HGAC), provided efficiency of staff time and cost savings. Due to the lengthy manufacturing process of fire apparatus, 290+ days, the truck will not be delivered until March 2014. Key 5 - Safe, Key 11 - Service A.B.L.E. Fire Training Facility Replacement Construction was completed in June 2013 on the new 5,200 square foot Apple Valley, Burnsville, Lakeville, and Eagan (A.B.L.E.) Fire Training Facility. This shared joint powers facility was rebuilt at a cost of $2,000,000 with each city contributing $500,000, a significant cost savings for each city. The project was completed on time and within budget. The new state of the art 4 -story facility combines two former facilities, training tower and burn building, into one facility that is more reflective of those structures found in each community. A July 2013 dedication and ribbon cutting officially opened the facility for the next 31 years. Key 5 - Safe, Key 11 - Service Firefighter Recruitment and Hiring With 15% of the active firefighters eligible to retire in the next 12- months, the Fire Department successfully conducted a recruitment drive in May 2013, resulting in 92 applications. 13 recruit firefighters were hired from these applicants in August 2013. At the end of 2013, the recruit firefighters have completed Firefighter 1 and 2 training by participating in a joint training academy being hosted by the Apple Valley, Farmington, and Lakeville Fire Departments. Recruit firefighter training is scheduled to be completed March 2014. Key 5 - Safe, Key 11 - Service Hostile Event Response Unfortunately communities throughout the United States are responding to an increased number of hostile events. Dakota County public safety agencies have chosen a 3Echo (Enter, Evaluate, and Evacuate) method of response. Apple Valley public safety personnel continue to train and equip themselves for these events. Life - saving equipment for such an event is now deployed in every fire apparatus and police car throughout the city. Key 5 - Safe, Key 11 - Service ....... ... .. ......................................... _ ......... 2013 Accomplishments 18 Human Resources Recruitment and Hiring 28 full -time, part -time, and paid -on -call fire recruitments were conducted. 1,347 applications were processed for these vacancies and 55 employees were hired. 37 seasonal recruitments were conducted. 692 seasonal applications were processed and 276 seasonal employees were hired or rehired. Each recruitment includes reviewing vacancy requirements and timeline with the hiring manager, updating the position description, preparing and posting the vacancy announcement, preparing and placing advertisements with various publications and websites, reviewing and screening applications and applying veteran's preference where applicable, sending applicant notices and responding to questions, scheduling and conducting interviews, administering skills testing, consulting with hiring managers on final decision, making job offers, coordinating completion of background check on all prospective hires and other pre - employment requirements based on position (physical, drug screen, psychological exam), communicating results to candidates and hiring manager, determining start dates, and collection /entry of required payroll forms and information. Key 1 - Sustainable, Key 4 - Employment Focused, Key 11 - Service Reporting and Compliance Reports and surveys were completed and submitted on time, including: quarterly and annual reports for federal, state, and unemployment reporting; Equal Employment Opportunity Commission (EEOC); Centers for Medicare & Medicaid Services (CMS); Dakota County Drug Task Force; US Census Bureau; workers' compensation and OSHA; League of Minnesota Cities, and others. Financial and workers' compensation audits were completed including all reports and data requested. Staff administered DOT drug /alcohol testing and reporting program. Staff met various reporting and notice requirements under the Affordable Care Act. Key 1 - Sustainable, Key 11 - Service Benefits and Wellness Online benefits enrollment was conducted for annual benefits open enrollment period. Employee informational meetings and individual assistance sessions were offered. 83% of eligible employees are now enrolled in consumer - driven deductible medical plans. Health Reimbursement Arrangement (HRA) and Post - Employment HRA plan documents were updated in compliance with law changes. FSA carry-over feature was implemented. Rate reduction was achieved for LTD plan. Annual LIFE benefits /wellness fair with flu vaccine clinic was hosted for all employees. Fitness classes for employees were offered in the ACT center. ICMA -RC deferred compensation informational sessions and individual consultations were offered. Minnesota Deferred Compensation Plan (MNDCP) was added. Staff administered the employee recognition program to honor and reward employees for achieving milestone years of service. Key 1 - Sustainable, Key 4 - Employment Focused, Key 7 - Healthy and Active Safety The Central Maintenance Safety Committee continued reviewing safety policies and editing as necessary to better align with work practices, and the Safety Manual was updated to reflect changes. Initial safety training was completed for all new employees. Key 1 - Sustainable, Key 5 - Safe .......... ...... ......................................... _.. .......................... ........ ... ........1.111 ........ . _ -- 2013 Accomplishments 19 Training In partnership with Dakota County HiPP Joint Collaborative Training, a 5- session training series for supervisors, "Tools for Successful Leadership ", was offered to staff. The training series allowed supervisory staff to enhance their skills as well as network with their colleagues from other cities at sites throughout the county. Benefit/policy orientations were completed for new employees. Key 4 Employment Focused, Key 10 - Learning, Key 11 - Service Performance Partnership Staff worked with departments to implement the annual performance management program. Notices of reviews due and date of last review on file were posted for supervisors. Performance reviews were completed by supervisors and filed with Human Resources, resulting in 100% of, employees having a current review on file by April 15 as directed by the City Council. Key 10 - Learning, Key 11 - Service Payroll Processing 2012 year -end balancing, processing and reporting were completed. 653 W -2 forms were produced and distributed. 10,268 paychecks and direct deposits were issued. Key 1 - Sustainable, Key 11 - Service Budget, Pay Plan, and Labor Negotiations Staff assisted the Finance Department in preparation of the annual labor budget. The annual Pay and Benefit Plan was prepared and administered. Labor agreements were reached for 2014 -2015 with all collectively bargained groups. Key 1 - Sustainable, Key 4 - Employment Focused, Key 11 - Service ......... ......... ..... - . ............ ... ........ ............... - ..... ......... .............. 2013 Accomplishments 20 Information Technolo The Information Technology division is responsible for enabling and enhancing efficient business processes through the adoption and management of technology - related resources. The division's core services include user application support, workstation provisioning and management, wired and wireless network and infrastructure administration, software lifecycle management, security and risk management, telecommunications administration, print and media management, and backup and recovery services. In addition to the projects highlighted below, the IT division successfully responded to over 800 HelpDesk requests in support of employees' technology needs, and replaced 30 desktop and laptop computers as part of the normal asset lifecycle management. Cisco Core Network Switch Replacement The City's network infrastructure, for all voice and data services, relies on a series of Cisco networking switches. The main core switch within the Municipal Center was due for replacement in 2013, based on its years of service and approaching end -of -life support status. This core switch was replaced with appropriate current Cisco hardware with redundant components. This switch replacement, along with planned multiple closet switch replacements in 2014, will ensure highly reliable network connectivity through our existing and expanding City fiber optic network. Key 11 - Service Deploy Two - factor Authentication for Police Mobiles Recent changes in the FBI and CJIS (Criminal Justice Information Services) security policy require agencies accessing certain law enforcement data from a remote terminal, such as a mobile laptop, to utilize advanced two - factor authentication. IT staff worked with LOGIS personnel to implement Cisco AnyConnect VPN utilizing Entrust tokens within each mobile laptop as an accepted implementation of the advanced authentication requirement. IT staff also implemented secure hard drive encryption on Police mobile laptops, meeting additional new CJIS security requirements. Key 5 - Safe Valleywood Network Upgrade With the recent completion of a new clubhouse at Valleywood Golf Course, the IT division implemented an enhanced 50Gbps leased fiber network accommodating secure point -of -sales (POS) systems, network computers, card access security, video surveillance, and guest wireless access. This network is fully integrated into the City's existing voice and data communications network for ease of access and management, while providing higher bandwidth services for Valleywood guests and staff. Key 11 - Service Mobile iPad Implementation for Fire and Building Inspectors Field personnel within Fire and Building Inspections require easy and secure access to departmental applications and data while on the go. Ruggedized laptops were becoming cumbersome and unwieldy to utilize, prompting a fresh review of more suitable options. Four mobile LTE equipped iPads from Verizon were configured and deployed with secure VPN ........ .... _ ........ 2013 Accomplishments 21 connectivity to required applications. These devices offer instant, secure, and portable access to necessary data from anywhere at a fraction of the costs of prior devices. Key 11 - Service Cartegraph Mobility and Module Implementation The Public Works department has utilized software solutions from Cartegraph for a number of years to manage streets and utilities assets, along with scheduled maintenance. The IT division worked to enable the secure access of this management software from a field -based laptop computer for improved accuracy and response time anywhere in the City. Additionally, IT assisted in the implementation of new software from Cartegraph for Code Enforcement for improved management of compliance issues. Key 11 - Service Electronic Equipment Recycling Initiative for Unused City Equipment The regular deployment, utilization, and retirement of electronic equipment such as computers, laptops, and monitors within City business produce electronic waste annually. Over the past few years, a fair amount of non - working and retired electronic equipment was stored for appropriate future disposal. The IT division secured, inventoried, and cataloged numerous pieces of dated and unused electronic devices, and worked with a state - contract certified recycler to responsibly recycle and safely dispose of this equipment. Key 11 - Service ........ ..... ..... ......... 2013 Accomplishments 22 Liquor Sales 2013 had record high sales of $9,381,564 from 421,429 customers. This represents a 1.6% increase in sales and a 0.3% decline in customer count when compared to 2012. December chain -wide sales were $1,049,986. This accounts for 11.2% of annual sales in 2013. Key 3 - Business Oriented 2013 2012 2013 2013 2012 Customer Customer Average Store Sales Sales +/- Count Count +/_ Sale 1 4,710,911 4,550,244 160,667 223,883 220,421 3,462 21.04 2 1,764,269 1,810,696 46,427 91,007 95,112 4,105 19.39 3 2,906,384 2,872,762 33,622 106,539 107,419 (880 ) 27.28 Total 9,381,564 1 9,233,702 147,862 1 421,429 1 422,952 1 (1,523 ) 22.26 Profits Since our last report to council, the State Auditor has released two annual reports. In March 2013 the State Auditor reported on results from 2011. That report states that Apple Valley Liquor had a net profit of $917,306 or 10.2 %. Our 10.2% net profit was the second best net profit percentage from all Metro Area City Liquor Operations in 2011. The average net profit for metro area city liquor stores in 2011 was 7.3 %. The same report lists our gross profit at $2,557,573 or 28.4 %. Our gross profit percentage was the best performance of all Off -Sale Metro Area City Liquor Store Operations in 2011. The metro average was 25.4 %. In January 2014 the State Auditor released a report covering 2012. This report states that Apple Valley had a net profit of $898,522 or 9.7 %. The average metro system netted 8.1%. Our gross profit was $2,528,423 or 27.4 %, the metro average was 25.8 %. Only two metro cities had higher net and gross profits as a percentage of sales in 2012. 2013 P +L totals were not yet available before the printing of this booklet. The State Auditor also lists Operating Expenses in the annual report. In the past four years our sales have gone from $8,772,571 to $9,231,890. Our operating expenses have dropped in each of those same years, $1,656,559 or 18.8% of sales, to $1,557,994 or 16.9% of sales in 2012. Key 3 - Business Oriented 2013 Accomplishments 23 Compliance Checks The Police Department conducted 9 Alcohol and 9 Tobacco compliance checks in our stores last year. For the first time in over 9 years, we failed one alcohol compliance check. All tobacco checks were passed. In an on -going effort to monitor the carding proficiency within the Liquor Operations we have a program we call RU30. RU30 allows a customer to receive a $10 store coupon if we fail to card that person. The person making the purchase must be under 30 years of age to qualify. Key 5 - Safe Other items In addition to our regular wine club meetings we held five special events at Valleywood in 2013. We started with a Scotch Tasting /Seminar in March. Next up was the USA Jameson Whisky Ambassador. In June, we sold 145 tickets for our first "Beer in the Valley" tasting. In October, Hann Winery sent a winery representative from California to hold a seminar for us. We finished our special events for 2013 with a tasting led by 2 Gingers founder Kieran Folliard. Key 3 - Business Oriented We expanded our email marketing in 2013, adding Facebook and Twitter in March. Between Facebook, Twitter, the city website and our liquor email list, we have 1,557 points of contact. Staff participated in Minnesota Municipal Beverage Association functions, including Legislative Day at the Capital and Regional Meetings. The Sunday Sales proposed legislation was defeated in 2013. Our Assistant Managers and Liquor Supervisor all cross - trained at each liquor store this year. Store 1 items: February 1S was the first day of our current three -year lease. We also realized performance gains due to 2012's remodel. Wine sales advanced 7.7 %, or over $82,000, and losses from shoplifting have reduced. Liquor Operations transferred $525,000 to the General Fund in 2013. This transfer also covered the cost of four new vehicles for the Police Department. Key 3 - Business Oriented ..... _ .... 2013 Accomplishments 24 Parks and Recreation Administration Promoted public art in the community: • Provided support of the Apple Valley Arts Foundation for summer, fall and winter concert series. • Offered poetry jams at the Apple Valley Teen Center. • Exploring several funding opportunities for increased awareness /display of I arts in the parks. • Displayed art projects of local students at the Apple Valley Teen Center. Key 2 - Livable Conducted six Parks and Recreation Advisory Committee meetings in January, March, May, June, August, and November. Key 1 - Sustainable, Key 2 - Livable, Key 3 - Business Oriented, Key 5 - Safe, Key 6 - Play and Preserve, Key 7 - Healthy and Active, Key 8 - Accessible, Key 10 - Learning, Key 11 - Service Instituted an annual Park Tour with the Parks and Recreation Advisory Committee covering several parks within the system. Key 1 - Sustainable, Key 2 - Livable, Key 3 - Business Oriented, Key 5 - Safe, Key 6 - Play and Preserve, Key 7 - Healthy and Active, Key 8 - Accessible, Key 10 - Learning Parks Maintenance Division Replacement of hockey rink at Hagemeister Park (2013 Goal). Key 6 - Play and Preserve, Key 7 - Healthy and Active Install drain the and renovate field #11 at Johnny Cake Ridge Park West. Key 8 - Accessible Installation of modular court surfaces at Farquar and Delaney (2013 Goal). Key 6 - Play and Preserve, Key 7 - Healthy and Active Installation of new playground perimeters at Cedar Isle, Farquar, and Largen Parks (2013 Goal). Key 6 - Play and Preserve, Key 7 - Healthy and Active Completion of storm related repairs and fence upgrades at Quarry Point. Key 5 - Safe, Key 6 - Play and Preserve, Key 7 - Healthy and Active, Key 8 - Accessible Removed condemned section of the Cobblestone Pier. Key 5 - Safe Stained the two new hockey rinks at Hayes and the picnic shelter at Lac Lavon. Key 6 - Play and Preserve, Key 7 - Healthy and Active Major renovations of soccer fields A & B at Johnny Cake Ridge Park East, and lower Longridge Park. Key 6 - Play and Preserve, Key 7 - Healthy and Active ....... - -- - - 2013 Accomplishments 25 Tree Trust project at Alimagnet Park which included moving basket #7 on the disc golf course off an eroded slope and re- establishing the ground cover. In addition a new set of steps were constructed from the #7 green to the tee box for # 8. This was also performed to prevent hillside erosion. Key 6 - Play and Preserve, Key 7 - Healthy and Active Installed new climbing wall at the Redwood Pool. Key 6 - Play and Preserve, Key 7 - Healthy and Active Installed new decking on the original slide towers at the Family Aquatic Center. Key 6 - Play and Preserve, Key 7 - Healthy and Active, Key 8 - Accessible Installed improved lighting on the Johnny Cake Ridge Park East volleyball courts. Key 6 - Play and Preserve, Key 7 - Healthy and Active, Key 8 - Accessible Planted 51 new trees in the system, including an understory under the large ash trees at Tintah Park. Key 1 - Sustainable, Key 2 - Livable Established additional wildflowers at Robert L. Erickson Park (2013 Goal). Key 1 - Sustainable, Key 2 - Livable, Key 6 - Play and Preserve, Key 7 - Healthy and Active Recreation Division Installed LED energy efficient lighting in offices, hallways, and restrooms at the Apple Valley Community Center. Key 1 - Sustainable Replaced the roof over the original part of Apple Valley Community Center. Key 1 - Sustainable Performed a complete re- sanding of the hardwood gymnasium floor in the Apple Valley Community Center. It was twenty -five years old. Key 6 - Play and Preserve, Key 7 - Healthy and Active Installed a TV monitor to show the daily AVCC room and schedules. A local vendor provided the computerized online scheduling system. Key 3 - Business Oriented, Key 11 - Service Installed a water climbing wall at Redwood Outdoor Pool, replacing one of the two diving boards. Key 3 - Business Oriented, Key 7 - Healthy and Active Increased use of social media. A department Facebook page has been created and regularly updated. Key 3 - Business Oriented, Key 11 - Service Developed an all- inclusive facility rental brochure with information regarding our four rentable facilities (Community Center, Redwood, Senior Center, and Valleywood). Key 3 - Business Oriented, Key 7 Healthy and Active, Key 11 - Service ....... .. - .. ........ -- 2013 Accomplishments 26 Hosted American Cancer Society's "Relay for Life" at Quarry Point Park in July. Participants walked throughout the night as a fundraiser and cancer awareness event. Key 11 - Service Increased rental revenues at the Apple Valley Senior Center by 15 %. Key 3 - Business Oriented, Key 11 - Service Provided support and resources to the Freedom Days Committee and Apple Valley Arts Foundation. Key 7 - Healthy and Active, Key 11 - Service Painted permanent game court lines for our increasingly popular Pickleball and Badminton programs in the Sport Court gymnasium. Key 3 - Business Oriented, Key 7 - Healthy and Active Valleywood Golf Course Completed first full season of new clubhouse operations. Key 3 - Business Oriented Leased a full fleet of electric golf cars. Key 3- Business Oriented, Key 7 - Healthy and Active Implemented better on- course concession services by renting an additional concession cart for the golf season. Key 3 - Business Oriented Implemented massive changes to food and beverage operation, including, but not limited to: • Increased seasonal staff from 14 to 26. • Updated food and beverage options to reflect new equipment. • Launched full banquet/event menu and service options. Key 3 - Business Oriented Installed new irrigation variable speed system and automated computerized control system. Key 3 - Business Oriented Completed minor renovation project on #17 to assist with drainage and playability of hole by widening and leveling narrow area where the hole turns. Key 3 - Business Oriented Completed renovation and seeding of new back tee area on #6 to alleviate temptation of better players trying to drive the green. Key 3 - Business Oriented, Key 5 - Safe Began work on #6 fairway renovation to assist with drainage issues and playability of hole. Key 3 - Business Oriented Completed landscaping of new clubhouse and area near the first tee. Key 1 - Sustainable, Key 2 - Livable, Key 3 - Business Oriented ........ ................. ........ ................... 2013 Accomplishments 27 Installed culvert to divert runoff from new clubhouse under paths on 18` and 12` holes. Key 1 - Sustainable, Key 2 - Livable, Key 3 - Business Oriented Installed 20 additional bird houses. Key 1 Sustainable, Key 2 - Livable, Key 3 - Business Oriented Removed 32 diseased trees and planted 65 new trees. Key 1 - Sustainable, Key 2 - Livable, Key 3 - Business Oriented, Key 6 - Play and Preserve, Key 7 - Healthy and Active Arena The Arena Business Plan was presented to the City Council. This plan gives a history of the facilities, provides insight on its many uses and charts a course to reduce the gap between expenditures and revenues. Key 3 - Business Oriented Gained approval to expand the ice season into the summer months. This will allow the facilities to generate additional revenue and assist our youth hockey associations with the opportunity to grow their programs. Key 2 - Livable, Key 3 - Business Oriented, Key 6 - Play and Preserve, Key 7 - Healthy and Active Installed a Low -E ceiling at the Hayes Park Arena. The Low -E ceiling reflects the radiant heat that enters the facility through the roof and keeps it from the ice surface. This will allow the compressors to run less thus conserving energy. Key 3 - Business Oriented Installed a dehumidification unit at the Hayes Park Arena. The equipment takes the moisture out of the air which reduces the fog and excessive dripping from the ceiling. Its use will reduce the running time of the compressors and conserve energy. Key 3 - Business Oriented Painted the interior walls of the Sports Arena. Key 6 - Play and Preserve Replaced an aging scoreboard at the Hayes Park Arena and replaced it with an energy efficient LED model. Key 3 - Business Oriented, Key 6 - Play and Preserve Recruited two additional late night adult hockey leagues. Key 3 - Business Oriented, Key 6 - Play and Preserve, Key 7 - Healthy and Active -- ........ _ . - ......... ........ 2013 Accomplishments 28 Police Selection of Police Captain The Police Department Administration has intentionally left one captain position vacant since July 2012 in order to address staffing shortages in the officer ranks first. Staffing has now reached a level where the position can be filled without causing shortages in the rank of sergeant and in the patrol division. A promotional process was undertaken with Sergeant Mitchell Scott being promoted in April 2013. Key 11- Service Find a Computer Aided Dispatch (CAD), Mobile, and Records Management Software (RMS) solution Work with other Dakota County agencies to identify, purchase, and implement a cost effective CAD, Mobile, and RMS solution. The City of Apple Valley as part of a member of Dakota Communications Center (DCC) chose to remain with LOGIS to provide the CAD and Mobile products utilized by the DCC and member agencies. The product line selected by LOGIS is TriTech. The TriTech Records Management software provided by LOGIS has been selected as the replacement for the Apple Valley Police Department. Maintaining the entire public safety suite with one vendor ensure interoperability. Key 11 - Service Evaluate and Determine Appropriate Staffing Level of the Investigations Division The staffing level in the Investigations Division has not changed since 1992 despite considerable growth in the City of Apple Valley. The department will evaluate staffing levels to ensure that caseload is kept current and that proactive investigative work is fully supported. A statistical analysis of cases handled by the unit as well as comparisons to staffing levels at comparable agencies indicated a need to increase staffing in the unit. An increase to the staffing level in the Investigations Division was proposed and approved in the 2014 Budget. Key 5 - Safe, Key 11 - Service Enhance Educational Efforts Relating to Impaired Driving in both High Schools The Police Department has always maintained a strong presence in the schools and significant efforts have been made to educated teens on the consequences and tragedies associated with impaired and distracted driving. The department will explore the possibility of offering more realistic training by using new technologies to give students behind the wheel simulation of the effects of impairment and distractions. Utilizing forfeiture funds, the Apple Valley Police Department purchased SIDNE (Simulated Impaired Driving Experience) which is an electric powered cart which allows the School Resource Officers to provide a "hands on" experience for teen drivers. Key 10 - Learning 2013 Accomplishments 29 Research the Feasibility of Establishing a Police Reserve Program The use of volunteers in a police reserve program may be an option for increasing our numbers for special events and increase our presence in residential neighborhoods and parks. The creation of a police reserve program was researched and although it is entirely feasible there were drawbacks discovered which at this time make creation of a unit impractical. First of which are significant costs associated with equipping, hiring, and training the volunteers associated with the program. Also, according to departments which currently support such units, except for a small core group wishing to participate over an extended period of time, most participants are short -term members seeking full -time employment as officers. At this time the Apple Valley Police department is capable of meeting the needs of the City for special events or for occasional large incidents by utilizing CSOs, Explorers, Chaplains, Fire Department personnel, and mutual aid from surrounding agencies. Key 5 - Safe, Key 11 - Service Handgun Replacement Program The Police Department is researching a cost effective method to implement a handgun replacement program. Since 1994, the Police Department has been issuing the Glock .40 caliber handgun to its officers. It is proposed that the Department discontinue issuing the Glock .40 caliber in favor of the Glock 9mm caliber handgun. Our experience has shown that handguns chambered in .40 caliber do wear faster and require more frequent replacement of parts increasing the cost of maintenance. The officers will benefit by switching to these new models and calibers because of the increased control while firing the weapon due to less recoil. Additional long term cost savings will be realized due to the decreased costs of the 9mm ammunition in comparison to the .40 caliber ammunition. The Department will fund this program with minimal budget dollars through the trade in of its current Glock handguns, surplus, and forfeited firearms. New Glock 9mm handguns were purchased and issued to all officers during the summer months. As predicted, the accuracy of most officers increased and the department looks forward to greater longevity of the firearms. Key 5 - Safe ..... ..... ..... .. ........... 2013 Accomplishments 30 Public Works Infrastructure Preservation and Expansion Projects The 2013 Capital Improvement Program included several projects intended to preserve existing infrastructure and expand public streets and utilities to promote economic development. Projects were implemented through the Engineering, Streets and Utilities Divisions. The following table provides a list of projects undertaken in 2013. Project Status of Dec 2013 Water Treatment Facility Expansion (2 -year construction) Under Construction Greenleaf Neighborhood Reconstruction Complete Whitney Drive Reconstruction Complete Street Overlay /Resurfacing Complete Micro Surfacing / Crack Sealing Complete Apple Valley East Family 2nd Addition Streets & Utilities Substantially Complete Cortland 2nd Addition Streets & Utilities Complete Holyoke Neighborhood Flood Mitigation Design /Negotiations Water Storage Reservoir Rehab - Nordic Reservoir Complete Well Rehabilitation - Wells 6, 11 and 13 Complete County Road 42 & 46 Resurfacing with Dakota County Complete 2013 Trail Improvements / Maintenance Complete Replace Radio / PLCs - Lift Stations Complete JCRR Inter - Community Flow Meter with Eagan Preparing JPA with Eagan Lift Station 9 Switch Gear Rehab Under Construction Lift Station 11 Switch Gear, Valves, Impellers Under Construction Well 16 Rehabilitation Under Design In spring 2011 MnDOT completed a study of Highway 77 in Apple Valley, Eagan and Bloomington to identify options to relieve congestion that impedes both regional and local travel. The study evaluated several proposed alternatives and identified the following two feasible alternatives to move into the next stages of development: an additional MnPASS lane for northbound Highway 77; and a contra -flow lane using an existing southbound lane for northbound traffic during the morning peak traffic period. In 2013, the Minnesota Department of Transportation began the next project phase to evaluate the Highway 77 corridor, including an environmental document and preliminary engineering work. The Policy Advisory Committee recommended moving forward with the environmental documentation work for the preferred option 2B consisting of a third MnPASS Lane addition between 140th Street and Diffley Road. Preliminary design and environmental work is expected to continue through July 2014. Key 11 - Service ......... _ ......... .. 111.1....................................................... - 2013 Accomplishments 31 Building Permits and Inspections The Building Inspections Division is responsible for the enforcement of City ordinances regulating building permits and inspections, individual sewage treatment systems, and manufactured housing. Building permits and inspections are conducted in accordance with the City's adoption of the State Building Code. City staff conducted building plan reviews and issued approximately 4,400 building permits with a total valuation of $49 million in 2013. The total valuation of permits for 2013 increased 22 percent from the total valuation in 2012. A total of 68 building permits were processed for new single family residential homes in 2013, the highest volume in several years. Key 11 - Service Fleet and Building Services The Building and Fleet Division maintained over 200 vehicle /equipment items and provided 126,000 gallons of fuel for the Police, Fire, Public Works, and Park and Recreation Departments in 2013. A total of 1,890 repair orders were completed in 2013. This Division also managed general building maintenance, operation of heating and cooling systems, and custodial services for the Municipal Center and Central Maintenance Facility. In 2013, Fleet Services staff assisted the Finance Department with development and implementation of the Vehicle and Equipment Replacement Fund (VERF). The VERF was incorporated into the 2014 operating budget for City departments, excluding the Parks Department and Streets Division due to funding limitations. The VERF will greatly assist in reducing annual fluctuations in operating budgets and interest expenses associated with borrowing for vehicle acquisitions. Key 11 - Service Natural Resources Preservation The Natural Resources Division implemented several programs to manage forestry, water resources, erosion control, and wildlife issues within the City of Apple Valley. Duties include tree disease control and coordinating storm water management activities for the City. Staff completed application for a renewed five -year coverage under the City's Municipal Separate Storm Sewer System permit. Water quality improvement projects were implemented in accordance with Federal and State Total Maximum Daily Load mandates. In 2013, staff also identified and coordinated the removal of 309 elm trees infected with dutch elm disease and 121 oak trees infected with oak wilt on private and public properties. Key 11 - Service Streets Maintenance Activity The Streets Maintenance Division performed numerous tasks to maintain 405 lane miles of City streets and 331 cul -de -sacs. Staff replaced 411 of the total 5,580 traffic control and street name signs during the 2013 construction season. The City also repaired or replaced sidewalks at 243 locations and performed crack sealing and seal coating along 15 miles of public trails located adjacent to City and County roadways. Division staff performed tree trimming at approximately 1,990 locations along the public street system during 2013. Staff also completed three rounds of street sweeping (1,200 lane miles), collecting 450 tons of road debris and 1,500 cubic yards of leaves. Key 11 - Service . _ ................. -- - - - - -- - - -- .._ ......... .._ ..... .......... ............. 2013 Accomplishments 32 Snow and Ice Control The Street Maintenance Division conducted snow and ice control operations for 53 winter weather events during 2013, compared to the average of 31 annual snow events over the past four years. Key 11 - Service Water Supply, Treatment and Distribution The Public Works Utilities Division operated and maintained the City's water supply system, producing over 2.4 billion gallons of clean, safe and reliable drinking water in 2013. Staff continue to coordinate the two -year construction process for the $16 million expansion to the City's Water Treatment Facility to increase overall supply capacity to 24 million gallons per day. The Utilities Division completed several other system operation tasks during 2013 including the replacement of control and data acquisition equipment, responding to 16 water main breaks, conducting spring and fall hydrant flushing at 2,500 locations, repainting 310 hydrants, and responding to 6,580 Gopher State One Call locate requests. Key 11 - Service Wastewater Services The Public Works Utilities Division also operated and maintained the City's wastewater system, conveying 1.3 billion gallons of wastewater through the system of 200 miles of sewer mains and nine central pumping stations. Staff performed maintenance and cleaning on approximately 70 miles of sanitary sewer mains and inspected five miles of pipeline. Key 11 - Service Storm Water Drainage Services The Utilities, Streets Maintenance and Natural Resources Divisions combine efforts to manage and operate the drainage system throughout the City. Key maintenance projects in 2013 included the challenging removal of sediment from three delta areas within Long Lake and sediment removal from sump catch basins at approximately 1,500 locations along collector and residential streets. Staff also completed storm sewer repair projects at several locations. Key 11 - Service Utility Rate Study The Water, Sanitary Sewer, and Storm Drainage Utility rates have been adjusted for the past four years based on long -term projected capital costs as described in the Capital Improvement Program. However, a more detailed analysis of the overall rate structure is necessary to review the balance between base charges and consumption charges, to review the tier levels of consumption charges, and to maintain an adequate long -term cash balance for the utility funds. Preparation of the 2013 -2017 Capital Improvement Program included a financial analysis of the water, sewer and storm drainage funds. These funds appear to be stable based on forecasted revenues and expenditures (both capital and operating costs). In 2013 staff also reviewed operating costs for the three primary utilities to divide expenditures between base operating expenses and consumption driven expenses. Finance and Public Works staff continues to study the existing structure of utility rates to identify recommended 2013 Accomplishments 33 changes in the base versus consumption charges and proposed changes to the tier levels of consumption charges. Key 11 - Service Lebanon Cemetery Lebanon Cemetery experienced a positive year in 2013 in terms of revenue. The City completed the sale of 40 lots and 20 columbarium /boulder spaces and provided for 24 burials and 16 columbarium /boulder interments. This activity generated a total of $116,600 in annual revenue for the cemetery. The average annual revenue over the past five years is $108,000. Key 11 - Service _. ....................................................... ......................... ........ - - -. ....... 2013 Accomplishments 34 •t1• •tt u App le Va ey 2014 GOALS Table of Contents Administration .............................. ............................... 3 -6 CityClerk ................................... ............................... 7 -8 Community Development ................ ............................... 9 -10 Finance........................... ............................... 0 ........... 11 -13 Fire...................... ..........................0.... 0..................... 14 Human Resources ....................... ............................... 15 -16 Information Technology .................. ......:........................ 17 -18 Liquor........................................ ............................... 19 Parks and Recreation .................... ............................... 20 -21 Police......................................... ............................... 22 Public Works ............................... ............................... 23 -25 2014 Goals 2 Administration Ameresco Facility Improvements The City entered into an agreement with Ameresco to bundle a number of energy efficiency building improvements that would be self- funded through guaranteed utility bill savings. The investigation and initial implementation part of this process occurred in 2013. The implementation extends into 2014 with minor lighting improvements in a number of buildings and new HVAC controls at the Community Center. The Administration Department is providing the project management. Key 1 - Sustainable Municipal Center Video Surveillance Upgrade The City initially had analog cameras and analog recording devices for its surveillance. About six years ago, the City transitioned to a hybrid analog camera - digital recorder system. The digital recorders are at end of life and analog cameras are obsolete by today's technology. The City planned the long -term transition to IP cameras and server -based recording. The planning phase of this project was initiated in 2013. The new IP system is much more flexible to allow piece -meal additions and full transition to IP cameras. The installation of the first phase of the new cameras and new recording server is anticipated in early 2014. Key 5 - Safe Municipal Center Security Improvements: In conjunction with the video surveillance planning and in response to department concerns about building security, staff conducted an overall security strategy assessment in 2013. The plan involves multiple phases, with building improvements planned in 2014. The first phase of the plan involves creation of two service windows off the main hallway on the first floor to better serve customers for building inspections and planning. The second phase involves adding additional card access readers to limit public access to concealed or unoccupied spaces. The third phase involves hardening and remodeling of the reception desk space. Key 5 - Safe Agenda Management System One of the important tasks involving all departments is compilation of the City Council meeting agenda packet twice per month. This is a very time - consuming process and involves cooperation and coordination with many individuals across multiple departments. New work flow technology can make the compilation process more efficient, saving staff time, and make finding agenda information easier for the public, improving transparency. In 2013, staff investigated agenda management solutions and presented a recommended solution to staff. In 2014, the system will be implemented and the staff processes will be modified. At some point in the future, the delivery of the packets will shift to a digital format and additional process changes will be introduced to the City Council Key 3 - Business Oriented, Key 11- Service Capital Improvements Program The Administration Department compiles the five -year Capital Improvements Program projecting the City's needs for capital equipment, vehicles, buildings, and other infrastructure assets. The City has been in the process of transforming its CIP over the past several years and continued that transformation in 2013. 2013 also marked the successful implementation of 2014 Goals 3 a Vehicle and Equipment Replacement Fund for all departments except Parks and Streets. The VERF will ultimately make budgeting and planning for vehicle and equipment replacement more stable and predictable and will ease the volatility of annual department capital requests. This process needs to be expanded to the remaining departments and may be duplicated for other equipment areas in 2014. Key 1 - Sustainable, Key 11 - Service Enhance Website On -line Services In 2013, the City expanded its proactive communications done through social networking by adding a Facebook page for Parks. In 2014, Administration staff will review the results of this effort with Parks to determine how this effort might be expanded. Key 3 - Business Oriented, Key 5 - Safe, Key 11 - Service Recycling and Collection of Electronics The City continues participation in joint recycling efforts with the Cities of Burnsville and Eagan through Dakota Valley Recycling. The City has offered Clean -up Day services for residents for nearly two decades as a convenient means for residents to drop off all their non - hazardous waste for recycling and disposal in one central location. The economy of recycling is shifting very rapidly and many items that were not considered recyclable just a few years ago can now be recycled. As a result, many new scrap and recycling firms are now collecting appliances, furniture, and other items at the door step for a small fee or in some cases no fee. This shift in the recycling market necessitates reconsideration of the City's overall clean -up strategy. Staff will be studying this issue in 2014. It is likely that in the not too distant future, the private market will be able to cover the clean -up day material collection without the need for government intervention. The County's next area of recycling emphasis is collection of organic materials. In 2013, the City collected organics at the Music in Kelley Park events. This effort will be expanded to Freedom Days in 2014. In addition, the County has introduced new requirements to achieve recycling in city parks. Parks offer a new set of challenges for collection containers that are weather proof, for efficient collection of the recyclables, and for the temporary storage and pick -up of collected recyclables. The Administration Department will be working with Parks on this issue in 2014. Key 1 - Sustainable, Key 6 - Play and Preserve, Key 7 - Healthy and Active Airport Noise Efforts The City continues to be engaged with the Metropolitan Airports Commission MAC. The Federal Aviation Administration (FAA) continues to study a potential plan to implement the RNAV technology and flight paths in at the Minneapolis Airport. Councilmember Bergman, supported by the Administration Department, spends a great deal of time working with other impacted cities that have concerns over the potential changes. This effort is anticipated to extend into 2014. Key 2 - Livable, Key 3 - Business Oriented, Key 4 - Employment Focused, Key 8 - Accessible Telecommunications Legislation and Initiatives The City's primary telecommunication regulatory authority is through its cable television franchise. The City's franchise with Charter Communications will expire in April of 2014. The franchise renewal process has traditionally required about three years to complete. The renewal process began in the latter half of 2011, with completion of the first step (Needs Assessment) in 2013. The city anticipates working on steps 2 and 3 of the process in 2014. The second step of conducting a financial audit of the cable company's franchise and PEG fee payments in the mid 2000's continued in 2013 and should be done early in 2014. The audit review is in part, a way of exercising fiduciary responsibility, but may also be a source of 2014 Goals 4 unrecovered revenues. It may also reveal areas where further clarification and definition of revenues and their calculations should be considered in negotiating the new franchise. Key 11- Service The third step is the actual negotiation of the new franchise language. The three cities jointly prepared an initial draft franchise to be submitted to the cable company in January of 2014. The draft franchise is not all that different from the existing franchise, so staff is optimistic that a final agreement can be reach within the first half of 2014. In 2012, the City began implementation of a plan to address the need to replacement its cable television equipment within the next two years. The original equipment was specified in 1999 and purchased with the construction of the Municipal Center in 2000 and 2001. The equipment is technically obsolete in that it doesn't meet today's HDTV standards and much of the equipment is no longer supported and parts can't be obtained. Because of the interdependence of the components within the system, it is very difficult to swap one old component with a new model that is backwards compatible with the other old components. Thus, it is preferable to change out and upgrade all the equipment at one time. In 2012, the City created a dedicated funding stream with excess franchise fee revenues to fund this project. In 2103, the three Commission cities jointly participated in contracting for the control room equipment design and engineering and prepared to jointly bid new control room equipment so that operators can work all three control rooms with minimal adjustment. Each council chamber has a unique setup and Apple Valley addresses those components separately. Due to changes in State law regarding the application of sales tax, the bidding and construction process was placed on hold until early 2014 in hopes of capturing savings from the sales tax. In the first half of 2014, the actual installation of the equipment will take place. Key 11- Service The City plans to continue to monitor telecommunications legislation that may impact the City. Technological advances continue to blur the lines between traditional communications services and a major overhaul of the communications legislation is likely at some point in the not too distant future. In the meantime, the FCC continues to make rulings that try to define how these emerging technologies can be regulated. As the City receives around $500,000 per year in its General Fund from cable franchise fees, the City follows closely any proposals that would jeopardize or alter that funding. It is also possible that pending legislation could cause the cable company to seek an extension of the existing franchise agreement, waiting for more favorable laws to take effect. Key 1- Sustainable Video Programming For many years, government access programming was a service that could only be received through the cable system. In recent years, technology allows the City to offer some video services via the Internet. The Cable Division continued government access programming, including live and replayed meeting coverage and to provide production service for the Valley Beat and Hook and Ladder programs. Digital versions of all of these programs are available on the City's website via webcasting. The Cities of Farmington and Rosemount have recently expressed an interest in entering into the non - meeting programming as well. Given the time required for production and a limited number of timely public safety topics, the three cities are attempting to determine if they should conduct the programming jointly. This would transform the existing Apple Valley programs into programs that cover all three cities. Ultimately, this could provide a greater diversity of programming topics, 2014 Goals 5 while also spreading the staff burden so that Apple Valley does not bear as much of the staffing cost. In early 2011, the City transitioned webcasting providers in an effort to save money. This transition appears to have been relatively well received and continued in 2013. The City extended its on -line video retention to one year in 2013. In 2014, staff hopes to integrate the video with the agenda management system so that the public can both view agenda packet materials and the related council discussion at the same time. In 2010, the Cable Commission assumed responsibility for the "public" portion of Public Educational Government (PEG) programming. Initially, the service has been limited to public service messages on a bulletin board. Based on requests in 2014, staff believes that the time required is not excessive. The City will continue to monitor this service to determine if it remains cost effective for the City to provide it. Key 11 - Service Continued Participation in Joint Cable Commission The City continues participation in a joint cable commission with the Cities of Farmington and Rosemount. Please see the description of the cable franchise renewal and video programming for more information on these efforts in 2014. Key 11- Service 2014 Goals 6 City Clerk Elections A good portion of the year will involve preparing for and administering the Primary and General Elections. The City Clerk will complete the required training sessions as well as coordinate training for other staff. A presentation for training election judges will be developed. Election judge manuals and instructions will be updated to incorporate procedural and equipment changes. Election judge recruitment will begin in June and continue through October. Election judge training sessions will be conducted covering procedures, equipment, and results transmission. Supplies and equipment for polling places will be inventoried, purchased, and tested as necessary. General information for voters about the elections and availability of absentee ballots will be prepared for publication and distribution. Key 11 - Service Licensing and Permits New and renewal licenses and permits will be reviewed, processed, and /or prepared for Council action. Key 5 - Safe, Key 11 - Service City Code Supplement A supplement of the City Code will be prepared and distributed. Key 11 - Service Records /Documents /Contracts Public hearing notices and legal ads will be published, mailed, and /or posted as required by law. Agenda packets and minutes will be prepared and distributed. Bid openings will be conducted and agreements and contracts will be processed. The necessary documents will be recorded at the County. Central file documents will be reviewed for records retention, scanning, and possible destruction. Key 11 - Service Insurance Claims Vehicle, property, and general insurance claims will be filed with the League of Minnesota Cities Insurance Trust. Key 11 - Service Auctions Abandoned vehicles, unclaimed property, and surplus City property will be auctioned as necessary. Key 11 - Service Other Administer Oaths of Office as necessary. Solicit applications for vacancies and reappointments on the various advisory committees. Continue meetings with the secretaries of the various 2014 Goals 7 advisory committees to look for ways to make improvements and share ideas. Continue to participate in the review /deployment of an agenda management system. Key 11- Service 2014 Goals 8 Community Development In 2014, the Community Development Department continues the focus on planning, economic development, and neighborhood code compliance. 1. Facilitate planning and development in established and emerging commercial, industrial, mixed use and residential guided and zoned areas: • Pursue Central Village West Commercial development. • Facilitate to initiate the approved Parkside Village Apartments adjacent to Kelley Park. • Process the next phase of development at the Apple Valley Business Campus. • Sustain and retain higher education progress at the Partnership Building 14200 Cedar Avenue while creating a long range plan for continued higher education programs in Apple Valley. • Attract mixed use and health services users to transit station /stop areas. • Introduce potential users to the considerable vacant land available for commercial - industrial development. • Process housing subdivisions as introduced. Key 1 - Sustainable, Key 2 - Livable, Key 3 - Business Oriented, Key 4 - Employment Focused, Key 8 - Accessible, Key 9 - Successful Downtown 2. Guide Economic Development Authority priorities: • Continue as a member of Greater MSP, the regional economic development organization that attracts national and global development opportunity. • Participate in the small business development and support program "Open to Business ". • Fund planning for economic development opportunity in the Mixed Business Campus and Downtown; both regulatory and design aspects. • Evaluate and participate with new partners that assist in attracting job producing light manufacturing, business, finance, and health services sectors. • Process applications for business assistance using tax increment and other tools provided by statute. Key 3 - Business Oriented, Key 4 - Employment Focused, Key 9 - Successful Downtown, Key 11 - Service 3. Continue marketing and communication strategies consistent with being recognized as the "17th Best Place to Live" in the United States: • Update themes and outreach efforts to multiple markets. • Participate in relevant professional and peer associations and organizations. • Respond to development opportunity in all forms and manner it is introduced; particularly those that facilitate redevelopment of dated commercial areas. • Compete in the positive aspects of competition between cities and regions; the pursuit of grants that support preferred development opportunity. • Routinely update the City Council and EDA on planning and development activity. Key 1 - Sustainable, Key 2 - Livable, Key 4 - Employment Focused, Key 11 - Service 2014 Goals 9 4. Review and process land use applications and Ordinance modifications by: • Completing a Mixed Business Campus Ordinance. • Completing a Downtown "Business Ready" Ordinance. • Completing the updated regulation of animals. • Preparing a context sensitive design ordinance for rezoning and further subdividing large lot residential areas. • Modifying ordinances that assist in the retention and expansion of businesses. • Monitoring the development of a "Thrive 2040" Regional Plan to match local needs and priorities. Key 1 - Sustainable, Key 2 - Livable, Key 3 - Business Oriented 5. Monitor the condition of commercial and residential property and seek voluntary property maintenance compliance: • Respond to complaints, investigate and pursue compliance. • Evaluate adjacent properties for similar concerns and seek compliance. • Educate residents in aspects of the property maintenance ordinance and programs that may assist their property maintenance and repair. • Pursue further legal action with repeat offenders and determine case by case responses for difficult livability issues. Key 1 - Sustainable, Key 2 - Livable, Key 5 - Safe, Key 11 - Service 2014 Goals 10 Finance Financial Stability Work to maintain the City's Aaa Bond Rating from Moody's Investor Services. Collaborate with other departments on improving the Capital Improvements Program (CIP) tying financial resources to proposed projects to serve in aiding in the prioritization of projects. Assist in economic development efforts in the final use of the tax forfeited properties in the Founders Circle area as well as other economic development projects. Key 1 - Sustainable Maintain Moody's Aaa Bond Rating Moody's has recently issued an updated rating methodology for municipalities that is currently in the comment phase but it is likely that some changes will be made. These proposed changes by Moody's follow similar changes recently implemented by Standard and Poor's in their rating criteria. The changes are likely to impact municipalities not only across the country but will impact Minnesota Municipalities as well because of the level of State PERA pension obligations compared to other states. The proposed Moody's changes to the rating criteria include a shift in the benchmark weighting from a state -wide economic standing to more emphasis on the local level of debt. The local level of debt includes not only the City's direct debt but the indirect debt levels from other jurisdictions (School, County, and State) as well as a proportionate share of the State PERA retirement systems. An estimate of the City of Apple Valley's share of the PERA obligation is approximately 16.5 million or approximately $330 per capita. As a reason for the change in weighting, Moody's states that they believe that growing unfunded pension obligations for the local government sector as a whole suggest long -term liabilities will play a heightened role in local governments' credit profiles in future years. The Benchmark Weighting Methodology changes: Factor Previous Proposed Methodology Methodology Weight Weight d � (fur 'P11 Fi nances 30% 3 0% �T �11r ti IPdPp ° "! 1imrm'' " MAE ti n NiiPiliplli II,TI�lllllloi90 i7ili,ii o ° 16 Debt / Pensions 10% 20% We will need to continue to monitor Moody's actions and plans for the rating criteria but more importantly will need to work with our financial advisors to continue to communicate the rational for the city's continuation as an Aaa rated City. Apple Valley's revenue is among the stablest in the country. Apple Valley has no reliance on income or Sales Tax, and Minnesota property taxes are not based on a Millage Rate 2014 Goals 11 and the property tax collection remain stable from year to year and are not dependent on the rise and fall based on property values. Financial Reporting Improvements Continue to participate in the GFOA's Certificate of Achievement program for the Annual Financial report and the Operating Budget. The expanded disclosures will aid in maintaining and enhancing our credit ratings. Work with Liquor operations on developing and producing interim full accrual financial statements. Key 1 - Sustainable Budget Strategies and Improvements Work to implement Priority Based Budgeting strategies in other departments and program areas. During the 2012 budget process additional programs were identified in Public Works and the Parks and Recreation Departments to add the priority based budget information. Improve the budgeting process by budgeting at the program /business unit level and expanding the budget to a two year budget. Work on longer term financing strategies including financing plan for equipment replacement for the two remaining departments, Public Works and Parks Maintenance. Participate in strategies for debt management associated with the pavement management program that will become more prominent in the next few years. Work with Public Works on completing utility rate study identifying a stable, sustainable and equitable rate structure that balances the consumption demands with the rates charged. Update the review and analysis of existing Tax Increment Financing (TIF) Districts identifying remaining cash flows and available resources. Implement the JD Edwards Fixed Assets module in the remaining departments. Use of this software will enhance the budgeting process by being able to project depreciation expense into the future, as well benefiting the financial reporting process. Key 1 - Sustainable Enhance Finance Efficiencies Explore and implement the electronic Accounts Payable invoice processing, currently we are working with a group of LOGIS cities to investigate vendor options. As identified in the LEAN Business Process Improvement Study in 2011, the electronic invoice processing will provide a much more efficient way of processing invoices while enhancing the individual department control over the processing. Implemented the electronic approval process of Purchasing Card use and coding in the Fire Department. In 2014 we will fully implement throughout all City departments. Added the ability to accept credit card payments for cemetery lot sales and water meter sales at Public Works, improving customer service and adding to the expected payment options. Key 11 - Services 2014 Goals 12 Enhance Customer Service Focus on improving the customer service for the Utility Billing in -bound call process. Currently 70% of calls are answered on the first call in, approximately the same proportion as 2012. We will explore ways to improve this measurement. Key 11 - Services Complete PCI Assessment in Conjunction with Credit Card Acceptance Re- evaluate the recommendations and software upgrades identified in the Payment Card Industry (PCI) Assessment completed in 2011. Key 11 - Services 2014 Goals 13 Fire Evaluate Duty Crew Operations The Apple Valley Fire Department operates a Duty Crew Program as an organizational variation of the volunteer /paid -on -call system. With two years of stable experience and an ever changing operational environment, the fire department leadership will evaluate the program to maximize efficiencies, by looking at the number of units responding, hours and days of operation, all while maintaining current service levels. Key 5 - Safe, Key 11 - Service Firefighter Recruitment and Hiring 2014 marks the second year of a two year process to recruit and hire a replacement ten to fifteen new firefighters. 2013 saw a successful recruitment and hiring process resulting in thirteen new firefighters hired. In 2014 the Fire Department hopes to repeat that success by building upon those recruitment practices that worked well. The success of this project will maintain a well- trained and skilled volunteer /paid -on -call membership group meeting the needs of those we serve. Key 5 - Safe, Key 11 - Service Residential Firefighting Strategies and Tactics Given recently published and proven research by Underwriter Laboratories and the National Institute of Standards and Technology, fire departments across the United States are evaluating and updating how they approach residential firefighting strategies and tactics. These landmark studies are challenging the strategies and tactics fire departments have used for decades by explaining the science of today's fires. The Apple Valley Fire Department will embrace this information, educate members, and update fireground policies, procedures, and guidelines. This training and operational change will provide for greatly increased citizen and firefighter safety and survivability, as well as property conservation. Key 5 - Safe, Key 11 - Service 2014 Goals 14 Human Resources Personnel Policies Staff will finalize this project to complete a personnel policy manual containing workplace policies which are in compliance with state and federal law as well as reflective of City practices. The manual will replace section 34 of the City Code, known as the Personnel Ordinance. Upon council approval, the new manual will be issued to all employees and training sessions will be offered to employees and supervisors. Key 1 - Sustainable, Key 4 - Employment Focused, Key 11 - Service Pay Equity Reporting, Job Evaluation and Market Study Minnesota law requires all public jurisdictions such as cities, counties, and school districts to eliminate gender -based wage inequities in compensation and submit pay equity reports to Minnesota Management and Budget. The City will submit its pay equity report in January 2014. A policy to establish pay equity usually means: 1) that all jobs will be evaluated and given points according to the level of knowledge and responsibility required to do the job; and 2) that salary adjustments will be made if it is discovered that women are consistently, paid less than men for jobs with similar points. In order to comply with pay equity laws, the City must have a system for job evaluation and assignment of points. The City's current pay equity point's assignments have not been updated since 2003, and the system used at that time is now obsolete. In 2014, staff will work with a professional firm to evaluate each position and develop a system for assigning points. Staff will also use the firm, as well as participation in public and private sector salary surveys, to review parity with these markets. When the project is complete, staff will prepare a report to the City Council including any required or recommended adjustments. Key 1 - Sustainable, Key 4 - Employment Focused, Key 11 - Service Training and Development In 2014, the Human Resources Division will provide respectful workplace training to all employees. The division will facilitate additional training opportunities for employees as needs are identified and will continue to participate in Dakota County HiPP Joint Collaborative Training. Key 4 - Employment Focused, Key 10 - Learning, Key 11 - Service Benefits and Wellness In 2014, the Human Resources Division will convene a focus committee comprising union and non - bargained employee representatives to review the City's current benefits contribution structure. The committee will prepare a recommendation for the City Council. The Human Resources Division will develop and implement a wellness program to promote employee health through physical activity, nutrition and lifestyle. Staff will seek partnerships with in -house resources such as the Parks & Recreation Department to provide expertise, facilities, and events to encourage employee health. Key 1 - Sustainable, Key 7 - Healthy and Active Safety and Occupational Health In 2014, The Human Resources Division will solicit and evaluate responses of interest and expertise for safety program consultation and training services. The division will also solicit and evaluate responses of interest and expertise for occupational health services. Staff will review 2014 Goals 15 providers to select the option or options which will provide the most efficient and highest quality services to the City and employees. Key 1 - Sustainable, Key 5 - Safe, Key 7 - Healthy and Active 2014 Goals 16 Information Technolo The Information Technology division is responsible for enabling and enhancing efficient business processes through the adoption and management of technology - related resources. The division's core services include user application support, workstation provisioning and management, wired and wireless network and infrastructure administration, software lifecycle management, security and risk management, telecommunications administration, print and media management, and backup and recovery services. In addition to our daily operations, the IT division aspires to address the following goals for 2014: Increase IT Service through Staff Expansion As the City continues to adopt technology solutions for improved efficiencies and productivity, the need for additional technology support services increases. With the recent formal approval to increase IT staffing, the IT division will work with the HR division to attract and hire the best qualified individual to help meet these new technology - related demands. Key 11 - Service Replace Virtual Server Hosts The City's highly reliable network server host infrastructure is approaching end -of -life status. IT staff will specify, configure, install, and implement replacement server hardware and software to bolster our virtual server environment creating a flexible, highly - reliable architecture for all of our centralized server needs. Key 11 - Service Develop and Implement Data Growth Management Strategy As departments continue to generate, store, and access increasing amounts of data, the need for improved management and planned growth strategies become more apparent. To ensure long -term capacity and availability, the IT division will evaluate, recommend, and implement appropriate data management strategies such as charge back, quotas, or tiered data solutions to meet the constantly evolving requirements. Key 11 - Service Cisco Network Switch Replacement The City's network infrastructure, for all voice and data services, relies on a series of Cisco networking switches. The main core switch was recently replaced, with a number of closet switches also purchased in late 2013. These replacement switches, along with additional ones to be purchased and deployed in 2014, will ensure a robust, highly- reliable voice and data network throughout the City for years to come. Key 11 - Service Replace Liquor Store POS Hardware The Point -of -Sales (POS) computer hardware at the three Liquor Stores are aged and have effectively reached end -of -life. Additionally, Liquor management intends to research and likely implement newer, more suitable point -of -sales software for improved operations in 2014 or beyond. In preparation for this possible transition, IT staff will acquire and implement appropriate new hardware designed with reliability and security in mind. Key 11 - Service 2014 Goals 17 Research and Pilot Enhanced Collaboration, Workflow, and Mobility Solutions As the City's workforce continually seeks improvements in efficiency and productivity, the IT division will lead efforts to explore new opportunities in collaboration, workflow automation, and mobile access options. Projected options may include enhanced, secure access to network - based documents and data, process improvements via automated workflow, and real -time communications through instant messaging and video conferencing. The IT division will continue to provide leadership in technology -based solutions for workforce productivity. Key 11 - Service 2014 Goals 18 Liquor The Apple Valley Municipal Liquor Stores are operated by the City of Apple Valley in order to control the sale and consumption of alcoholic beverages in compliance with Federal and State laws. Our goal is to pass all compliance checks. Key 5 - Safe After control, we strive to provide the community the highest possible profit. Each year the State Auditor's report shows how the metro municipal liquor stores perform. Our goal is to produce a better net profit than the average of metro municipal liquor stores. Key 3 - Business Oriented We will continue to focus on staff training. It is vital that our employees are aware of store carding policies and state law regarding lawful sales of alcohol. Employees must also keep current on product knowledge, job safety and customer service skills. Key 5 - Safe We will research and possible install a new point of sale system. Our main goals are to conform to Payment Card Industry (PCI) Data Security Standards for accepting charge and debit cards and to prepare for an upcoming change in charge and debit cards known as "Chip and Pin" wherein smart card technologies are used. We also seek software that will improve our productivity over our current system. We plan to install new, energy efficient motors in our walk -in beer coolers for Stores 1 and 3. Store 2 has already been upgraded. Key 1 - Sustainable Store 2 has a minor remodel planned for 2014. The first floor will receive a fire sprinkler system; the lower level is already sprinkled. Flooring will be replaced, along with some_ new millwork and other minor improvements. Key 3 - Business Oriented Staff will continue to work with the Minnesota Municipal Beverage Association. We expect a renewed push for Sunday Sales and a new issue will be a pending Mandatory Deposit / Bottle Bill this legislative session. Key 3 - Business Oriented 2014 Goals 19 Parks and Recreation Parks Maintenance Division Purchase and install new floating dock for Cobblestone. Key 6 - Play and Preserve, Key 7 - Healthy and Active, Key 8 - Accessible Continue planting trees in understory of ash trees throughout the system. Key 1 - Sustainable, Key 2 - Livable Work with Great River Greening on a matching grant for forest re- habilitation at Alimagnet Park. Key 1 - Sustainable, Key 2 - Livable Repair and chip seal all lots at Hayes Field Park. Key 2 - Livable, Key 5 - Safe, Key 8 - Accessible Tending to more than 675 acres of parkland and facilities on a daily basis. Our primary goal is to meet the user's needs and expectations by providing clean, safe, properly prepared and well maintained parks, trails, and associated facilities. Key 1 - Sustainable, Key 2 - Livable, Key 5 - Safe, Key 6 - Play and Preserve, Key 7 - Healthy and Active, Key 8 - Accessible, Key 11 - Service Recreation Division Install handicap lifts and railings at Redwood Pool and Apple Valley Family Aquatic Center. Key 6 - Play and Preserve, Key 7 - Healthy and Active Offer targeted adult softball leagues for church teams and business /company teams. Key 6 - Play and Preserve, Key 7 - Healthy and Active Remodel the concessions area at Redwood Pool to become code - compliant with the MN Department of Health. Key 3 - Business Oriented, Key 7 - Healthy and Active Replace original flooring in the Apple Valley Community Center: hallways and All- Purpose Room. Key 1 - Sustainable, Key 3 - Business Oriented, Key 6 - Play and Preserve, Key 7 - Healthy and Active Purchase appropriate equipment at the Apple Valley Community Center to improve cleaning efficiencies. Key 1 - Sustainable, Key 3 - Business Oriented, Key 6 - Play and Preserve, Key 7 - Healthy and Active Resurface a significant portion of the Apple Valley Family Aquatic Center with Diamond Brite. Key 1 - Sustainable, Key 3 - Business Oriented, Key 6 - Play and Preserve, Key 7 - Healthy and Active Purchase digital signage and a Point -of -Sale system for the Apple Valley Senior Center. Key 3 - Business Oriented, Key 6 - Play and Preserve, Key 7 - Healthy and Active 2014 Goals 20 Valleywood Golf Course Complete renovation of #6 fairway in order to make the hole safer and more playable. Key 5 - Safe, Key 6 - Play and Preserve, Key 7 - Healthy and Active Overlay parking lot. Key 1 - Sustainable, Key 2 - Livable, Key 5 - Safe, Key 8 - Accessible Look at increasing lighting in parking lot/entry way /entry sign. Key 5 - Safe, Key 8 - Accessible Continue to grow tournament operations by attracting larger events with food & beverage service as part of the outing /event. Key 3 - Business Oriented, Key 6 - Play and Preserve, Key 7 - Healthy and Active Develop comprehensive Food & Beverage training system to better familiarize new staff with all areas of the food service operation. Key 3 - Business Oriented Purchase patio furniture to better utilize the outside seating areas. Key 3 - Business Oriented, Key 8 - Accessible Continue to maintain the grounds at the highest level possible to make for the most desirable playing conditions. Key 2 - Livable, Key 3 - Business Oriented, Key 6 - Play and Preserve, Key 7 - Healthy and Active Arena Establish a robust summer ice schedule for the Hayes Park Arena. The season will now start in June and the goal will be to sell at least 40 ice hours a week in order to make budget projections. Key 3 - Business Oriented, Key 6 - Play and Preserve, Key 7 - Healthy and Active Recruit, reassign and train new staff to fill the summer ice hours. Key 3 - Business Oriented, Key 6 - Play and Preserve, Key 7 - Healthy and Active Purchase a budgeted, new ice resurfacer. Key 3 - Business Oriented Paint and recondition locker rooms in Hayes Park and Sports Arenas. Key 3 - Business Oriented, Key 6 - Play and Preserve, Key 7 - Healthy and Active Implement staff training in order to comply with the new air quality regulations as designated by the Minnesota Department of Health. Under these new laws our facilities will require the minimum air testing and red tape because we operated electric ice resurfacers and ice edgers. Key 3 - Business Oriented, Key 5 - Safe Budget for a new cooling tower at the Sports Arena. The current model is 38 years old and is the original equipment. Key 3 - Business Oriented 2014 Goals 21 Police Select Police Captain and Sergeant The departure of Captain Marben in November of 2013 created an opening for a new captain. Filling that position will then create an opening for a new sergeant. The filling of these positions will be carefully done in order to have a minimum impact on staffing levels in the Patrol division. Key 11 - Service Maintain Adequate Staffing Levels in Patrol With recent changes to the PERA pension fund being implemented in 2014, two to four retirements of sworn staff are anticipated. Development and retention of current CSOs as potential candidates will be emphasized and a list of eligible candidates will be maintained. Key 11 - Service Prepare for Implementation of Tritech Computer Aided Dispatch (CAD), Mobile, and Records Management Software (RMS) in early 2015 Several employees will be assigned to coordinate with LOGIS on the final modifications of the product to suit our needs. Conversion of data, training, and preparation for final installation should all be completed by December of 2014. Key 5 - Safe, Key 11 - Service Collaborate with Dakota County Law Enforcement Agencies to Enhance Forensic Investigation Capabilities Increasing demands on the small forensics unit provided by the Sheriff's Office have created a significant backlog of cases with no increase to staffing possible unless other agencies assist. The Apple Valley Police Department is well aware of the significant role this unit plays and although the creation of our own unit would be ideal, it simply may not be realistic. Key 5 - Safe, Key 11 - Service Purchase, Train, and Deploy Replacement K9 and Handler Officer Rudolph and her K9 partner Radar will be retiring in April /May of 2014. Officer Zach Broughten has been selected as the new handler and a dog will be purchased through the St. Paul Police Department. Training is anticipated to begin in March of 2014. Key 5 - Safe, Key 11 - Service Commemorate 50 Year Anniversary of the Police Department The Apple Valley Police Department has now existed for 50 years. Celebration of our history will likely take the form of an open house for all past employees and the general public. 2014 Goals 22 Public Works Infrastructure Preservation and Expansion Projects The 2014 Capital Improvement Program includes several projects intended to preserve existing infrastructure and expand public streets and utilities to promote economic development. For 2014, the Public Works Department is preparing to deliver the following key projects. Key 11 - Service Project Est. Project Cost Water Treatment Facility Expansion (2-year construction $16,000,000 132nd Street Reconstruction $1,880,000 Cedar Isles Street Reconstruction $630,000 Sherman Heights Street Reconstruction $325,000 Whitney Drive Street Reconstruction $505,000 Garrett & Glazer Street Reconstruction $595,000 Street Overlay/Resurfacing $825,000 Micro Surfacing / Crack Sealing $990,000 Quarry Ponds Street & Utility Construction $1,500,000 Traffic Signal System Replacement CR 42 /Pennock Ave $125,000 Traffic Signal System Replacement CR 42/Hayes Ave $125,000 Holyoke Neighborhood Flood Mitigation from 2012 $575,000 CSAH 42 Street Light Replacement $500,000 Trail System Improvements adjacent to Roadways) $45,000 Well Rehabilitation - Wells 9, 15 and 19 $132,000 County Road 38 Concrete Rehab with Dakota County $115,000 Replace Radio / PI-Cs - Lift Stations $25,000 JCRR Inter-Community Flow Meter with Eagan $20,000 Lift Station No. 3 Rehabilitation (2-year project $290,000 Iron Enhanced Sand Filter for EVR -P12 $140,000 HVAC Rehabilitation at CMF $90,000 Well 16 Rehabilitation TBD Emerald Ash Borer Tree Disease Management Emerald ash borer (EAB), Agrilus planipennis Fairmaire, is a nonnative invasive insect that destroys ash trees. All ash trees are susceptible to EAB. It was first identified in the United States near Detroit, Michigan in 2002, as the culprit for significant ash tree death. EAB is native to Asia where it is a secondary insect with natural predators that control its population levels. The City of Apple Valley is taking a proactive approach to managing EAB prior to infestation within the community. The following strategies will be implemented in 2014 to mitigate the anticipated impacts of EAB. 2014 Goals 23 A. Management Policy: The Apple Valley City Council approved an Emerald Ash Borer Management Policy in October 2010. This policy outlines the City's plan for EAB management including program administration, tree inventories, and various best management practices. Staff will begin implementation of management practices in 2014 as described below. B. Tree Replacement: In 2014 the City will begin an annual program to remove selected ash trees from the street right of way. The intent of this process is to proactively minimize aesthetic impacts to public streets that are dominated with boulevard ash trees, and where an EAB infestation would result in the loss of large swaths of trees within a given location. A total of 31 ash trees are identified for removal and replacement in 2014. A variety of replacement trees will be planted to prevent monocultures and minimize future impacts from disease outbreaks. The volume of ash tree replacements under this program is anticipated to increase in future years. C. Tree Injections: The 2014 budget provides funding for the purchase of tree injection equipment and chemicals for mitigating the impact of EAB. Tree injection work will be focused on larger ash trees on public property with the highest aesthetic value. Chemical treatment provides resistance to EAB for a period of approximately two years. Injections are only a short term management method and are not a feasible long -term strategy to address disease management given the hundreds of ash trees on public property throughout the City. D. Technical Assistance: Natural Resources staff will continue to receive hands -on training in the identification and management of EAB. Training sessions are often hosted by State or regional agencies involved in the response to EAB infestation within Hennepin and Ramsey Counties. City staff will continue to be responsive to resident questions and will conduct field inspections at the request of property owners having concerns regarding the decline of specific ash trees. Staff will also conduct field inspections of ash trees on City property when suspect indicators are identified. E. Public Education: The City will provide up -to -date EAB information to residents through the City website, quarterly newsletter, newspaper articles, and residential site visits. Staff will also update the City Council on the status and current management strategies for EAB on a periodic basis. Key 11 - Service Building Inspections Staffing Levels Building permit activity has steadily increased over the past two years after experiencing a low point in 2011. Increased building activity improves economic development, grows the local tax base, and increases permit revenue for the City. The following table provides a general summary of permit activity in Apple Valley: 2014 Goals 24 IF INS W y �� G "i I � 2008 $30-million - 21 3 2009 $45 million 31 3 l 2 010 $59, million 4 3 7 2011 $21 million 31 2 2012 $41 million, 37 2 2 013 $49 mi llion 68(6- yrhigh) 2 I 21114 $50 +million (est.) 60 (es Need 3 In 2011, the City eliminated one building inspector position in anticipation of a downturn in local economy activity. This decision was appropriate at the time, given declining building permit revenues. However, building permit activity has rapidly increased over the past two years. In early 2014, the City must review existing staffing levels to determine strategies for providing sufficient resources to complete building plan reviews and field inspections within reasonable customer service standards. As building permit demands exceed staff capacity, building plan reviews are delayed with longer wait times to receive permit approval. In addition, customers and contractors may be further delayed by the City's limited capacity to complete field inspections. Key 11 - Service Utility Rate Study In 2014 Public Works and Finance Department staff will complete a detailed analysis of the overall rate structure for the Water, Sanitary Sewer, and Storm Drainage Utilities. The analysis will include a review of the balance between base charges and consumption charges; the tier levels for consumption charges; and the ability to maintain an adequate long -term cash balance for the utility funds. The results of the study will be presented to the City Administrator and City Council by August 2014 prior to the proposed rate adjustments for 2015. Key 11- Service 2014 Goals 25 "Ill )0, r A /if fi Goal Setting Focus Session Thursday, March 20, 2014 Meeting Agenda 9:00 Welcome and Overview of Workshop 9:05 Review of Mission and Vision 9:10 Looking Back Past Goal Setting Efforts Review of 2013 Accomplishments 9:35 Looking Ahead Minnesota Economic Conditions/ Challenges Ahead Review of 2014 Departmental Goals Discuss Pre - Workshop Questionnaire 10:30 Break 10:45 Group Discussion Listing and Prioritization of Collective Goals for 2014 11:45 Lunch 12:15 Additional Group Discussion Review Prioritization List 12:45 Additional Council Discussion G 1:45 p.m. Adjourn Harvesting Goals for 2014 Focus Civility :TIC Matters Goals Council Goals Enj"oyl VISION Expressed as Keys Part of 2030 Comprehensive Plan k - %, . - 1 Sustainable F v K E Y S Accessible ok `. t t t Livable Employment Safe Focused , Business Play and Healthy Oriented Preserve and Active Successful Learning Service Downtown MISSION ADOPTED MAY 28, 1992 The City of Apple Valley is pledged to promote and enhance the health, safety, and general well -being of its citizens and all who visit the City... Provide a full range of municipal services; Encourage active participation in city government activities; Promote quality development; Provide a balance of residential, commercial, and public uses; Promote employment opportunities within the community; Experiment with new ideas in the delivery of public services; Transmit to future citizens a better and more beautiful community. .. 1W Any Suggested Revisions to Either the Vision or Mission Statement of the City? Looking Back Past Goal Setting Efforts Review of 2013 Accomplishments a� y . Looking Back Last Goal Setting Workshop Held on March 1, 2013 m '`' City of Apple Valley 2013 City Council Goals Maintain Financial Stability and Aaa Bond Rating Complete Cedar Avenue Construction Develop Transit Oriented Development Ordinance Develop Plan for the Reuse of the Hanson Concrete Site City of Apple Valley 2013 City Council Goals ". Continue Focused lob Creation Efforts Enhance Capital Improvement Planning and Fleet Management Program Construct the Water Treatment Plant Expansion Project �' Promote Public Art in the Community Additional 2013 Accomplishments Over 100 Identified Here are Some Highlights... :IIm:■id d11Iaa11m«: Energy Agenda CIP/ Airport Upgrades Management VERF Noise } , TI F Downtown Summer G FOA Legislation Growth Ice Certificate Staff Liquor Street A. B. L. E. Recruitment Results Reconstruction Looking Ahead M innesota Economic Conditions Minnesota Economy Improving Conditions Last Year This Year State Deficit State SurDlus 1$627 Million $1.23 Billion Police Aid $330,000 Fire Aid $183,481 Cable Franchise Fee $450,000 Monitoring Outs Revenues Potential Tax Appeals $65,000 Challenges on the Horizon? LJ 2015 Budget Drivers Expense Sid%= Tax levy for Debt Service will Increase Approximately $ 128,000 Existing Park Bonds $ 26,000 2014 Equipment Cent $102,000 2015 Budget Drivers Expense Side Pavement Management Program Levy Increase of 3,5 Per Year Approximately $100,000 2015 Budget Drivers Expense Side Liability and Property Insurance Approximately $55,000 2015 Budget Drivers Expense Side Personnel Costs Contracts Settled Thru 2015 at 2.5% Anticipated Insurance Costs Anticipated PERA Costs Total Impact Approximately 1, � $380,000 2015 Budget Drivers Revenue Side New Growth Contributes $155.,000 in New Revenue for 2015 2015 Budget Forecast Expense Side Bonds $128,000 Roads $100,000 Insurance $ 55,000 Personnel $380,000 $663,000 2015 Budget Forecast "Expense Side Revenue Sid. Bonds $128,000 Roads $100,000 Insurance $ 55,000 Personnel $380,000 $663,000 Property Taxes from New Value /Growth $155,000 2015 Budget Forecast Expense Side Revenue Side Bonds $128,000 Roads $100,000 Insurance $ 55,000 Personnel $380,000 Property Taxes from New Value /Growth $663,000 \ /$155,000 Gap � $478,000 Fy, Valuation Information Unlike last year,, we have Dakota County property valuation data for taxes payable 2015 Total Market Value $6,000,000,000 -- $140,000,000 > $5,000,000,000 _ - -- - -__ -- _ - - -__ �t $120,000,000 $4 000 000 000 $100,000,000 $80,000,000 i $3,000,000,000 -- $60,000,000 Y $2,000,000,000 U $40,000,000 g $1,000,000,000 $20,000,000 4-0 $- - - -- $- H 0 0 0 0 ° � � 0 0 0 0 0 0 0 N N N N N N N New Market Value Added —# —Total Market Value Change in Taxable MV vs. Referenda MV 10% 8% _ 6% 4% 2% 0% -2% _ -4% - - -6% -g% _ - -10 2010 2011 2012 2013 2014 2015 Prelim change Referenda MV % change Taxable MV Actual Growth Compared to 3 0 /o 6 5 4 3,000,000 2 1 39to- ` 39/co 3% 3% 3% 3% ! 3% 3% 3% 3% 3% 3% 3% 2002 003Z00420052006200720082009201020112012201320045 Preli growth at 3% Total Referenda Market value U f Z�ra JAM I 1 % Change in Tax Capacity by type (Overall 8% increase in '15) -10% -5% 0% 5% 10% 15% Residential ... f i C&I utility Agricultural Cabins Apartments Personal Property I a pay'15 New Construction value Pay'15 MV Appreciation i • „ � - - � ,� --- 1. Y ., ---• - r -� ^�7I�' � � • I 1 • , , � ; is � �" � �" r � - - �., _ � , . mil i•Z� r— _ ' � -• `� � . -�\'.' � _ mot= _�;1 � '�{ - "�- \ • �. ! '1 `____ --� f '�•� -- - ;' ,. �,' - ,..� • � Z` . � ,C - ► � 1 ,'' i > . � _ . i - I r .. ..L,.._ - N rill it - - N • 'r = =� , �) n ■gin.• 7, �� •� ,�� _ _ ��� }� �- vim ■M. lk ru au• tl.1l 11 ■■ ���■rss = r, 1 1 1 Vii vecona 9 Change in TMV - Pay 2015 (median TMV change = 9.6 %) upertit 1 e&• Ar• 2000 eased 9.6 c Change in TMV - Pay 2015 (median TMV change = 9.6 %) upertit 1 e&• Ar• 2000 1800 1600 a 1400 50% increased 9.6% or less 1200 - 1000 - a, oc 800 L 600 400 - z 200 0 0 0 0 o a a o 0 0 0 0 0 0 0 0 0 0 o 0 0 0 0 0 o O ri N M R* 0 lD I� 00 01 O N V-1 `� r-I M R* r-I r-I 111 W I'- 00 C1 O rq `-i rq r-4 r-I N � N N N M N R* N Ln N O O O 4' O +' O +' O 4' O +' O +' O +1 O O O O O O O O O O O O O O O O 0 0 O r N 0 M 0 C1 0 If1 0 tD 0 t� 0 0 0 00 \ 0 0 0 0 0 0 0 0 0 0 0 0 0 Ql O ri ri ri N M T-4 rq cf 111 lD I oo Cl r-1 r-1 r-4 r-I T-1 r-I O N r N N N M N N vievili:Ta-.wf5CTiniF.l ■: :r. L-I zj i a WAY11TO Change in TMV - Pay 2015 (median TMV change = 9.6 %) $I II: As r, 2000 1800 1600 CL 1400 < 77% increased 12% or less - - -- a, 1200 - 1000 a� 800 O L 600 cu -0 E 400 z 200 0 ri O rl N M C Ln tD n 00 01 O `-I ri N r-I `i M r-I Ln `"{ to `' n r-4 00 `'-I m r-1 O N a4 N N N M N R* Ln N N O O a+ ++ O a+ O ++ O ++ O 4+ O ++ O 41 O +' O O O O O O O O O O O O O O O O 0 0 O rl 0 N 0 M 0 Z* 0 Ln 0 tD 0 n 0 00 c 0" '0', 0 0 0 0 0 0 \ 0 0 0 0 0 0 0 0 00 Q1 O rl e q rl N rl M r-I R:T rl Ln rl tD r-4 n rl oo rl Q1 rl O N rl N N N M [t N N Impacts o arious Levi 2015 Levy 2% Levy 3% Levy 4% Levy 5% Levy Increase Increase Increase Increase Levy Increase $454 $681,000 $908,000 $1,135.,000 $ to General Fund 338,000 565000 792..000 1..019 i Impact to Median Valued Home $22 $32 $42 $52 • • (4.8%) • Important to Remember: Homestead Market Value Exclusion The MVE residents receive will fall as their values increase. Median Value home taxes will increase 1.4% because of MVE drop ($10 of the increase is attributed to the loss of MVE) Levy Increase $ 454,000 $ 681,000 $ 908,000 $1,135,000 $ to General Fund 338,000 565,000 792,000 1,019,000 Impact to Median Valued Home $22 $32 $42 $52 Impacts of Var Lev 2015 Levy 2% Levy 3% Levy 4% Levy 5% Levy Increase Increase Increase Increase (with 9.6% Total City Taxes (vs. $868 in `14) $890 $900 $910 $920 Impact to Home with $192,500 $44 $54 $65 $75 Value in 2014 that experienced (5.1%) (6.2%) (7.5%) a 12% TMV increase in 2015 2015 Budget Strategy • Seek Budgetary Efficiencies • Review Fees and Transfers • Moderate Property Tax Increase Draft Department Goals for 2014 Over 100 Identified Blue Tab Highlights Include... Bond Rating 1 Central Village ft I I Business Campus t N Higher Education Security Franchise Election Improvements Renewal Process e t. Electronic CIP/ Packets VE RF I Bus Layover Facility t 1 t f Cobblestone Dock PD 50 Year Anniversary U f . Summer Ice 0 , ft. Public Safety Software Complete WTP Police Forensics Infrastructure Projects Staff Recruitment a -.,. VV Emerald Ash Borer Personnel Policies Any Goals to Subtract from the List? Any Goals to Subtract from the List? Other Goals and Emerging Issues? Question #1 The future Apple Valley will surely be different from today. How would you like the community to be better five years from now?.,.--.. '\ Question #2 What steps can the City take in 2014 -2015 to move in the desired direction? t y a 7 0 1 - D L 4 -f ►I 0 Voting Dots ou Sta Re Green Dots � • Three dots each Please vote for your priority goals Please, no bullet voting 80 City of Appl Valley City Clerk's Office TO: Mayor, City Council, and City Administrator FROM: Pamela Gackste City Clerk DATE April 7 2 SUBJECT: CALENDAR F EVENTS Following are u pcoming events for your calendars. Day /Date Time Location Event Wed./Apr, 9 1 1:30 a.m.-1:15 .r . Va lleywood Chamber Luncheon - Clubhouse _ State of t C Ity Address _ -Thur./Apr. 10 5:30 p.m. M unicipal Center Informal City A Coun [ M in - Thur./Apr. 1 0 6 :45 p.m. Mun Center Volunteer Recognition Reception Thur./Apr. 1 7:00 p.m. Municipal Center Regu City Council Meeting Tue./Apr, 15 2:00 p.m. Municipal Center CemeteEy Advisor C mmitt o - Wed./Apr. 16 9:00 a.m. Municipal Center Firefig Relief Association - Wed./Apr. 16 7:00 p.m. Municipa Center - Planning Commission Lakeview Bank, Joint Chamber Business After Thur. �:-�': .�. Lak Tours and Legacy Aw Univ Club, Thur./Apr, 2 :3 p.m. St, I Metro Cities Annual Meeting - Thur./Apr. 2 7:00 p.m. Municipal Center Regu City Council Meetin Thur,/May 1 7.00 p.m. Municipal Center rl s & Recreation Committee Wed./ 111 . m. Municipa Center P lanning Commission Tour. /May 8 5:30 p.m. Apple Ponds Park Arbor Day Tree P lantin Ceremony - Thur./May 8 5:3 0 p. m. Munio I Center Informal City Council Meetin Th r, May 8 7:00 p.m, Municipal Center Regular Cit Council Meetin -Wed./May 14 7:00 p.m. Municipal Center Traffic Safety Advisory Committe Each of the above-noted e ve nts i s hereby deemed a Special Meeting of the City Co uncil, the purpose being informational or s ocial th rin . Only at events marked with a asterisk will any action of the Coun flak place. :Baru R55CKR2 W-6100 CITY OF APF, ALLEY 4/1. 9:06:54 Council Check Register by GL Page - 1 Council Check Register and Summary 2/4/2014 - 4/4/2014 Check # Date Amount Supplier / Explanation PO # Do No Inv No Account No Subledge Account Description Business Unit 3403 4/4/2014 100036 APPLE VALLEY CHAMBER OF COMMERCE 15.00 ADMIN- CHAMBER LUNCH LAWELL 00073955 243959 16265 1010.6275 SCHOOLS /CONFERENCES /EXP LOCAL ADMINISTRATION 30.00 DEV- CHAMBER LUNCH DYKES, NORID073955 243959 16265 1100.6275 SCHOOLS /CONFERENCES /EXP LOCAL DEV MANAGEMENT 15.0 CNCL- CHAMBER LUNCH HAMONN- FWtA9955 243959 16265 1005.6275 SCHOOLS /CONFERENCES /EXP LOCAL MAYOR /CITY COUNCIL 60.00 3404 4/4/2014 100068 BELLBOY CORPORATION 1,861.90 LIQ #1 00004928 244270 42171400 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 17.55 FREIGHT #1 00004928 244270 42171400 5015.6550 FREIGHT ON RESALE MDSE LIQUOR #1 STOCK PURCHASES 7,877.05 LIQ #1 00004928 244271 42367800 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 108.00 FREIGHT #1 00004928 244271 42367800 5015.6550 FREIGHT ON RESALE MDSE LIQUOR #1 STOCK PURCHASES 84.26 LIQ #1 00004928 244272 42377300 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 281.46 LIQ #2 00004928 244273 42171500 5055.6510 LIQUOR LIQUOR #2 STOCK PURCHASES 5.40 FREIGHT #2 00004928 244273 42171500 5055.6550 FREIGHT ON RESALE MDSE LIQUOR #2 STOCK PURCHASES 576.50 1.I0#2 00004928 244274 42367900 5055.6510 LIQUOR LIQUOR #2 STOCK PURCHASES 9.45 FREIGHT #2 00004928 244274 42367900 5055.6550 FREIGHT ON RESALE MDSE LIQUOR #2 STOCK PURCHASES 409.60 LIQ #3 00004928 244275 42171600 5085.6510 LIQUOR LIQUOR #3 STOCK PURCHASES 2.70 FREIGHT #3 00004928 244275 42171600 5085.6550 FREIGHT ON RESALE MDSE LIQUOR #3 STOCK PURCHASES 4,283.21 LIQ #3 00004928 244276 42368000 5085.6510 LIQUOR LIQUOR #3 STOCK PURCHASES 43.88 FREIGHT #3 00004928 244276 42368000 5085.6550 FREIGHT ON RESALE MDSE LIQUOR #3 STOCK PURCHASES 14.46- CMLIQ #1 00004928 244277 42198500 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 15,546.50 3406 4/4/2014 100776 BELLBOY CORPORATION BAR SUPPLY 54.55 NOTAX #1 00005413 244212 89954400 5015.6545 NON - TAXABLE MISC FOR RESALE LIQUOR #1 STOCK PURCHASES 31.50 NOTAX #2 00005413 244213 89924200 5055.6545 NON - TAXABLE MISC FOR RESALE LIQUOR #2 STOCK PURCHASES 51.95 NOTAX #2 00005413 244214 89954500 5055.6545 NON - TAXABLE MISC FOR RESALE LIQUOR #2 STOCK PURCHASES 101.38 TAX #3 00005413 244215 6411800 5085.6540 TAXABLE MISC FOR RESALE LIQUOR #3 STOCK PURCHASES 304.91 NOTAX #3 00005413 244215 6411800 5085.6545 NON- TAXABLE MISC FOR RESALE LIQUOR #3 STOCK PURCHASES 70.50 NOTAX #3 00005413 244216 89954600 5085.6545 NON - TAXABLE MISC FOR RESALE LIQUOR #3 STOCK PURCHASES 614.79 3406 4/4/2014 100072 BRAUN INTERTEC CORPORATION 25.00 COBB LK WTR CHLORIDE ANALYSISJO047796 243809 1400842 5505.6235 CONSULTANT SERVICES STORM DRAIN UTILITY 25.00 3407 4/4/2014 101720 CENTERPOINT ENERGY SERVICES INC 7,837.29 CH NAT GAS FEB 243980 2801492 1060.6256 UTILITIES- NATURAL GAS MUNICIPAL BLDG & GROUNDS MNTC 3,688.62 IA 1 NAT GAS FEB 243981 2801472 5210.6256 UTILITIES - NATURAL GAS ARENA 1 BUILDING MAINTENANCE 1.60- 243981 2801472 5200.2330 DUE TO OTHER GOVERNMENT ARENA FUND BALANCE SHEET 48.20 SWIM NAT GAS FEB 243982 2801112 1940.6256 UTILITIES - NATURAL GAS AQUATIC SWIM CENTER R55CKR2 LOGIS100 CITY OF APPLE VALLEY 4/3/2014 9:06:54 Council Check Register by GL Page - 2 Council Check Register and Summary 2/4/2014 - 4/4/2014 Check # Date Amount Supplier / Explanatio PO # Doc No Inv No Account No Subledge Account Description Business Unit 3407 4/4/2014 101720 CENTERPOINT ENERGY SERVICES INC Continued... 6,815.30 CMF NAT GAS FEB 243983 2801482 1540.6256 UTILITIES- NATURAL GAS CMF BUILDINGS & GROUNDS MNTC 18, 387.81 3408 4/4/2014 100102 COLLEGE CITY BEVERAGE 30.00- CMBEER #1 00000114 244146 12014 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 1,522.95 BEER #1 00000114 244147 9907 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 249.25- CMBEER #1 00000114 244148 10085 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 596.50 BEER #1 00000114 244149 10086 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 11,795.75 BEER #1 00000114 244150 433658 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 59.00- CMBEER #1 00000114 244151 10919 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 57.00 BEER #1 00000114 244152 10920 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 280.00- CMBEER #1 00000114 244153 9976 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 256.00 BEER #1 00000114 244154 9977 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 6,871.55 BEER #1 00000114 244155 433685 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 18.55 TAX #1 00000114 244155 433685 5015.6540 TAXABLE MISC FOR RESALE LIQUOR #1 STOCK PURCHASES 20.00- CMBEER #1 00000,114 244156 10941 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 3,859.10 BEER #1 00000114 244157 433708 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 18.55 TAX #1 00000114 244157 433708 5015.6540 TAXABLE MISC FOR RESALE LIQUOR #1 STOCK PURCHASES 5,162.95 BEER #1 00000114 244158 433732 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 2,442.80 BEER #2 00000114 244159 433666 5055.6530 BEER LIQUOR #2 STOCK PURCHASES 128.00- CMBEER #2 00000114 244160 10083 5055.6530 BEER LIQUOR #2 STOCK PURCHASES 336.00 BEER #2 00000114 244161 10084 5055.6530 BEER LIQUOR #2 STOCK PURCHASES 4,560.35 BEER #2 00000114 244162 433692 5055.6530 BEER LIQUOR #2 STOCK PURCHASES 18.55 TAX #2 00000114 244162 433692 5055.6540 TAXABLE MISC FOR RESALE LIQUOR #2 STOCK PURCHASES 4,174.55 BEER #2 00000114 244163 433715 5055.6530 BEER LIQUOR #2 STOCK PURCHASES 37.10 TAX #2 00000114 244163 433715 5055.6540 TAXABLE MISC FOR RESALE LIQUOR #2 STOCK PURCHASES 1,286.55 BEER #2 00000114 244164 433742 5055.6530 BEER LIQUOR #2 STOCK PURCHASES 2,167.50 BEER #3 00000114 244165 433657 5085.6530 BEER LIQUOR #3 STOCK PURCHASES 17.15- CMTAX #3 00000114 244165 433657 5085.6540 TAXABLE MISC FOR RESALE LIQUOR #3 STOCK PURCHASES 8.00 BEER #3 00000114 244166 433565 5085.6530 BEER LIQUOR #3 STOCK PURCHASES 80.00 BEER #3 00000114 244167 433585 5085.6530 BEER LIQUOR #3 STOCK PURCHASES 445.50- CMBEER #3 00000114 244168 9979 5085.6530 BEER LIQUOR #3 STOCK PURCHASES 360.00 BEER #3, 00000114 244169 9980 5085.6530 BEER LIQUOR #3 STOCK PURCHASES 8,534.21 BEER #3 00000114 244170 433684 5085.6530 BEER LIQUOR #3 STOCK PURCHASES 37.10 TAX #3 00000114 244170 433684 5085.6540 TAXABLE MISC FOR RESALE LIQUOR #3 STOCK PURCHASES 7.00- CMTAX #3 00000114 244170 433684 5085.6540 TAXABLE MISC FOR RESALE LIQUOR #3 STOCK PURCHASES 152.00- CMBEER #3 00000114 244171 10087 5085.6530 BEER LIQUOR #3 STOCK PURCHASES 420.00 BEER #3 00000114 244172 10088 5085.6530 BEER LIQUOR #3 STOCK PURCHASES 565.80- CMBEER #3 00000114 244173 10122 5085.6530 BEER LIQUOR #3 STOCK PURCHASES 660.80 BEER #3 00000114 244174 10123 5085.6530 BEER LIQUOR #3 S' ' URCHASES R55CKR2 L.. _,d100 CITY OF AM ALLEY 413i- 9:06:54 Council Check Register by GL Page - 3 Council Check Register and Summary 2/4/2014 - 4/4/2014 Check # Date Amount Supplier / Ex planation PO # Doc No Inv No Account No Subledge Account Descri 3408 4/4/2014 100102 COLLEGE CITY BEVERAGE Business Unit Continued... 860.31 BEER #3 00000114 244175 433706 5085.6530 BEER LIQUOR #3 STOCK PURCHASES 119.00 BEER #3 00000114 244176 10271 5085.6530 BEER LIQUOR #3 STOCK PURCHASES 90.00- CMBEER #3 00000114 244177 131146 5085.6530 BEER LIQUOR #3 STOCK PURCHASES 2,484.65 BEER #3 00000114 244178 433733 5085.6530 BEER LIQUOR #3 STOCK PURCHASES 17.15 TAX #3 00000114 244178 433733 5085.6540 TAXABLE MISC FOR RESALE LIQUOR 93 STOCK PURCHASES 6,446.02 BEER #1 00000114 244179 131163 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 67.00 BEER #1 00000114 244180 10561 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 84.00 BEER #1 00000114 244181 10571 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 12,189.50 BEER #1 00000114 244182 433782 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 72.00 WINE1 00000114 244182 433782 5015.6520 WINE LIQUOR #1 STOCK PURCHASES 3,200.00- CMBEER #1 00000114 244183 10744 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 2,281.60- CMBEER #1 00000114 244184 10921 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 2,280.00 BEER #1 00000114 244185 10922 5015.6530 BEER "LIQUOR #1 STOCK PURCHASES 119.00 BEER #1 00000114 244186 131183 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 8,044.30 BEER #1 00000114 244187 433798 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 54.65 TAX #1 00000114 244187 433798 5015.6540 TAXABLE MISC FOR RESALE LIQUOR #1 STOCK PURCHASES 869.00 BEER #1 00000114 244188 433807 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 123.50 BEERE 00000114 244189 10801 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 104.60- CMBER #1 00000114 244190 10802 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 2,369.85 BEER #2 00000114 244191 433767 5055.6530 BEER 3,787.30 TAX #2 LIQUOR #2 STOCK PURCHASES 00000114 244192 433784 5055.6540 TAXABLE MISC FOR RESALE LIQUOR #2 STOCK PURCHASES 694.50- CMBEER #2 00000114 244193 10799 5055.6530 BEER 1,912.00 BEER #2 00000114 244194 433811 5055.6530 BEER LIQUOR #2 STOCK PURCHASES 2,297.20 BEER #3 00000114 244195 433759 5085.6530 BEER LIQUOR #2 STOCK PURCHASES 168.00 BEER #3 LIQUOR #3 STOCK PURCHASES 00000114 244196 10570 5085.6530 BEER 2,407.45 BEER #3 LIQUOR #3 STOCK PURCHASES 00000114 244197 433781 5085.6530 BEER 5,317.35 BEER #3 LIQUOR #3 STOCK PURCHASES 00000114 244198 433802 5085.6530 BEER LIQUOR #3 STOCK PURCHASES 99,064.79 1 7.55 TAX #3 00000114 244198 433802 5085.6540 TAXABLE MISC FOR RESALE LIQUOR #3 STOCK PURCHASES 3409 4/4/2014 119448 COMMVAULT SYSTEMS 7,586.88 GALAXY SFTWR STD SUP 3/14 -3/15 00051625 243815 100004676 1030.6249 OTHER CONTRACTUAL SERVICES INFORMATION TECHNOLOGY 7,586.88 3410 414/2014 117768 DRAIN PRO PLUMBING 475.00 OLDCH- SUPPLY /INSTALL 2 TOILETS 243818 38900 2092.6266 REPAIRS - BUILDING 14200 CEDAR AVE -OLD CITY HALL 145. OLDCH- FLAPPER TOILET SRVC CALL 243819 38799 2092.6266 REPAIRS- BUILDING 620.00 14200 CEDAR AVE -OLD CITY HALL 3411 414/2014 100157 FACTORY MOTOR PARTS CO 4/3/2014 9:06:54 CITY OF APPLE VALLEY R55CKR2 LOGIS100 Page" 4 Council Check Register by GL Council Check Register and Summary 2/4/2014 - 4/4/2014 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit Continued... 3411 414/2014 100157 FACTORY MOTOR PARTS CO EQUIPMENT -PARTS POLICE FIELD OPERATIONS /PATROL 38.94 POL -WIPER BLADES 00035181 243984 75117158 1210.6215 EQUIPMENT -PARTS POLICE FIELD OPERATIONS /PATROL 59.91 POL -WIPER BLADES 00035181 243985 75116971 1210.6215 98.85 3412 41412014 120313 FASTENAL COMPANY GENERAL SUPPLIES TRAFFIC SIGNS /SIGNALS /MARKERS 1 8.51 STR -THUMB SCREW 243824 MNLAK99767 1680.6229 18.51 3413 4/412014 100282 G & K SERVICES 00050911 243986 1182150187 1540.6240 CLEANING SERVICE/GARBAGE REMOVCMF BUILDINGS R GROUNDS MNTC 39.52 CMF -RUGS FEB 00050911 243987 1182173019 1540.6240 CLEANING SERVICE/GARBAGE REMOVCMF BUILDINGS &GROUNDS MNTC 39.52 CMF -RUGS FEB 00050911 243988 1182152051 1060.6240 CLEANING SERVICE /GARBAGE REMOVMUNICIPAL BLDG &GROUNDS MNTC 19.20 CH -RUGS FEB 00050911 243989 1182152050 1060.6240 CLEANING SERVICE/GARBAGE REMOVMUNICIPAL BLDG &GROUNDS MNTC 25.92 CH -RUGS FEB 00050911 243990 1182161584 1900.6240 CLEANING SERVICE /GARBAGE REMOVAV COMMUNITY CENTER 16.66 AVCC -RUGS FEB 00050911 243990 1182161584 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET .02- 00050911 243991 1182184510 1900.6240 CLEANING SERVICE /GARBAGE REMOVAV COMMUNITY CENTER 16.66 AVCC -RUGS FEB 00050911 243991 1182184510 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET .02- 00051359 243992 1013156272 5110.6240 CLEANING SERVICE/GARBAGE REMOVGOLF CLUBHOUSE BUILDING 264.52 GOLF -RUGS FEB 00051359 243993 1013156272 5110.6240 CLEANING SERVICE/GARBAGE REMOVGOLF CLUBHOUSE BUILDING 17.22 GOLF -RUGS FEB ING SERVICE /GARBAGE REMOVGOLF CLUBHOUSE BUILDING 336.98 GOLF -RUGS FEB 00051359 243994 1013179131 5110.6240 CLEAN CLEANING SERVICE/GARBAGE REMOVGOLF CLUBHOUSE BUILDING 17.22 GOLF -RUGS FEB 00051359 243995 1013179132 5110.6240 CLEANING SERVICE /GARBAGE REMOVGOLF CLUBHOUSE BUILDING 17.22 GOLF -RUGS FEB 00051359 243996 1013167611 5110.6240 17.22 GOLF -RUGS FEB 00051359 243997 1013144817 5110.6240 CLEANING SERVICE /GARBAGE REMOVGOLF CLUBHOUSE BUILDING BAGE REMOVLIQUOR #3 OPERATIONS 29.16 LIQ3 -RUGS FEB 244309 1182174908 5095.6240 CLEANING SERVICE/GAR 1.88- 244309 1182174908 5000.2330 DUE TO OTHER GOVERNMENT LIQUOR BALANCE SHEET 7.70 LIQ2 -RUGS FEB 244310 1182186404 5065.6240 CLEANING SERVICE /GARBAGE REMOVLIQUOR #2 OPERATIONS 244310 1182186404 5000.2330 DUE TO OTHER GOVERNMENT LIQUOR BALANCE SHEET .50- 5.6240 CLEANING SERVICE /GARBAGE REMOVLIQUOR #1 OPERATIONS 11.88 LIQ1 -RUGS FEB 244311 1182182112 502 .76- 244311 1182182112 5000.2330 DUE TO OTHER GOVERNMENT LIQUOR BALANCE SHEET 873.42 3414 4/412014 103314 INNOVATIVE OFFICE SOLUTIONS POLICE MANAGEMENT 243938 IN0478301 1200.6210 OFFICE SUPPLIES 66.50 POL -USB FLASH DRIVES 243939 IN0478302 1200.6210 OFFICE SUPPLIES POLICE MANAGEMENT 188.30 POL -MISC OFFICE SUPPLIES OFFICE SUPPLIES AV COMMUNITY CENTER 40.87 AVCC -MISC OFFICE SUPPLIES 243940 IN0479424 1900.6210 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET .04- 243940 IN0479424 1000.2330 169.20 FD -MISC OFFICE SUPPLIES 243941 IN0479753 1021.6210 OFFICE SUPPLIES FRONT DESK 243942 IN0479760 1035.6210 OFFICE SUPPLIES FINANCE 23.35 FIN -MISC OFFICE SUPPLIES OFFICE SUPPLIES INSPECTIONS MANAGEMENT 48.68 INSP- POCKET FILE FOLDERS 243943 IN0479760 1400.6210 AV COMMUNI" "LATER 34.37 AVCC -RING BINDER /GLUE 243944 IN0480217 1900.6210 OFFICE SUPPLIES R55CKR2 L, _.0100 CITY OF AP[ LLEY 4/1, 9:06:54 Council Check Register by GL Page - 5 Council Check Register and Summary 21412014 -- 4/4/2014 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 3414 41412014 103314 INNOVATIVE OFFICE SOLUTIONS Continued... .03- 243944 IN0480217 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 89.86 PW -MISC OFFICE SUPPLIES 243945 IN0480286 1500.6210 OFFICE SUPPLIES PW MANAGEMENT 11.72 NR- STAMP, ECON IS RECEIVED 243946 IN0480286 1520.6229 GENERAL SUPPLIES NATURAL RESOURCES 122.12 POL -MISC OFFICE SUPPLIES 243947 IN0480287 1200.6210 OFFICE SUPPLIES POLICE MANAGEMENT 78.71 FIN -MISC OFFICE SUPPLIES 243948 IN0481462 1035.6210 OFFICE SUPPLIES FINANCE 3.25 INSP -INDEX DIVIDERS 243949 IN0481465 1400.6210 OFFICE SUPPLIES INSPECTIONS MANAGEMENT 18.64 FIN -MISC OFFICE SUPPLIES 243950 IN0485358 1035.6210 OFFICE SUPPLIES FINANCE 21.75 FIN- COLORED PAPER 243951 IN0485359 1035.6210 OFFICE SUPPLIES FINANCE 44.32 GOLF -MISC OFFICE SUPPLIES 243952 IN0487083 5120.6210 OFFICE SUPPLIES GOLF KITCHEN 85.36 GOLF -MISC GENERAL SUPPLIES 243953 IN0487083 5120.6229 GENERAL SUPPLIES GOLF KITCHEN 19.14- AVCC -RING BINDER CREDIT 243954 SCN019893 1900.6210 OFFICE SUPPLIES AV COMMUNITY CENTER .02 243954 SCN019893 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 1,027.81 3415 41412014 102771 MEMPHIS NET & TWINE 1,493.43 PK- SOCCER NETS 00051630 243973 113793 1715.6229 GENERALSUPPLIES PARKATHLETIC FIELD MAINTENANC 96.07- 00051630 243973 113793 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 1,397.36 3416 4/4/2014 100326 MN RECREATION & PARK ASSOC 100.00 IA JOB POSTING -ARENA MANAGER 00073730 243968 8042 1700.6239 PRINTING PARK & RECREATION MANAGEMENT 100.00 3417 4/4/2014 103014 PADGETT; MARCIE D 84.21 REC -ADULT PAINT CLASS SUPPLIES 243998 1845.6229 GENERAL SUPPLIES REC SELF SUPPORT PROG GENERAL 5.42- 243998 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 35.00 REC- GARDENING CLASS 243999 1840.6249 OTHER CONTRACTUAL SERVICES REC TEEN PROGRAMS 16.15 REC- PRESCHOOL SUPPLIES 244000 1875.6229 GENERAL SUPPLIES REC PRESCHOOL PROGRAMS 129.94 3418 4/4/2014 121942 SPRINT 239.94 POL WIRELESS DATA LINE -MARCH 00047541 244025 254688814076 1205.6237 TELEPHONE /PAGERS POLICE RECORDS UNIT 83.94- POL SALES CONCESSION ADJ- MARQm047541 244025 254688814076 1205.6237 TELEPHONE /PAGERS POLICE RECORDS UNIT 223.71 FIRE MOBILE PHONE MAR 244316 691466414090 1300.6237 TELEPHONE /PAGERS FIRE MANAGEMENT 379.71 3419 41412014 118481 STONEBROOKE EQUIPMENT 89 4.83 UTIL - WELDMENTA -FRAME 810 #406 243851 30639 5345.6215 EQUIPMENT -PARTS WATER EQUIP/VEHICLE /MISC MNTC 894.83 R55CKR2 LOGIS100 CITY OF APPLE VALLEY 4/3/2014 9:06:54 Council Check Register by GL Page - 6 Council Check Register and Summary 2/4/2014 - 4/4/2014 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 3420 4/4/2014 101226 STREAMLINE DESIGN INC Continued... 127.32 REC -VB LEAGUE CHAMPION SHIRTS 243852 34046 1860.6229 GENERAL SUPPLIES REC VOLLEYBALL 263.12 REC -VB LEAGUE CHAMPION SHIRTS 243853 34045 1860.6229 GENERAL SUPPLIES REC VOLLEYBALL 240.40 REC -VB LEAGUE CHAMPION SHIRTS 243854 34047 1860.6229 GENERAL SUPPLIES REC VOLLEYBALL 630.84 3421 4/4/2014 100486 TWIN CITY GARAGE DOOR CO 345.00 CMF- REPLACED MAG SWITCH 243858 410769 1540.6266 REPAIRS - BUILDING CMF BUILDINGS & GROUNDS MNTC 40 6.50 CMF -REPL ROLLER IN NORTH DOOR 243859 410318 1540.6266 REPAIRS- BUILDING CMF BUILDINGS & GROUNDS MNTC 751.50 3422 4/412014 100496 VAN PAPER CO 253.78 BAGS #1 00008795 244208 305163 5025.6229 GENERAL SUPPLIES LIQUOR #1 OPERATIONS 2.54- DISCT #1 00008795 244208 305163 5025.6333 GENERAL -CASH DISCOUNTS LIQUOR #1 OPERATIONS 79.77 BAGS #3 00008795 244209 305173 5095.6229 GENERAL SUPPLIES LIQUOR #3 OPERATIONS .80- DISCT #3 00008795 244209 305173 5095.6333 GENERAL -CASH DISCOUNTS LIQUOR #3 OPERATIONS 53.18 BAGS #2 00008795 244210 305809 5065.6229 GENERAL SUPPLIES LIQUOR #2 OPERATIONS .53- DISCT #2 00008795 244210 305809 5065.6333 GENERAL -CASH DISCOUNTS LIQUOR #2 OPERATIONS 14.46- CMBAGS #3 00008795 244211 304269 5095.6229 GENERAL SUPPLIES LIQUOR #3 OPERATIONS 368.40 3423 4/412014 100498 VIKING INDUSTRIAL CENTER 150.00 BATTERY PACK, 02 /GAS DETECTOF00035251 243862 3011167 5380.6215 EQUIPMENT -PARTS SEWER LIFT STN REPAIR & MNTC 150.00 3424 4/4/2014 100363 XCEL ENERGY 77.73 POL GUN RANGE ELECTRIC 244030 405892438 1255.6255 UTILITIES- ELECTRIC POLICE GUN RANGE 77.73 3425 4/4/2014 100528 ZIEGLER INC 48.86 STR- FREIGHT 00035447 244007 PC001546618 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 57.06 STR -OIL 00035447 244008 PC001546617 1630.6212 MOTOR FUELS /OILS STREET EQUIPMENT MAINTENANCE 1,564.84 STR -PIN #352 00035447 244009 PC001546068 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 1,112.00 STR -ROD #352 00035447 244010 PC001546068 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 12.78 STR -BOLT, LOCKNUT #303 00035447 244011 PC001545829 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 2,795.54 256565 4/2/2014 125174 ARTISAN BEER COMPANY 248.00 BEER #1 00047806 244204 45042 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 214.75 BEER #1 00047806 244205 45737 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 131.00 BEER #2 00047806 244206 45041 5055.6530 BEER LIQUOR #2 ST PURCHASES R55CKR2 LOUIS100 CITY OF APF. ALLEY 4/1. 9:06:54 Council Check Register by GL Page- 7 Council Check Register and Summary 2/4/2014 - 4/4/2014 Check # Date Amount Su / Explanation PO # Doc No Inv No Account No Subledge Account Description Business Unit 256565 412/2014 125174 ARTISAN BEER COMPANY Continued... 305.00 BEER #3 00047806 244207 45043 5085.6530 BEER LIQUOR #3 STOCK PURCHASES - 898.75 256566 4/2/2014 144088 INDEED BREWING CO 160.00 BEER #1 00051420 244199 17685 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 466.00 BEER #1 00051420 244200 17909 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 151.00 BEER #2 00051420 244201 17742 5055.6530 BEER LIQUOR #2 STOCK PURCHASES 274.00 BEER #3 00051420 244202 17612 5085,6530 BEER LIQUOR #3 STOCK PURCHASES 256.00 BEER #3 00051420 244203 17918 5085.6530 BEER LIQUOR #3 STOCK PURCHASES 1,307.00 256567 4/2/2014 100524 SOUTHERN WINE & SPIRITS OF MN LLC 34.24 LIQ #1 00050756 244223 1131097 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 3,775.07 LIQ #1 00050756 244224 1140304 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 3,823.08 LIQ #1 00050756 244225 1142573 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 14,057.39 LIQ #1 00050756 244226 1144951 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 4,465.82 LIQ #1 00050756 244227 1144952 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 2,230.00 WINE #1 00050756 244228 1137917 5015.6520 WINE LIQUOR #1 STOCK PURCHASES 1,173.00 WINE #1 00050756 244229 1137918 5015.6520 WINE LIQUOR #1 STOCK PURCHASES 132.00 WINE #1 00050756 244230 1140303 5015.6520 WINE LIQUOR #1 STOCK PURCHASES 1,260.00 WINE #1 00050756 244231 1142574 5015,6520 WINE LIQUOR #1 STOCK PURCHASES 224.00 WINE #1 00050756 244232 1142575 5015.6520 WINE LIQUOR #1 STOCK PURCHASES 2,328.00 WINE #1 00050756 244233 1142576 5015.6520 VINE LIQUOR #1 STOCK PURCHASES 304.00 WINE #1 00050756 244234 1144950 5015.6520 WINE LIQUOR #1 STOCK PURCHASES 80.66- CMLIQ #1 00050756 244235 9029288 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 153.00- CMLIQ #1 00050756 244236 9031469 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 75.00 TAX #2 00050756 244237 1140306 5055.6540 TAXABLE MISC FOR RESALE LIQUOR #2 STOCK PURCHASES 30.07 NOTAX #2 00050756 244238 1140306 5055.6545 NON- TAXABLE MISC FOR RESALE LIQUOR #2 STOCK PURCHASES 1,576.31 LIQ #2 00050756 244239 1140305 5055.6510 LIQUOR LIQUOR #2 STOCK PURCHASES 372.04 LIQ #2 00050756 244240 1142577 5055.6510 LIQUOR LIQUOR #2 STOCK PURCHASES 5,141.13 LIQ #2 00050756 244241 1144955 5055.6510 LIQUOR LIQUOR #2 STOCK PURCHASES 376.00 WINE #2 00050756 244242 1137921 5055.6520 WINE LIQUOR #2 STOCK PURCHASES 256.00 WINE #2 00050756 244243 1137920 5055.6520 WINE LIQUOR #2 STOCK PURCHASES 2,785.30 WINE #2 00050756 244244 1142578 5055.6520 WINE LIQUOR #2 STOCK PURCHASES 830.00 WINE #2 00050756 244245 1142579 5055.6520 WINE LIQUOR #2 STOCK PURCHASES 96.00 WINE #2 00050756 244246 1144956 5055.6520 WINE LIQUOR #2 STOCK PURCHASES 78.00- CMWINE #2 00050756 244247 9030227 5055.6520 WINE LIQUOR #2 STOCK PURCHASES 86.62- CMLIQ #2 2013 00050756 244248 9019971 5055.6510 LIQUOR LIQUOR #2 STOCK PURCHASES 57.50- CMWINE #2 2013 00050756 244249 9006288 5055.6520 WINE LIQUOR #2 STOCK PURCHASES 72.81 NOTAX #3 00050756 244250 1140332 5085.6545 NON - TAXABLE MISC FOR RESALE LIQUOR #3 STOCK PURCHASES R55CKR2 LOGIS100 CITY OF APPLE VALLEY 4/3/2014 9:06:54 Council Check Register by GL Page - 8 Council Check Register and Summary 214/2014 - 4/4/2014 Check # Date Amount Supplier/ Explana PO # Doc No Inv No Account No Subledger Account Description Business Unit 256567 4/2/2014 100524 SOUTHERN WINE & SPIRITS OF MN LLC Continued... 42.52 NOTAX #3 00050756 244251 1144987 5085.6545 NON- TAXABLE MISC FOR RESALE LIQUOR #3 STOCK PURCHASES 784.70 LIQ #3 00050756 244252 1137949 5085.6510 LIQUOR LIQUOR #3 STOCK PURCHASES 2,350.87 LIQ #3 00050756 244253 1140331 5085.6510 LIQUOR LIQUOR #3 STOCK PURCHASES 1,871.97 LIQ #3 00050756 244254 1142601 5085.6510 LIQUOR LIQUOR #3 STOCK PURCHASES 125.99 LIQ #3 00050756 244255 1142602 5085.6510 LIQUOR LIQUOR #3 STOCK PURCHASES 2,297.00 WINE #3 00050756 244256 1142602 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 6,448.90 LIQ #3 00050756 244257 1144984 5085.6510 LIQUOR LIQUOR #3 STOCK PURCHASES 476.98 LIQ #3 00050756 244258 1144985 5085.6510 LIQUOR LIQUOR 93 STOCK PURCHASES 332.00 WINE #3 00050756 244259 1137946 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 560.00 WINE #3 00050756 244260 1137947 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 184.32 WINE #3 00050756 244261 1137948 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 635.00 WINE #3 00050756 244262 1142603 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 2,706.25 WINE #3 00050756 244263 1142604 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 1,332.00 WINE #3 00050756 244264 1144986 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 184.98 LIQ #3 PAYBACK CREDIT 2013 00050756 244265 9020659 5085.6510 LIQUOR LIQUOR #3 STOCK PURCHASES 68.77- CMLIQ #3 2013 00050756 244266 9002663 5085.6510 LIQUOR LIQUOR #3 STOCK PURCHASES 20.00- CMWINE #3 2013 00050756 244267 9005862 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 82.50- CMWINE #3 2013 00050756 244268 9006293 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 95.00- CMWINE #3 2013 00050756 244269 9006294 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 65,028.69 256568 412/2014 100521 WINE MERCHANTS 2,010.57 WINE #1 00022992 244217 495654 5015.6520 WINE LIQUOR #1 STOCK PURCHASES 149.00 WINE #1 00022992 244218 496574 5015.6520 WINE LIQUOR #1 STOCK PURCHASES 256.00 WINE #2 00022992 244219 495656 5055.6520 WINE LIQUOR #2 STOCK PURCHASES 212.00 WINE #2 00022992 244220 495657 5055.6520 WINE LIQUOR #2 STOCK PURCHASES 1,424.00 WINE #3 00022992 244221 495653 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 726.50 WINE #3 00022992 244222 495658 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 4,778.07 256569 4/2/2014 100152 WIRTZ BEVERAGE MINNESOTA WINE & SPIRITS 3,026.25 WINE #1 00001930 244300 1080153962 5015.6520 WINE LIQUOR #1 STOCK PURCHASES 89.70 FREIGHT #1 00001930 244300 1060153962 5015.6550 FREIGHT ON RESALE MDSE LIQUOR #1 STOCK PURCHASES 1,558.00 WINE #1 00001930 244301 1080157015 5015.6520 WINE LIQUOR #1 STOCK PURCHASES 25.30 FREIGHT #1 00001930 244301 1080157015 5015.6550 FREIGHT ON RESALE MDSE LIQUOR #1 STOCK PURCHASES 152.00 WINE #1 00001930 244302 1080159662 5015.6520 WINE LIQUOR #1 STOCK PURCHASES 1.15 FREIGHT #1 00001930 244302 1080159662 5015.6550 FREIGHT ON RESALE MDSE LIQUOR #1 STOCK PURCHASES 708.00 WINE #2 00001930 244303 1080156962 5055.6520 WINE LIQUOR #2 STOCK PURCHASES 6.90 FREIGHT #2 00001930 244303 1080156962 5055.6550 FREIGHT ON RESALE MDSE LIQUOR #2 STOCK PURCHASES 128.00 WINE #2 00001930 244304 1080159659 5055.6520 WINE LIQUOR #2 S PURCHASES R55CKR2 L(wiS100 CITY OF API' NLLEY 4/3/. 9:06:54 Council Check Register by GL Page - 9 Council Check Register and Summary 2/4/2014 - 4/4/2014 Check # Date Amount Su / Explanation PO # Doc No Inv No Account No Subledge Account Description Business Unit 256569 412/2014 100152 WIRTZ BEVERAGE MINNESOTA WINE & SPIRITS Continued... 1.15 FREIGHT #2 00001930 244304 1080159659 5055.6550 FREIGHT ON RESALE MDSE LIQUOR #2 STOCK PURCHASES 416.00 WINE #3 00001930 244305 1080153825 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 5.75 FREIGHT #3 00001930 244305 1080153825 5085.6550 FREIGHT ON RESALE MDSE LIQUOR #3 STOCK PURCHASES 56.00 WINE 93 00001930 244306 1080156897 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 1,388.00 WINE #3 00001930 244307 1080156899 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 24.15 FREIGHT #3 00001930 244307 1080156899 5085.6550 FREIGHT ON RESALE MDSE LIQUOR #3 STOCK PURCHASES 1,152.00 WINE #3 00001930 244308 1080159535 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 8.0 FREIGHT #3 00001930 244308 1080159535 5085.6550 FREIGHT ON RESALE MDSE LIQUOR #3 STOCK PURCHASES 8,746.40 256570 4/2/2014 100219 WIRTZ BEVERAGE MINNESOTA WINE & SPIRITS 346.66 LIQ #1 00000105 244278 1080153961 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 2.30 FREIGHT #1 00000105 244278 1080153961 5015.6550 FREIGHT ON RESALE MDSE LIQUOR #1 STOCK PURCHASES 9,416.37 LIQ #1 00000105 244279 1080153963 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 40.40 TAX #1 00000105 244279 1080153963 5015.6540 TAXABLE MISC FOR RESALE LIQUOR #1 STOCK PURCHASES 80.88 FREIGHT #1 00000105 244279 1080153963 5015.6550 FREIGHT ON RESALE MDSE LIQUOR #1 STOCK PURCHASES 315.23 LIQ #1 00000105 244280 1080154466 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 3.45 FREIGHT #1 00000105 244280 1080154466 5015.6550 FREIGHT ON RESALE MDSE LIQUOR #1 STOCK PURCHASES 3,407.64 LIQ #1 00000105 244281 1080157014 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 29.04 FREIGHT #1 00000105 244281 1080157014 5015.6550 FREIGHT ON RESALE MDSE LIQUOR #1 STOCK PURCHASES 164.25 LIQ #1 00000105 244282 1080157016 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES .29 FREIGHT #1 00000105 244282 1080157016 5015.6550 FREIGHT ON RESALE MDSE LIQUOR #1 STOCK PURCHASES 1,240.33 LIQ #1 00000105 244283 1080159661 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 8.05 FREIGHT #1 00000105 244283 1080159661 5015.6550 FREIGHT ON RESALE MDSE LIQUOR #1 STOCK PURCHASES 4,335.51 LIQ #1 00000105 244284 1080159663 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 60.71 TAX #1 00000105 244284 1080159663 5015.6540 TAXABLE MISC FOR RESALE LIQUOR #1 STOCK PURCHASES 107.01 NOTAX #1 00000105 244284 1080159663 5015.6545 NON- TAXABLE MISC FOR RESALE LIQUOR #1 STOCK PURCHASES 46.87 FREIGHT #1 00000105 244284 1080159663 5015.6550 FREIGHT ON RESALE MDSE LIQUOR #1 STOCK PURCHASES 3,143.59 LIQ #2 00000105 244285 1080153959 5055.6510 LIQUOR LIQUOR #2 STOCK PURCHASES 26.45 FREIGHT #2 00000105 244285 1080153959 5055.6550 FREIGHT ON RESALE MDSE LIQUOR #2 STOCK PURCHASES 611.46 LIQ #2 00000105 244286 1080156961 5055.6510 LIQUOR LIQUOR #2 STOCK PURCHASES 6.90 FREIGHT #2 00000105 244286 1080156961 5055.6550 FREIGHT ON RESALE MDSE LIQUOR #2 STOCK PURCHASES 1,232.81 LIQ #2 00000105 244287 1080159658 5055.6510 LIQUOR LIQUOR #2 STOCK PURCHASES 33.62 TAX #2 00000105 244287 1080159658 5055.6540 TAXABLE MISC FOR RESALE LIQUOR #2 STOCK PURCHASES 110.15 NOTAX #2 00000105 244287 1080159658 5055.6545 NON- TAXABLE MISC FOR RESALE LIQUOR #2 STOCK PURCHASES 14.95 FREIGHT #2 00000105 244287 1080159658 5055.6550 FREIGHT ON RESALE MDSE LIQUOR #2 STOCK PURCHASES 1,985.90 LIQ #3 00000105 244288 1080156898 5085.6510 LIQUOR LIQUOR #3 STOCK PURCHASES 36.00 TAX #3 00000105 244288 1080156898 5085.6540 TAXABLE MISC FOR RESALE LIQUOR #3 STOCK PURCHASES 13.80 FREIGHT #3 00000105 244288 1080156898 5085.6550 FREIGHT ON RESALE MDSE LIQUOR #3 STOCK PURCHASES 5,342.46 LIQ 93 00000105 244289 1080153824 5085.6510 LIQUOR LIQUOR #3 STOCK PURCHASES R55CKR2 LOGIS100 CITY OF APPLE VALLEY 4/3/2014 9:06:54 Council Check Register by GL Page - 10 Council Check Register and Summary 2/4/2014 - 4/4/2014 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 256570 4/2/2014 100219 WIRTZ BEVERAGE MINNESOTA WINE & SPIRITS . Continued... 42.74 FREIGHT #3 00000105 244289 1080153824 5085.6550 FREIGHT ON RESALE MDSE LIQUOR #3 STOCK PURCHASES 554.24 LIQ #3 00000105 244290 1080154465 5085.6510 LIQUOR LIQUOR #3 STOCK PURCHASES 4.60 FREIGHT #3 00000105 244290 1080154465 5085.6550 FREIGHT ON RESALE MDSE LIQUOR #3 STOCK PURCHASES 3,653.15 LIQ #3 00000105 244291 1080159534 5085.6510 LIQUOR LIQUOR #3 STOCK PURCHASES 59.13 NOTAX #3 00000105 244291 1080159534 5085.6545 NON - TAXABLE MISC FOR RESALE LIQUOR #3 STOCK PURCHASES 31.15 FREIGHT #3 00000105 244291 1080159534 5085.6550 FREIGHT ON RESALE MDSE LIQUOR #3 STOCK PURCHASES 405.80 LIQ #3 00000105 244292 1080159536 5085.6510 LIQUOR LIQUOR #3 STOCK PURCHASES 1.15 FREIGHT #3 00000105 244292 1080159536 5085.6550 FREIGHT ON RESALE MDSE LIQUOR #3 STOCK PURCHASES 22.45- CMLIQ #1 00000105 244293 R08008942 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 38.58- CMLIQ #1 00000105 244294 R08009217 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 18.86- CMLIQ #1 00000105 244295 2080035204 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 16.86- CMLIQ #1 ENTERED IN 2013 00000105 244296 2080035205 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 18.86- CMLIQ #1 ENTERED IN 2013 00000105 244297 2080035207 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 18.86- CMLIQ #1 ENTERED IN 2013 00000105 244298 2080035213 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 18.86- CMLIQ #1 ENTERED IN 2013 00000105 244299 2080035219 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 36,759.71 256571 412/2014 102026 ENDRES, MICHAEL J 99.00 PK -BOOTS 243955 20140324 1710.6281 UNIFORM /CLOTHING ALLOWANCE PARK MAINTENANCE MANAGEMENT 99.00 256572 4/2/2014 101254 HAMANN- ROLAND, MARY 100.00 MN MAYORS CONF SUBS - HAMANN -ROL 243842 20140402 1005.6278 SUBSISTENCE ALLOWANCE MAYOR /CITY COUNCIL 100.00 256573 4/2/2014 101371 LAWELL, MICHAEL T 70.79 CNCL -FOOD FOR MAYOR /MGR MTGS 243958 20140321 1005.6275 SCHOOLS /CONFERENCES /EXP LOCAL MAYOR /CITY COUNCIL 7.50 ADM - PARKING LEGISLATIVE CONF 243958 20140321 1010.6275 SCHOOLS /CONFERENCES /EXP LOCAL ADMINISTRATION 78.29 256574 4/2/2014 116502 3 GUYS SEWING 198.95 POL -T SHIRTS FOR TEEN ACADEM`00074301 243966 1173 1275.6229 GENERAL SUPPLIES POL COMMUN OUTREACH /CRIME PRE\ 198.95 256575 4/2/2014 144459 ADVANCED IMAGING SOLUTIONS 45.57 GOLF COPIER MAINT 244022 INV45169 5105.6265 REPAIRS- EQUIPMENT GOLF MANAGEMENT 45.57 256576 412/2014 144656 AMERESCO, INC. 108,846.00 ENERGY EFFICIENCY #8 244312 22100 4932.6810 2012154G CONSTRUCTION IN PROGRESS FUTURE CAP' 'ROJECTS R55CKR2 Lam_ 6100 CITY OF APF ALLEY 4/3, 9:06:54 Council Check Register by GL Page - 11 Council Check Register and Summary 2/4/2014 - 4/4/2014 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledge Account Description Business Unit 256576 4/2/2014 144656 AMERESCO, INC. Continued... 108,846.00 256577 4/212014 100018 AMERICAN PLANNING ASSN 260.00 2014 APA MEMB DUES -K BODMER 244050 874251422 1100.6280 DUES & SUBSCRIPTIONS DEV MANAGEMENT 50.00 2014 MN APA MEMB DUES -K BODMER 244050 874251422 1100.6280 DUES & SUBSCRIPTIONS DEV MANAGEMENT 145.00 2014 AICP MEMB DUES -K BODMER 244050 874251422 1100.6280 DUES & SUBSCRIPTIONS DEV MANAGEMENT 455.00 256578 4/2/2014 100958 ANCOM COMMUNICATIONS INC 118.50 BATTERIES FOR 2 -WAY RADIO 243977 43761 1630.6229 GENERAL SUPPLIES STREET EQUIPMENT MAINTENANCE 118.50 BATTERIES FOR 2 -WAY RADIO 243977 43761 1765.6229 GENERAL SUPPLIES PARK EQUIPMENT MAINTENANCE 237.00 256579 4/2/2014 127073 APPLE VALLEY SENIORS 993.00 CREDIT CARD REIMB -MARCH 244052 20140401 1001.4359 REC SENIOR REVENUE - REIMB GENERAL FUND REVENUE 993.00 256580 4/2/2014 100747 ARAMARK UNIFORM SERVICES INC 30.49 SHOP - UNIFORM RENT MAR 00046863 244053 6297955926 1530.6281 UNIFORM /CLOTHING ALLOWANCE CMF SHOP EQUIP MNTC & REPAIR 1.96 SHOP -SALES TAX ADJ 00046863 244053 6297955926 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 1.96- SHOP -SALES TAX ADJ 00046863 244053 6297955926 1530.6281 UNIFORM /CLOTHING ALLOWANCE CMF SHOP EQUIP MNTC & REPAIR 30.49 STR - UNIFORM RENT MAR 00046863 244053 6297955926 1600.6281 UNIFORM /CLOTHING ALLOWANCE STREET MANAGEMENT 1.96 STR -SALES TAX ADJ 00046863 244053 6297955926 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 1.96- STR -SALES TAX ADJ 00046863 244053 6297955926 1600.6281 UNIFORM /CLOTHING ALLOWANCE STREET MANAGEMENT 30.49 PK- UNIFORM RENT MAR 00046863 244053 6297955926 1710.6281 UNIFORM /CLOTHING ALLOWANCE PARK MAINTENANCE MANAGEMENT 1.96 PK -SALES TAX ADJ 00046863 244053 6297955926 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 1.96- PK -SALES TAX ADJ 00046863 244053 6297955926 1710.6281 UNIFORM /CLOTHING ALLOWANCE PARK MAINTENANCE MANAGEMENT 30.50 UTIL- UNIFORM RENT MAR 00046863 244053 6297955926 5305.6281 UNIFORM /CLOTHING ALLOWANCE WATER MGMT /REPORT /DATA ENTRY 1.96 UTIL -SALES TAX ADJ 00046863 244053 6297955926 5300.2330 DUE TO OTHER GOVERNMENT WATER & SEWER FUND BAL SHEET 1.96- UTIL -SALES TAX ADJ 00046863 244053 6297955926 5305.6281 UNIFORM /CLOTHING ALLOWANCE WATER MGMT /REPORT /DATA ENTRY 121.97 256581 4/2/2014 137361 ARCMATE MANUFACTURING CORP 388.06 EZ REACHERS 00051627 243957 INV020747 1710.6211 SMALL TOOLS & EQUIPMENT PARK MAINTENANCE MANAGEMENT 114.46 EZ REACHERS 00051627 243957 INV020747 1610.6211 SMALL TOOLS & EQUIPMENT STREET /BOULEVARD REPAIR & MNTC 502.52 256582 4/2/2014 109954 BERRY COFFEE COMPANY 263.25 CH- BEVERAGES FOR MTGS 00041013 243978 1162285 1060.6229 GENERAL SUPPLIES MUNICIPAL BLDG & GROUNDS MNTC 263.25 R55CKR2 LOGIS100 CITY OF APPLE VALLEY 4/3/2014 9:06:54 Council Check Register by GL Page - 12 Council Check Register and Summary 2/4/2014 - 4/4/2014 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 266582 4/212014 109954 BERRY COFFEE COMPANY Continued... 256583 4/2/2014 101344 CIT GROUP, THE 315.00 GOLF CLOTHING 244046 70140058 5115.6413 GOLF - CAPS /HATS /CLOTHING GOLF PRO SHOP 15.19 GOLF FREIGHT 244046 70140058 5115.6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SHOP 571.32 GOLF CLOTHING 244047 70140059 5115.6413 GOLF- CAPS /HATS /CLOTHING GOLF PRO SHOP 24.50 GOLF FREIGHT 244047 70140059 5115.6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SHOP 1,760.80 GOLF CLOTHING 244048 70140060 5115.6413 GOLF - CAPS /HATS /CLOTHING GOLF PRO SHOP 44.98 GOLF FREIGHT 244048 70140060 5115.6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SHOP 2,012.61 GOLF CLOTHING 244049 70140079 5115.6413 GOLF- CAPS /HATS /CLOTHING GOLF PRO SHOP 67.78 GOLF FREIGHT 244049 70140079 5115.6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SHOP Supplier 100677 GREG NORMAN DIVISION 4,832.18 256584 41212014 100096 CITY WIDE WINDOW SERVICES 26.72 LIQ #1 WINDOW CLEANING 00035305 243810 545285 5025.6240 CLEANING SERVICE /GARBAGE REMOVLIQUOR #1 OPERATIONS 20.31 LIQ #2 WINDOW CLEANING 00035305 243811 545873 5065.6240 CLEANING SERVICE/GARBAGE REMOVLIQUOR #2 OPERATIONS 32.06 LIQ #3 WINDOW CLEANING 00035305 243812 546156 5095.6240 CLEANING SERVICE /GARBAGE REMOVLIQUOR #3 OPERATIONS 79.09 256585 4/212014 139352 CLARK, KATHLEEN 567.00 HCSC -YOGA SESSION INSTRUCTION 243813 20140306 1920.6249 OTHER CONTRACTUAL SERVICES SENIOR CENTER 567.00 256586 4/2/2014 101119 CLEVELAND GOLF 540.00 GOLF WEDGES 00051405 244035 3969274SO 5115.6414 GOLF -CLUBS GOLF PRO SHOP 10.65 GOLF FREIGHT 00051405 244035 3969274SO 5115.6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SHOP 135.00 GOLF WEDGES 00051405 244036 3968136SO 5115.6414 GOLF -CLUBS GOLF PRO SHOP 9.78 GOLF FREIGHT 00051405 244036 3968136SO 5115:6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SHOP 90.00 GOLF BAGS 00051377 244037 4196678SO 5115.6411 GOLF -BAGS & UMBRELLAS GOLF PRO SHOP 39.24 GOLF FREIGHT 00051377 244037 4196678SO 5115.6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SHOP 726.75 GOLF CLUBS 00051377 244038 4198491SO 5115.6414 GOLF -CLUBS GOLF PRO SHOP 15.99 GOLF FREIGHT 00051377 244038 4198491SO 5115.6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SHOP 188.97- GOLF CREDIT CLUBS 00051377 244039 3740251 5115.6414 GOLF -CLUBS GOLF PRO SHOP 765.44- GOLF CREDIT CLUBS 00051377 244040 3943876 5115.6414 GOLF -CLUBS GOLF PRO SHOP 316.20 GOLF CREDIT BALLS 00051377 244041 49874 5115.6412 GOLF -BALLS GOLF PRO SHOP 296.80 256587 4/2/2014 131976 CLICGEAR USA 652.00 GOLF PUSH CARTS 244024 65633100 5115.6418 GOLF -PRO SHOP OTHER GOLF PRO SHOP 50.00 GOLF FREIGHT 244024 65633100 5115.6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SF R55CKR2 LGotS100 CITY OF APF ALLEY 4/3; 9:06:54 Council Check Register by GL Page - 13 Council Check Register and Summary 2/4/2014 - 4/4/2014 Check # Date Amount Supplier/ Explanatio PO # Doc No Inv No Account No Subledger Account Description Business Unit 256587 4/2/2014 131976 CLICGEAR USA Continued... 702.00 256588 4/2/2014 130950 COLD SPRING MEMORIAL GROUP 19 0.80 NICHE PLAQUE -ADAM JAMES DAVIS)0040685 243814 1673276A 5605.6325 COLUMBARIUM CEMETERY 190.80 256689 4/2/2014 142662 CONVENTION & VISITORS BUREAU 3,371.20 LODGING TAX -FEB 2014 243979 20140402 7005.6319 REIMBURSEMENT OF REV COLL FOR LODGING TAX 3,371.20 256590 412/2014 140474 CORNER MARKING CO 19.77 NAME PLATE FOR BOYD MONTGOMERY8648 243962 86822 1700.6229 GENERAL SUPPLIES PARK & RECREATION MANAGEMENT 1.27- REC -USE TAX ADJUST 00068648 243962 86822 1700.6229 GENERAL SUPPLIES PARK & RECREATION MANAGEMENT 1.27 REC -USE TAX ADJUST 00068648 243962 86822 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 32.50 NAME PLATES -K GUPTA, N HAMMILD0068647 243963 86871 1700.6229 GENERAL SUPPLIES PARK & RECREATION MANAGEMENT 52.27 256591 4/2/2014 100139 DAKOTA COUNTY LICENSE CENTER 22.00 POL REGISTER #32 & 45 244032 20140402 1210.6215 EQUIPMENT -PARTS POLICE FIELD OPERATIONS /PATROL 22.00 266592 4/2/2014 100128 DAKOTA ELECTRIC ASSOCIATION 41.13 GALAXIE /FOUNDER LN SPRINKLER 243961 202416 1610.6255 UTILITIES- ELECTRIC STREET /BOULEVARD REPAIR & MNTC 1,295.58 GOLF CLUBHOUSE 243961 202416 5110.6255 UTILITIES - ELECTRIC GOLF CLUBHOUSE BUILDING 259.77 GOLF MAINTENANCE BLDG 243961 202416 5145.6255 UTILITIES- ELECTRIC GOLF SHOP BUILDING MAINTENANCE 242.24 QUARRY POINT WATER TOWER 243961 202416 5320.6255 UTILITIES - ELECTRIC WATER WELUBOOSTER STN MNT /RPR 32.16 VALLEYWOOD RESERVOIR 243961 202416 5320.6255 UTILITIES- ELECTRfC WATER WELUBOOSTER STN MNT /RPR 44.81 LIFT STN STRM SWR GALAXIE 243961 202416 5505.6255 UTILITIES- ELECTRIC STORM DRAIN UTILITY 885.54 STREET LIGHTS 243961 202416 5805.6545 NON - TAXABLE MISC FOR. RESALE STREET LIGHT UTILITY FUND 2,801.23 256593 4/2/2014 145316 DELMAR COMPANY 235.14 RPR CRACK - JETTER WTR TANK #402 243816 37444 5390.6265 REPAIRS - EQUIPMENT SWR EQUIPNEHICLE MISC MNTC /RP 15.64- UTIL -USE TAX ADJUST 243816 37444 5390.6265 REPAIRS- EQUIPMENT SWR EQUIPNEHICLE MISC MNTC /RP 15.64 UTIL -USE TAX ADJUST 243816 37444 5300.2330 DUE TO OTHER GOVERNMENT WATER & SEWER FUND BAL SHEET 235.14 256594 4/2/2014 100777 DEX MEDIA EAST LLC 23.00 GOLF MPLS AD -MARCH 00050143 244026 20140303 5115.6239 PRINTING GOLF PRO SHOP 23.00 R55CKR2 LOGIS100 CITY OF APPLE VALLEY 4/3/2014 9:06:54 Council Check Register by GL Page- 14 Council Check Register and Summary 2/4/2014 - 4/4/2014 Che # Date Amount Supplier / Ex planation PO # Doc No Inv No Account No Subledge Account Description Business Unit 256594 4/2/2014 100777 DEX MEDIA EAST LLC Continued... 256595 41212014 100434 DOUGHERTY MOLENDA SOLFEST HILLS & BAUER 24,621.00 POL LEGAL SERVICE -APRIL 244033 66112720414 1055.6231 LEGAL SERVICES LEGAL PROSECUTING ATTORNEY 12,700.00 GEN LEGAL SERVICE -APRIL 244034 66112730414 1050.6231 LEGAL SERVICES LEGAL GENERAL SERVICES 37,321.00 256596 4/2/2014 100148 DPC INDUSTRIES INC 413.80 UTIL- CHLORINE 00048450 243817 82700027114 5325.6214 CHEMICALS WATER TREATMENT FCLTY MNTC /RPR 413.80 256597 4/2/2014 113009 DUNCAN CO 39.96 MICRON ELEMENT LFT STN FILTERS 243820 142332901 5380.6215 EQUIPMENT -PARTS SEWER LIFT STN REPAIR & MNTC 167.13 WQ -30 MICRON ELEMENT FILTERS 243821 142332902 5505.6215 EQUIPMENT -PARTS STORM DRAIN UTILITY 207.09 256598 41212014 120698 DURAND MANUFACTURING 235.00 WQ- REPAIR JETTER ICE NOZZLE 243822 22979 5505.6265 REPAIRS - EQUIPMENT STORM DRAIN UTILITY 235.00 266599 41212014 134308 FAIRCHILD EQUIPMENT 85.11 STR -BALL VALVE FOR LOAD ALL 00073441 243823 197251 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 85.11 256600 412/2014 145197 FIRST ADVANTAGE LNS OCC. HEALTH SOLUTION 32.00 STR- INITIAL ENROLLMENT D MILLE 00073729 244313 962920 1600.6235 CONSULTANT SERVICES STREET MANAGEMENT 75.00 POL- ONSIGHT CHARGE M SHAW 00073729 244313 962920 1200.6235 CONSULTANT SERVICES POLICE MANAGEMENT 107.00 266601 4/2/2014 100180 FOOTJOY 829.00 GOLF CLOTHING 00051384 244042 5461790 5115.6413 GOLF - CAPS /HATS /CLOTHING GOLF PRO SHOP 16.73 GOLF FREIGHT 00051384 244042 5461790 5115.6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SHOP 45.60- GOLF DISCOUNT 00051384 244042 5461790 5115.6423 GOLF -CASH DISCOUNT GOLF PRO SHOP 288.00 GOLF SHOES 00051384 244043 5475959 5115.6416 GOLF -SHOES GOLF PRO SHOP 13.53 GOLF FREIGHT 00051384 244043 5475959 5115.6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SHOP 15.84- GOLF DISCOUNT 00051384 244043 5475959 5115.6423 GOLF -CASH DISCOUNT GOLF PRO SHOP 88.50- GOLF CLOTHING CREDIT 00051384 244044 6987125 5115.6413 GOLF - CAPS /HATS /CLOTHING GOLF PRO SHOP 997.32 256602 4/2/2014 101056 FORCE AMERICA DISTRIBUTING LLC 39.94 UTIL - PRESSURE GAUGE FOR #402 00035441 243825 1422115 5390.6215 EQUIPMENT -PARTS SWR EQUIPNI" "'?LE MISC MNTC /RP R55CKR2 1.016100 CITY OF APP. ,kLLEY 4/3n 9:06:54 Council Check Register by GL Page - 15 Council Check Register and Summary 2/4/2014 — 4/4/2014 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledge Account Description Business Unit 256602 41212014 101056 FORCE AMERICA DISTRIBUTING LLC Continued... 39.94 256603 4/2/2014 101507 GALAXIE CAR CARE CENTER 5.60 UTIL -CAR WASH FEB 2014 00040202 243826 1741123 5345.6265 REPAIRS - EQUIPMENT WATER EQUIP/VEHICLE/MISC MNTC 7.00 CH -CAR WASH 2119/14 00043279 243827 1741397 1060.6265 REPAIRS - EQUIPMENT MUNICIPAL BLDG & GROUNDS MNTC 12.60 256604 4/212014 100198 GETTING, JON A 39.91 STR -BOOTS 243956 20140320 1600.6281 UNIFORM /CLOTHING ALLOWANCE STREET MANAGEMENT 39.91 256605 412/2014 112352 GREG LESSMAN SALES 80.00 GOLF MARTINI GOLF TEES 244045 51260 5115.6418 GOLF -PRO SHOP OTHER GOLF PRO SHOP 56.00 GOLF LIL DRUGSTORE 244045 51260 5115.6418 GOLF -PRO SHOP OTHER GOLF PRO SHOP 1,273.50 GOLF VARIOUS GRIPS 244045 51260 5115.6418 GOLF -PRO SHOP OTHER GOLF PRO SHOP 13.80 GOLF FREIGHT 244045 51260 5115.6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SHOP 1,423.30 256606 4/2/2014 100891 HANCO CORPORATION 509.28 PK -TURF SAVER TIRES 243828 711569 1765.6216 VEHICLES - TIRES /BATTERIES PARK EQUIPMENT MAINTENANCE 509.28 256607 4/2/2014 113142 HILLYARDIMINNEAPOLIS 26.22 AVCC - CHEMICAL BOTTLE ASSEMBLM072462 243829 700124006 1900.6229 GENERAL SUPPLIES AV COMMUNITY CENTER .02- 00072462 243829 700124006 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 26.20 256608 4/2/2014 100243 ISO 196 12,602.69 IA1 MAINT 7/1- 12/31/13 244031 1504 5200.2210.1 ACCOUNTS PAYABLE MANUAL ARENA FUND BALANCE SHEET 7,284.22 IA1 MAINT 7/1- 12/31/13 244031 1504 5210.6240 CLEANING SERVICE /GARBAGE REMOVARENA 1 BUILDING MAINTENANCE 19,886.91 256609 4/212014 120273 KENNEDY & GRAVEN CHARTERED 453.75 CABLE FRANCHISE RENEWAL FEB 243830 119219 2012.6235 CONSULTANT SERVICES CABLE TV JOINT POWERS 453.75 256610 4/212014 100267 KEYS WELL DRILLING CO 10,754.00 WELL PUMP 4, 9, & 15 MAINT 244314 201316401 5320.6265 2013164W REPAIRS - EQUIPMENT WATER WELL /BOOSTER STN MNT /RPR 10,754.00 R55CKR2 LOGIS100 CITY OF APPLE VALLEY 4/3/2014 9:06:54 Council Check Register by GL Page - 16 Council Check Register and Summary 2/4/2014 - 4/4/2014 Check # Date Amount Supplie / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 256611 4/212014 132646 KWIK KOPY BUSINESS CENTER Continued... 195.93 POL- EVIDENCE ENVELOPES 00071465 243831 15063 1200.6239 PRINTING POLICE MANAGEMENT 31.00 POL- BUSINESS CARDS B ERICKSON 243964 15208 1200.6239 PRINTING POLICE MANAGEMENT 89.54 POL- WARRANT BAIL ENVELOPES 00071466 243965 15213 1200.6239 PRINTING POLICE MANAGEMENT 316.47 256612 412/2014 101578 L3 COMMUNICATIONS MOBILE- VISION INC 600.00 POL -EXT MAINTAG -IN CAR VIDEO 00051618 243832 210256IN 1200.6265 REPAIRS - EQUIPMENT POLICE MANAGEMENT 1,865.00 POL -EXT MAINTAG BACKEND SOLLM051618 243833 210258IN 1200.6265 REPAIRS- EQUIPMENT POLICE MANAGEMENT 2,465.00 256613 4/212014 100281 LEAGUE OF MN CITIES 325.00 LMC CONF ST CLOUD - HAMANN -ROLAN 243843 20140402 1005.6276 SCHOOLS /CONFERENCES /EXP OTHERMAYOR /CITY COUNCIL 325.0 LMC CONF ST CLOUD- LAWELL 243843 20140402 1010.6276 SCHOOLS /CONFERENCES /EXP OTHERADMINISTRATION 650.00 256614 4/212014 100970 LEAGUE OF MN CITIES 120.00 MN MAYORS CONF - HAMANN - ROLAND 243844 20140402 1005.6276 SCHOOLS /CONFERENCES /EXP OTHERMAYOR /CITY COUNCIL 120.00 i 256615 412/2014 100287 LITTLE FALLS MACHINE INC 1 STR- CUSHION VALVE, FITTINGS 00073440 243834 53330 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 180.15 256616 4/2/2014 116371 LOFFLER 184.00 IT TONER FOR FIRE 244027 1723187 1030.6249 OTHER CONTRACTUAL SERVICES INFORMATION TECHNOLOGY 184.00 256617 4/2/2014 101200 LOFFLER COMPANIES INC 610.26 IT COPIER LEASE -DEV & 2ND FL M 244054 250146503 1030.6310 RENTAL EXPENSE INFORMATION TECHNOLOGY 124.80 IT COPIER MAINT -2ND FL MAIN 244054 250146503 1030.6265 REPAIRS - EQUIPMENT INFORMATION TECHNOLOGY 34.06 IT COPIER MAINT -DEV 244054 250146503 1030.6265 REPAIRS - EQUIPMENT INFORMATION TECHNOLOGY 341.27 POL COPIER LEASE -2ND FL 244054 250146503 1200.6310 RENTAL EXPENSE POLICE MANAGEMENT 327.36 POL COPIER LEASE -1ST FL 244054 250146503 1200.6310 RENTAL EXPENSE POLICE MANAGEMENT 360.42 REC COPIER LEASE -AVCC 244054 250146503 1700.6310 RENTAL EXPENSE PARK & RECREATION MANAGEMENT 184.04 IT COPIER LEASE -MAIL ROOM 244054 250146503 1030.6310 RENTAL EXPENSE INFORMATION TECHNOLOGY 59.35 POL COPIER MAINT -1ST & 2ND FL 244054 250146503 1200.6265 REPAIRS- EQUIPMENT POLICE MANAGEMENT 210.52 REC COPIER MAINT -AVCC 244054 250146503 1700.6265 REPAIRS- EQUIPMENT PARK & RECREATION MANAGEMENT 11.01 IT COPIER MAINT -MAIL ROOM 244054 250146503 1030.6265 REPAIRS- EQUIPMENT INFORMATION TECHNOLOGY 360.44 PW COPIER LEASE 244054 250146503 1500.6310 RENTAL EXPENSE PW MANAGEMENT 103.20 PW COPIER MAINT 244054 250146503 1500.6265 REPAIRS- EQUIPMENT PW MANAGED' R55CKR2 Lt,8100 CITY OF API {LLEY 4/1. 9:06:54 Council Check Register by GL Page - 17 Council Check Register and Summary 2/4/2014 — 4/4/2014 Check # Date Amount Su / Explanation PO # Doc No Inv No Account No Subledge Account Description Business Unit 256617 412/2014 101200 LOFFLER COMPANIES INC Continued... .20- 244054 250146503 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 2,726.53 256618 4/212014 101433 MARTIN - MCALLISTER 450.00 PUBLIC SAFETY ASSESS - DEROSIER 243835 8959 1210.6235 CONSULTANT SERVICES POLICE FIELD OPERATIONS /PATROL 450.00 PUBLIC SAFETY ASSESS -LYNCH 243835 8959 1210.6235 CONSULTANT SERVICES POLICE FIELD OPERATIONS /PATROL 450.00 PUBLIC SAFETY ASSESS -YARD 243835 8959 1210.6235 CONSULTANT SERVICES POLICE FIELD OPERATIONS /PATROL 1,350.00 256619 4/212014 100299 MASTER ELECTRIC CO 608.00 CODE -WIRE RECEPT FOR SMARTBRD 243836 SD6929 1013.6725 CAPITAL OUTLAY - OFFICE EQUIP CODE ENFORCEMENT 608.00 256620 4/2/2014 128699 MES -MIDAM 414.50 FIRE -RPR /SHARPEN CHAINS 00035261 243969 501192SNV 1330.6265 REPAIRS - EQUIPMENT FIRE OPERATIONS 414.50 256621 412/2014 100311 METRO COUNCIL ENVIRONMENTAL SVCS 205,808.19 WASTEWATER SVC -NOV 2013 244029 1025906 5300.2210.1 ACCOUNTS PAYABLE MANUAL WATER & SEWER FUND BAL SHEET 205,808.19 256622 4/2/2014 100849 METRO VOLLEYBALL OFFICIALS ASSN 228.00 REC -VBALL OFFICIATING FEE -3/4 00043278 243837 4521 1860.6235 CONSULTANT SERVICES REC VOLLEYBALL 114.00 REC -VBALL OFFICIATING FEE -3/11 00043278 243838 4529 1860.6235 CONSULTANT SERVICES REC VOLLEYBALL, 342.00 256623 4/212014 141669 MIDWEST ELECTRICAL TECHNOLOGIES, INC. 3,982.48 ELECTRICAL INSPECTION FEES 243976 20140402 1445.6243 ELECTRICAL PERMIT FEES INSPECTIONS ELECTRICAL 3,982.48 256624 4/212014 128973 MIKE'S SHOE REPAIR INC 40.00 FIRE -RPR TO BUNKER COAT 00074047 243971 3172014 1330.6265 REPAIRS - EQUIPMENT FIRE OPERATIONS 40.00 256625 4/2/2014 100546 MN GOLF ASSOCIATION INC 180.00 GOLF- 2014 MEMBER CLUB DUES 00073760 243806 5096781 5105.6280 DUES & SUBSCRIPTIONS GOLF MANAGEMENT 180.00 256626 4/2/2014 114686 MN POLLUTION CONTROL AGENCY 23.00 WASTEWATER CERT RENEWAL BESSE 243807 SD52721201 5365.6280 DUES & SUBSCRIPTIONS SEWER MGMT /REPORTS /DATA ENTRY R55CKR2 LOGIS100 CITY OF APPLE VALLEY 4/3/2014 9:06:54 Council Check Register by GL Page - 18 Council Check Register and Summary 2/4/2014 - 4/4/2014 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 256626 4/212014 114686 MN POLLUTION CONTROL AGENCY Continued... 23.00 256627 4/2/2014 110902 MN STATE FIRE MARSHAL DIVISION 100.00 FIRE MARSHALL CONF- KINGSLEY 243845 20140402 1310.6275 SCHOOLS /CONFERENCES /EXP LOCAL FIRE TRAINING 100.00 256628 4/2/2014 142857 OLSON, WAYNE 60.00 CHUGGA CHUGGA CHOO CHOO CL.0W3682 243839 20140321 1875.6249 OTHER CONTRACTUAL SERVICES REC PRESCHOOL PROGRAMS 60.00 256629 4/212014 143336 PREMIER LOCATING INC 63.00 ELECTRIC LOCATES 3/5- 3/11/14 00051167 243846 36341 5805.6249 OTHER CONTRACTUAL SERVICES STREET LIGHT UTILITY FUND 63.00 256630 4/2/2014 100673 RED WING SHOE STORE 150.00 HCSC -BOOTS J GIFFORD 00045232 243847 7240000004965 1920.6281 UNIFORM /CLOTHING ALLOWANCE SENIOR CENTER 150.00 256631 4/2/2014 100165 RIVER COUNTRY COOPERATIVE 64.25 CEMETERY -FILL 20 LB PROPANE TA 244001 5605.6257 UTILITIES -PRO PANE/WATER /SEWER CEMETERY 4.27 CEMETERY -USE TAX ADJ 244002 5600.2330 DUE TO OTHER GOVERNMENT CEMETERY BALANCE SHEET 4.27- CEMETERY -USE TAX ADJ 244003 5605.6257 UTILITIES- PROPANE/WATER /SEWER CEMETERY 32.13 CEMETERY -FILL 20 LB PROPANE TA 244004 5605.6257 UTILITIES- PROPANE/WATER /SEWER CEMETERY 2.14 CEMETERY -USE TAX ADJ 244005 5600.2330 DUE TO OTHER GOVERNMENT CEMETERY BALANCE SHEET 2.14- CEMETERY -USE TAX ADJ 244006 5605.6257 UTILITIES- PROPANE/WATER /SEWER CEMETERY 96.38 256632 4/2/2014 100042 ROTARY CLUB OF APPLE VALLEY 200.00 1ST QTR DUES 2014 RECHTZIGEL 243865 723 1200.6280 DUES & SUBSCRIPTIONS POLICE MANAGEMENT 200.00 256633 4/2/2014 132465 SAM'S CLUB DIRECT 120.23 REC CONCESSION SUPPLIES 00073666 244128 561 1840.6540 TAXABLE MISC FOR RESALE REC TEEN PROGRAMS 132.47 STR FOOD FOR SNOW PLOWING -2/20 244129 657 1665.6229 GENERAL SUPPLIES STREET SNOW & ICE MATERIALS 211.31 REC FOOD FOR PROGRAM 00072942 244130 740 1845.6229 GENERAL SUPPLIES REC SELF SUPPORT PROG GENERAL 2.33- 00072942 244130 740 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 54.12 GOLF KITCHEN FOOD 00049151 244131 583 5120.6420 GOLF -FOOD GOLF KITCHEN 10.44 WQ BLUE THUMB WORKSHOP SNAOR(570935 244132 1377 5505.6229 GENERAL SUPPLIES STORM DRAIN UTILITY 3.48 WQ BLUE THUMB WORKSHOP SNACKS 244133 6632 5505.6229 GENERAL SUPPLIES STORM DRAIN UTILITY 57.90 REC CONCESSION PIZZAS 00073675 244134 8667 1840.6540 TAXABLE MISC FOR RESALE REC TEEN PR' '9MS R55CKR2 L >. 6100 CITY OF API kLLEY 4/3 9:06:54 Council Check Register by GL Page - 19 Council Check Register and Summary 2/4/2014 - 4/4/2014 Chec # Date Amount Supplier/ E xplanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 256633 4/2/2014 132466 SAM'S CLUB DIRECT Continued... 21.30 REC EASTER SUPPLIES - SKITTLES 00073675 244135 8667 1845.6229 GENERAL SUPPLIES REC SELF SUPPORT PROG GENERAL 15.00- SWIM CANCELLED MEMBERSHIP 244136 253627CM 1940.6280 DUES & SUBSCRIPTIONS AQUATIC SWIM CENTER 593.92 256634 4/2/2014 119394 SENSUS USA 343.75 UTIL- HANDHELD RPR 00046217 243848 ZA14016296 5310.6265 REPAIRS - EQUIPMENT WATER METER RPR /REPLACE /READNC 343.75 256635 4/2/2014 100829 SHAMROCK GROUP INC 84.43 GOLF EQUIP RENTAL 00051254 244028 1771065 5120.6310 RENTAL EXPENSE GOLF KITCHEN 84.43 256636 4/2/2014 100447 SOUTH RIVER HEATING & COOLING INC 164.45 AVCC -REPL PILOT THERM BOILER #80072463 243849 1416483 1900.6266 REPAIRS - BUILDING AV COMMUNITY CENTER 899.65 REPL PILOT /GAS VALVE WELL #4 243850 1416484 5320.6265 REPAIRS- EQUIPMENT WATER WELL /BOOSTER STN MNT /RPR 474.98 FIRE - 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20 Council Check Register and Summary 2/4/2014 - 4/4/2014 Check # Date Amount Supplie / Explana PO # Doc No Inv No Account No Subledger Account Descrip Business Unit 256640 402014 142745 TARGET BANK Continued... 177.64 256641 4/2/2014 145000 THE LYNDE COMPANY, LLC 136.33 CH -ICE MELT 243960 L115419IN 1060.6229 GENERAL SUPPLIES MUNICIPAL BLDG & GROUNDS MNTC 9.07 CH -USE TAX ADJ 243960 L115419IN 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 9.07- CH -USE TAX ADJ 243960 L115419IN 1060.6229 GENERAL SUPPLIES MUNICIPAL BLDG & GROUNDS MNTC 109.05 FIRE -ICE MELT 243960 L115419IN 1340.6229 GENERAL SUPPLIES FIRE BLDG & GROUNDS MNTC 7.25 FIRE -USE TAX ADJ 243960 L115419IN 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 7.25- FIRE -USE TAX ADJ 243960 L115419IN 1340.6229 GENERAL SUPPLIES FIRE BLDG & GROUNDS MNTC 109.05 CMF -ICE MELT 243960 L115419IN 1540.6229 GENERAL SUPPLIES CMF BUILDINGS & GROUNDS MNTC 7.25 CMF -USE TAX ADJ 243960 L115419IN 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 7.25- CMF -USE TAX ADJ 243960 L115419IN 1540.6229 GENERAL SUPPLIES CMF BUILDINGS & GROUNDS MNTC 109.05 SWIM -ICE MELT 243960 L115419IN 1940.6229 GENERAL SUPPLIES AQUATIC SWIM CENTER 27.26 LIQ1 -ICE MELT 243960 L115419IN 5025.6229 GENERAL SUPPLIES LIQUOR #1 OPERATIONS 27.26 LIQ24CE MELT 243960 L115419IN 5065.6229 GENERAL SUPPLIES LIQUOR #2 OPERATIONS 27.26 LI03 -ICE MELT 243960 L115419IN 5095.6229 GENERAL SUPPLIES LIQUOR #3 OPERATIONS 545.26 256642 4/2/2014 112858 THREE RIVERS PARK DISTRICT 180.00 REC- ARCHERY INSTRUCTION 00072949 243855 36095 1845.6249 OTHER CONTRACTUAL SERVICES REC SELF SUPPORT PROG GENERAL 180.00 255643 4/2/2014 142499 TITAN MACHINERY 592.23 CUTTING EDGE, BOLTS /NUTS #355 243856 3231254 1665.6215 EQUIPMENT -PARTS STREET SNOW & ICE MATERIALS 592.23 256644 4/212014 100481 TRI -STATE BOBCAT INC 147.96 STR- FUEL /CAB FILTERS 243857 P30637 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 147.96 256645 412/2014 101587 TWIN CITY WATER CLINIC INC 375.00 UTIL - COLIFORM WTR SAMPLES FER0048457 243860 4539 5305.6249 OTHER CONTRACTUAL SERVICES WATER MGMT /REPORT /DATA ENTRY 375.00 256646 4/212014 100489 UNIFORMS UNLIMITED 1,057.50 MISC POL UNIFORM ACCESSORIES 243861 197524 1200.6281 UNIFORM /CLOTHING ALLOWANCE POLICE MANAGEMENT 9.99 POL -TAPER SHIRT, J POGATCHNIK 00074212 243967 197121 1210.6281 UNIFORM /CLOTHING ALLOWANCE POLICE FIELD OPERATIONS /PATROL 1,067.49 256647 4/2/2'` 120745 UNITED STATES POLICE CANINE ASSOC, THE R55CKR2 Lt, -.6100 CITY OF APP ALLEY 4131. 9:06:54 Council Check Register by GL Page - 21 Council Check Register and Summary 2/4/2014 - 4/4/2014 Check # Date Amount Supplier / Explana PO # D oc No Inv No Account No Subledger Account Description Business Unit 266647 4/212014 120745 UNITED STATES POLICE CANINE ASSOC, THE Continued... 50.00 2014 MEMB DUES Z BROUGHTEN 00074213 243866 20140402 1281.6280 DUES & SUBSCRIPTIONS POLICE K -9 50.00 266648 412/2014 100839 VALLEY -RICH COMPANY INC 6,294.79 WTR BRK RPR -15947 HARMONY WPM036805 243863 19855 5330.6269 REPAIRS -OTHER WTR MAIN /HYDRANT /CURB STOP MNT 6,294.79 256649 4/2/2014 137404 WEATHER APPAREL COMPANY LLC, THE 143.00 GOLF CLOTHING 244023 A26564 5115.6413 GOLF- CAPS /HATS /CLOTHING GOLF PRO SHOP 15.22 GOLF FREIGHT 244023 A26564 5115.6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SHOP 158.22 256650 412/2014 101021 WELLS FARGO INSURANCE SERVICES 8,000.00 2014 INSURANCE AGENT FEE 244051 20953203 7205.6235 CONSULTANT SERVICES RISK MANAGEMENTS /INSURANCE 8,000.00 256651 412/2014 100814 WENZEL PLYMOUTH PLUMBING 1,446.73 AVCC- INSTALL SHUT OFF VALVES 243864 28804 1900.6266 REPAIRS - 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23 Council Check Register and Summary 2/4/2014 - 4/4/2014 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledge Account Description Business Unit 20140244 2/4/2014 120679 U S BANK P CARD Continued... 192.24 POL- HOTEL, CASPER WYOMING 243897 1200.6249 OTHER CONTRACTUAL SERVICES POLICE MANAGEMENT Supplier 145308 HOLIDAY INN WY 256.00 BASIC NARCOTICS INVESTIGATIONS 243898 1225.6276 SCHOOLS /CONFERENCES /EXP OTHERPOLICE TRAINING Supplier 111834 DEPT OF PUBLIC DEFENSE 135.00 DEV- WEBINAR 243899 1100.6275 SCHOOLS /CONFERENCES /EXP LOCAL DEV MANAGEMENT Supplier 145314 IEDC ONLINE 2.12 REC -HEART MOLDS FOR VDAY PARITOD72888 243900 1845.6229 GENERAL SUPPLIES REC SELF SUPPORT FROG GENERAL Supplier 119746 IKEA 2,474.25 INTEROP IT CONF VEGAS WILSKE 243901 1030.6276 SCHOOLS /CONFERENCES /EXP OTHERINFORMATION TECHNOLOGY Supplier 144229 INTEROP LAS VEGAS 225.00 INSP DUES BUILDING SAFETY JOUR 243902 1400.6280 DUES & SUBSCRIPTIONS INSPECTIONS MANAGEMENT Supplier 100249 INTL CODE COUNCIL INC 90.74 FIRE - 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KITCHEN FOOD 00073832 244058 5120.6420 GOLF -FOOD GOLF KITCH' R55CKR2 Lfj �sS100 CITY OF APF. ALLEY 4/3/. 9:06:54 Council Check Register by GL Page - 25 Council Check Register and Summary 2/4/2014 - 4/4/2014 Check # Date Amount Supp lier / Explanation PO # Doc No Inv No Account No Subledge Account Description Business Unit 20140340 3/1712014 120679 U S BANK P CARD Continued... 11.87 GOLF - KITCHEN FOOD 00073812 244059 5120.6420 GOLF -FOOD GOLF KITCHEN 12.60 GOLF- KITCHEN FOOD 00073817 244060 5120.6420 GOLF -FOOD GOLF KITCHEN 47.82 GOLF- FRUIT/YOGURT 00073826 244061 5120.6420 GOLF -FOOD GOLF KITCHEN 52.10 UTIL -BEV & ROLLS, WTR BREAK 2/ 244062 5305.6229 GENERAL SUPPLIES WATER MGMT /REPORT /DATA ENTRY 37.17 STR -FOOD FOR SNOWPLOWING 00062950 244063 1665.6229 GENERAL SUPPLIES STREET SNOW & ICE MATERIALS 26.58 REC -LIL CHEF SUPPLIES 00073668 244064 1875.6229 GENERAL SUPPLIES REC PRESCHOOL PROGRAMS Supplier 100114 CUB FOODS 240.44 GOLF -WATER PERMIT FOR 2013 00073754 244065 5105.6280 DUES & SUBSCRIPTIONS GOLF MANAGEMENT Supplier 101125 MN DEPT OF NATURAL RESOURCES 199.22 FIRE -STAND BY FOOD WHILE AT BA00074019 244066 1300.6275 SCHOOLS /CONFERENCES /EXP LOCAL FIRE MANAGEMENT Supplier 101656 FAMOUS DAVE'S BARBECUE 16.46 POL -FOOD FOR INTERVIEW PANEL,00071394 244067 1200.6229 GENERAL SUPPLIES POLICE MANAGEMENT Supplier 145322 FIESTA MEXICAN CUISINE 86.99 POL -SWIPE FINGERPRINT SENSOR 244068 1200.6211 SMALL TOOLS & EQUIPMENT POLICE MANAGEMENT Supplier 145323 FULCRUM 200.00 HR- RECOGNITION GIFT CARD 35 Y100073723 244069 1025.6399 OTHER CHARGES EMPLOYEE RECOGNITION PARTY Supplier 102662 GANDER MOUNTAIN 80.50 GOLF - 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DISPLAY STANDS FOR BANQU0074023 244079 1300.6229 GENERAL SUPPLIES FIRE MANAGEMENT Supplier 100748 MICHAELS 69.69 CABLE - CABLES, ADAPTORS 00070082 244080 2012.6215 EQUIPMENT -PARTS CABLE TV JOINT POWERS 4.73 CABLE -USE TAX ADJ 00070082 244081 2010.2330 DUE TO OTHER GOVERNMENT CABLE TV RESERVE BALANCE SHEET 4.73- CABLE -USE TAX ADJ 00070082 244082 2012.6215 EQUIPMENT -PARTS CABLE TV JOINT POWERS 9.73- CABLE - CABLES, ADAPTORS 00070082 244083 2012.6215 EQUIPMENT -PARTS CABLE TV JOINT POWERS 4.73 CABLE -USE TAX ADJ 00070082 244084 2010.2330 DUE TO OTHER GOVERNMENT CABLE TV RESERVE BALANCE SHEET R55CKR2 LOGIS100 CITY OF APPLE VALLEY 4/3/2014 9:06:54 Council Check Register by GL Page - 26 Council Check Register and Summary 2/4/2014 -- 4/4/2014 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledge Account Description Business Unit 20140340 311712014 120679 U S BANK P CARD Continued... 4.73- CABLE -USE TAX ADJ 00070082 244085 2012.6215 EQUIPMENT -PARTS CABLE TV JOINT POWERS Supplier 121045 MICRO CENTER 110.52 POL -PET FOOD STORAGE, KENNEL00071467 244086 1281.6229 GENERAL SUPPLIES POLICE K -9 7.35 POL -USE TAX ADJ 00071467 244087 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 7.35- POL -USE TAX ADJ 00071467 244088 1281.6229 GENERAL SUPPLIES POLICE K -9 Supplier 100640 FLEET FARM 60.00 FIN -MN GFOA2014 MEMBERSHIP 00070319 244089 1035.6280 DUES & SUBSCRIPTIONS FINANCE Supplier 100537 MN GFOA 259.00 FIN -2014 MEMBERSHIP 00070318 244090 1035.6280 DUES & SUBSCRIPTIONS FINANCE Supplier 101499 MN SOCIETY OF CPAS 27.83 PK- FILTER FOR PRESSURE WASHERQ072998 244091 1765.6215 EQUIPMENT -PARTS PARK EQUIPMENT MAINTENANCE 1.85 PK -USE TAX ADJ 00072998 244092 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 1.85- PK -USE TAX ADJ 00072998 244093 1765.6215 EQUIPMENT -PARTS PARK EQUIPMENT MAINTENANCE 14.99 PK- UTILITY GLOVE 00072999 244094 1720.6229 GENERAL SUPPLIES PARK GROUNDS MAINTENANCE 97.50 PK -CABLE 00072999 244095 1725.6229 GENERAL SUPPLIES PARK ICE RINK MAINTENANCE Supplier 100362 NORTHERN TOOL & EQUIPMENT 50.00 FIRE -2014 MEMBERSHIP 00074021 244096 1300.6280 DUES & SUBSCRIPTIONS FIRE MANAGEMENT Supplier 100760 NATIONAL VOLUNTEER FIRE COUNCIL 41.95 FIRE - CERTIFICATE HOLDERS FOR ®0074025 244097 1300.6239 PRINTING FIRE MANAGEMENT Supplier 100577 OFFICE MAX 41.50 HCSC- BOWLING BANQUET SUPPLIHIl0074063 244098 1920.6229 GENERAL SUPPLIES SENIOR CENTER Supplier 102800 ORIENTAL TRADING COMPANY INC 17.11 FIRE - TABLECLOTH ES, SKIRTS FOR 00074024 244099 1300.6229 GENERAL SUPPLIES FIRE MANAGEMENT Supplier 102901 PARTY CITY 18.25 INSP - EPERMITS 244100 1400.6351 VISA /BANK CHARGES INSPECTIONS MANAGEMENT 19.95 INSP - EPERMITS 244101 1400.6351 VISA/BANK CHARGES INSPECTIONS MANAGEMENT Supplier 139988 PAYPAL 1,050.00 FIRE- INSTRUCTORS CONF INDIANNA 244102 1310.6276 SCHOOLS /CONFERENCES /EXP OTHERFIRE TRAINING 1,050.00 FIRE- INSTRUCTORS CONF INDIANNA 244103 1310.6276 SCHOOLS /CONFERENCES /EXP OTHERFIRE TRAINING 1,050.00 FIRE - INSTRUCTORS CONF INDIANNA 244104 1310.6276 SCHOOLS /CONFERENCES /EXP OTHERFIRE TRAINING 1,050.00 FIRE - INSTRUCTORS CONF INDIANNA 244105 1310.6276 SCHOOLS /CONFERENCES /EXP OTHERFIRE TRAINING Supplier 100584 FIRE ENGINEERING 60.20 POL -DOG FOOD 00073622 244106 1281.6229 GENERAL SUPPLIES POLICE K -9 4.63 POL -USE TAX ADJ 00073622 244107 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 4.63- POL -USE TAX ADJ 00073622 244108 1281.6229 GENERAL SUPPLIES POLICE K -9 Supplier 102545 PETCO 612 25.00 GOLF -PGA SPRING MEETING, ZINC100073756 244109 5105.6275 SCHOOLS /CONFERENCES /EXP LOCAL GOLF MANAGEMENT Supplier 100605 PGAOFAMERICA 8.29 GOLF - PERSONAL CHARGE, REIMBURS 244110 5105.6229 GENERAL SUPPLIES GOLF MANAGEMENT Supplier R55CKR2 LOL iS100 CITY OF APF. „-\LLEY 4131. 9:06:54 Council Check Register by GL Page - 27 Council Check Register and Summary 2/4/2014 - 4/4/2014 Ch eck # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 20140340 3/17/2014 120679 U S BANK P CARD Continued... 145325 QDOBA 38.99 POL -BUDDY BOWL DOG DISH 00073621 244111 1281.6229 GENERAL SUPPLIES POLICE K -9 Supplier 120345 RAY ALLEN MANUFACTURING CO INC 29.98 POL- GOLD /BLK LABEL TAPE 00072797 244112 1200.6229 GENERAL SUPPLIES POLICE MANAGEMENT 1,99 POL -USE TAX ADJ 00072797 244113 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 1.99- POL -USE TAX ADJ 00072797 244114 1200.6229 GENERAL SUPPLIES POLICE MANAGEMENT 28.89 POL- CERTIFICATE HOLDERS FOR 600074026 244115 1300.6239 PRINTING FIRE MANAGEMENT 29.98 POL -P TCH TAPE 3/4" 00072592 244116 1200.6210 OFFICE SUPPLIES POLICE MANAGEMENT 1.99 POL -USE TAX ADJ 00072592 244117 1000,2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 1.99- POL -USE TAX ADJ 00072592 244118 1200.6210 OFFICE SUPPLIES POLICE MANAGEMENT Supplier 132732 STAPLES 17.82 POL -GAS 00073078 244119 1200.6212 MOTOR FUELS /OILS POLICE MANAGEMENT Supplier 118585 SUPER AMERICA 30.00 HCSC - (TUNES CARDS 00074067 244120 1920.6229 GENERAL SUPPLIES SENIOR CENTER Supplier 100463 TARGET STORES 25.99 FIRE- SHIPPING TO CUTTERS EDGE00074022 244121 1330.6238 POSTAGE /UPS /FEDEX FIRE OPERATIONS Supplier 140516 UPS STORE #3603, THE 53.65 REC- FRENCH PARK FIELDTRIP- PEFW072893 244122 1825.6399 OTHER CHARGES REC SUMMER PLAYGROUND ACTIVITY Supplier 112858 THREE RIVERS PARK DISTRICT 129.50 POL -RAID VEST OUTERSHELL 00070214 244123 1200.6281 UNIFORM /CLOTHING ALLOWANCE POLICE MANAGEMENT Supplier 100489 UNIFORMS UNLIMITED 53.50 UTIL -USB THUMB DRIVES FOR SE C 244124 5375.6229 GENERAL SUPPLIES SEWER MAINTENANCE AND REPAIR 23.40 POL -CLEAR ORG 00072593 244125 1200.6210 OFFICE SUPPLIES POLICE MANAGEMENT 1.56 POL -USE TAX ADJ 00072593 244126 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 1.56- POL -USE TAX ADJ 00072593 244127 1200.6210 OFFICE SUPPLIES POLICE MANAGEMENT Supplier 102101 WAL -MART 8,012.80 20140341 3/31/2014 100667 MN DEPT OF REVENUE 22,982.40 PAYROLL STATE TAX 243840 140302G 9000.2112 ACCRUED STATE W/H PAYROLL CLEARING SAL SHEET 22,982.40 20140342 3131/2014 102664 ANCHOR BANK 55,549.25 FEDERAL TAXES PR 243841 140302B 9000.2111 ACCRUED FEDERAL /FICA PAYROLL CLEARING SAL SHEET 22,647.38 EMPLOYEE FICA 243841 140302B 9000.2111 ACCRUED FEDERAL /FICA PAYROLL CLEARING SAL SHEET 22,647.38 CITY SHARE FICA 243841 140302B 9000.2111 ACCRUED FEDERAL /FICA PAYROLL CLEARING SAL SHEET 7,577.00 EMPLOYEE MEDICARE 243841 140302B 9000.2111 ACCRUED FEDERAL /FICA PAYROLL CLEARING SAL SHEET 7,577.00 CITY SHARE MEDICARE 243841 140302B 9000.2111 ACCRUED FEDERAUFICA PAYROLL CLEARING SAL SHEET 115, 998.01 R55CKR2 LOGIS100 CITY OF APPLE VALLEY 4/3/2014 9:06:54 Council Check Register by GL Page - 28 Council Check Register and Summary 2/4/2014 — 4/4/2014 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 20140343 3/31/2014 100873 HEALTHPARTNERS Continued... 3,919.3 DENTAL CLAIMS 3/20/14- 3/26/14 243808 20140326 7105.6146 DENTAL INSURANCE INSURANCE TRUST DENTAL 3,919.38 20140401 4/1/2014 129553 US BANK 2,835.06 HSA FUNDING 2014 FIRST HALF CO 243974 140401C 9000.2125 ACCRUED HSA/HRA BENEFIT PAYROLL CLEARING BAL SHEET 2,835.06 20140402 4/2/2014 129553 US BANK 1,730.00 HSA FUNDING 2014 2ND HALF CONT 243975 140401C 9000.2125 ACCRUED HSA/HRA BENEFIT PAYROLL CLEARING BAL SHEET 1,730.00 20140403 413/2014 130957 GENESIS EMPLOYEE BENEFITS INC 261.48 FLEX SPENDING MEDICAL -2014 244055 190401N 9000.2119 ACCRUED FLEX SPENDING PAYROLL CLEARING BAL SHEET 125.00 FLEX SPENDING DAYCARE -2014 244056 1904010 9000.2119 ACCRUED FLEX SPENDING PAYROLL CLEARING BAL SHEET 386.48 875,951.39 Grand Total Payme Instrument Totals Checks 559,365.43 EFT Payments 164,985.75 A/PACH Payment 151,600.21 (� 1 Total Payments 875,951.39 1 R55CKS2 Lb-6100 CITY OF APF LLEY 4/3/, 9:07:02 Council Check Summary Page - 1 2/4/2014 - 414/2014 Company Amou 01000 GENERAL FUND 105,977.55 02010 CABLE TV RESERVE FUND 523.84 02090 14200 CEDAR AVE -OLD CITY HALL 620.00 04930 FUTURE CAPITAL PROJECTS 108,846.00 05000 LIQUOR FUND 233,332.16 05100 GOLF FUND 14,756.83 05200 ARENA FUND 23,573.93 05300 WATER & SEWER FUND 227,376.97 05500 STORM DRAINAGE UTILITY FUND 485.86 05600 CEMETERY FUND LEVEL PROGRAM 287.18 05800 STREET LIGHT UTIL FUND 948.54 07000 LODGING TAX FUND 3,371.20 07100 INSURANCE TRUST DENTAL FUND 3,919.38 07200 RISK MANAGEMENT /INSURANCE FUND 8,000.00 09000 PAYROLL CLEARING FUND 143,931.95 Report Totals 875,951.39 •: CITY OF API ALLEY 4/1 L i 9:24:11 R55CKR2 LGviS100 Council Check Register by GL Page- 1 Council Check Register and Summary 4/5/2014 - 4/11/2014 Check # Date Amount Supplier/ Explanation PO # Doc No Inv No Account No Subledge Account Description Business Unit 3426 4/1112014 100101 ACE HARDWARE 15.96 STR -Q CONNECT FAUCET SET (BRIN0035426 244771 58149 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 26.47 STR -DUCT TAPE (SIGNS) 00035426 244772 58065 1680.6229 GENERALSUPPLIES TRAFFIC SIGNS /SIGNALS /MARKERS 4.25- STR - DISCOUNT 00035426 244773 1600.6333 GENERAL -CASH DISCOUNTS STREET MANAGEMENT 33.47 POL -ICE SCRAPERS 00073626 244774 58140 1210.6211 SMALL TOOLS & EQUIPMENT POLICE FIELD OPERATIONS /PATROL 2.49 POL -SUPER GLUE 00074218 244775 58310 1200.6229 GENERAL SUPPLIES POLICE MANAGEMENT 3.60- POL- DISCOUNT 244776 1200.6333 GENERAL -CASH DISCOUNTS POLICE MANAGEMENT 4.55 AVCC -MISC SUPPLIES 00072460 244777 58030 1900.6229 GENERAL SUPPLIES AV COMMUNITY CENTER .46- AVCC- DISCOUNT 00072460 244778 1900.6333 GENERAL -CASH DISCOUNTS AV COMMUNITY CENTER 5.77 PK -TEE, PLUG, BRUSHING 00035340 244779 58244 1765.6215 EQUIPMENT -PARTS PARK EQUIPMENT MAINTENANCE 72.83 PK -MISC ITEMS FOR KAW MULES 00035340 244780 58231 1765.6215 EQUIPMENT -PARTS PARK EQUIPMENT MAINTENANCE 1.68 PK- NUTS /BOLTS 00035340 244781 58064 1730.6229 GENERAL SUPPLIES PARK BUILDING MAINTENANCE 3.99 PK- SPARKPLUG 00035340 244782 57980 1765.6215 EQUIPMENT -PARTS PARK EQUIPMENT MAINTENANCE 4.40 PK- NUTS /BOLTS 00035340 244783 57978 1765.6229 GENERAL SUPPLIES PARK EQUIPMENT MAINTENANCE 19.90 HCSC -KEYS (10) 00074072 244784 58206 1920.6229 GENERAL SUPPLIES SENIOR CENTER 10.86- PK- DISCOUNT 244785 1710.6333 GENERAL -CASH DISCOUNTS PARK MAINTENANCE MANAGEMENT 41.64 IA1- CLEANING SUPPLIES, NUTS /BO00073575 244786 58079 5210.6229 GENERAL SUPPLIES ARENA 1 BUILDING MAINTENANCE 20.09 IA1- NUTS /BOLTS, HOSE WASHERS 00073577 244787 57962 5210.6229 GENERAL SUPPLIES ARENA 1 BUILDING MAINTENANCE 29.99 IA1 -DRILL BIT DRIVER SET 00073577 244788 57962 5210.6211 SMALL TOOLS & EQUIPMENT ARENA 1 BUILDING MAINTENANCE 64.08 IA1- NUTS /BOLTS, HEX KEY T HAND 00073579 244789 58019 5210.6229 GENERAL SUPPLIES ARENA 1 BUILDING MAINTENANCE 14.29 IA1 -MISC SUPPLIES 244790 58117 5210.6229 GENERAL SUPPLIES ARENA 1 BUILDING MAINTENANCE 45.15 IA1 -BULB, PROTECTIVE GLOVE, 6000073588 244791 58326 5210.6229 GENERAL SUPPLIES ARENA 1 BUILDING MAINTENANCE 20.53- IA1- DISCOUNT 244792 5210.6333 GENERAL -CASH DISCOUNTS ARENA 1 BUILDING MAINTENANCE 6.49 FIRE -DUCT TAPE FOR HELMETS 00035260 244793 58071 1330.6229 GENERAL SUPPLIES FIRE OPERATIONS 3.49 FIRE -CORED PLUG 00035260 244794 58302 1330.6215 EQUIPMENT -PARTS FIRE OPERATIONS 1.00- FIRE - DISCOUNT 00035260 244795 1300.6333 GENERAL -CASH DISCOUNTS FIRE MANAGEMENT 5.99 GOLF - SPACKLE 00035379 244796 58221 5110.6229 GENERAL SUPPLIES GOLF CLUBHOUSE BUILDING .60- GOLF - DISCOUNT 00035379 244797 5110.6333 GENERAL -CASH DISCOUNTS GOLF CLUBHOUSE BUILDING 4.00 CH- LABOR, THREAD PIPE 00035176 244798 58029 1060.6266 REPAIRS - BUILDING MUNICIPAL BLDG & GROUNDS MNTC 62.15 CH -MISC SUPPLIES 00035176 244799 58017 1060.6229 GENERAL SUPPLIES MUNICIPAL BLDG & GROUNDS MNTC 3.87 CH -USE TAX ADJ 00035176 244800 58017 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 3.87- CH -USE TAX ADJ 00035176 244801 58017 1060.6229 GENERAL SUPPLIES MUNICIPAL BLDG & GROUNDS MNTC 6.40 CH -MISC SUPPLIES 00035176 244802 58101 1060.6229 GENERAL SUPPLIES MUNICIPAL BLDG & GROUNDS MNTC .41 CH -USE TAX ADJ 00035176 244803 58101 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET .41- CH -USE TAX ADJ 00035176 244804 58101 1060.6229 GENERAL SUPPLIES MUNICIPAL BLDG & GROUNDS MNTC 6.23- CH- DISCOUNT 00035176 244805 1060.6333 GENERAL -CASH DISCOUNTS MUNICIPAL BLDG & GROUNDS MNTC 25.96 WQ- SUPPLIES FOR ALIMAGNET 00035231 244806 58272 5505.6229 GENERAL SUPPLIES STORM DRAIN UTILITY 8.48 WQ- SUPPLIES FOR FARQUAR 00035231 244807 58169 5505.6229 GENERAL SUPPLIES STORM DRAIN UTILITY 33.41 WQ- SUPPLIES FOR FARQUAR 00035231 244808 58192 5505.6229 GENERAL SUPPLIES STORM DRAIN UTILITY 22.48 WQ- SUPPLIES FOR FARQUAR 00035231 244809 58168 5505.6229 GENERAL SUPPLIES STORM DRAIN UTILITY R55CKR2 LOGIS100 CITY OF APPLE VALLEY 4/10/2014 9:24:11 Council Check Register by GL Page- 2 Council Check Register and Summary 4/5/2014 - 4/11/2014 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledge Account Description Business Unit 3426 4/11/2014 100101 ACE HARDWARE Continued... 16.98 UTIL- SUPPLIES FOR WELL 3 00035231 244810 58224 5320.6215 EQUIPMENT -PARTS WATER WELUBOOSTER STN MNT /RPR 10.39 UTIL -MISC SUPPLIES 00035231 244811 58157 5385.6229 GENERAL SUPPLIES SEWER STORM INFRASTRUCTURE 6.49 UTIL -MISC SUPPLIES 00035231 244812 58094 5330.6229 GENERAL SUPPLIES WTR MAIN /HYDRANT /CURB STOP MNT 55.97 UTIL -TOOL BAG, WORK LIGHT 00035231 244813 58110 5310.6211 SMALL TOOLS & EQUIPMENT WATER METER RPR /REPLACE /READNC 23.88 UTIL -KEY 00035231 244814 58139 5385.6229 GENERAL SUPPLIES SEWER STORM INFRASTRUCTURE 36.98 UTIL -PRO GAS, TORCH TRIGR PROB0035231 244815 58083 5330.6229 GENERAL SUPPLIES WTR MAIN /HYDRANT /CURB STOP MNT 2.99 UTIL -CLIP ALLIGATOR 2" 00035231 244816 58052 5330.6229 GENERAL SUPPLIES WTR MAIN /HYDRANT /CURB STOP MNT 7.98 UTIL -KEY STOCK 00035231 244817 58005 5390.6229 GENERAL SUPPLIES SWR EQUIPNEHICLE MISC MNTC /RP 64.99 UTIL -TORCH KIT WEED DRAGON 00035231 244818 57963 5330.6211 SMALL TOOLS & EQUIPMENT WTR MAIN /HYDRANT /CURB STOP MNT 39.45 UTIL- SUPPLIES FOR LIFTS 00035231 244819 58082 5380.6229 GENERAL SUPPLIES SEWER LIFT STN REPAIR & MNTC 8.49 UTIL - SUPPLIES FOR SHOP/TRUCKS00035231 244820 58133 5345.6229 GENERAL SUPPLIES WATER EQUIPNEHICLE /MISC MNTC 5.97 UTIL -KEY BOX 00035231 244821 58290 5345.6229 GENERAL SUPPLIES WATER EQUIPNEHICLE /MISC MNTC 37.12- UTIL- DISCOUNT 00035231 244822 5305.6333 GENERAL -CASH DISCOUNTS WATER MGMT /REPORT /DATA ENTRY 781.51 3427 4/11/2014 100709 BATTERIES PLUS BULBS 25.90 BATTERIES -FS2 EMERGENCY LIGHM035612 244619 17307272 1340.6215 EQUIPMENT -PARTS FIRE BLDG & GROUNDS MNTC 79.96 BASEMENT FIRE ALARM BATTERIES)0071642 244620 17307841 1060.6229 GENERAL SUPPLIES MUNICIPAL BLDG & GROUNDS MNTC 105.86 3428 4/11/2014 100071 BOYER TRUCKS 101.41 STR -DASH PANEL #319 00035173 244336 837269 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 101.41 3429 4111/2014 100319 CENTERPOINT ENERGY 1,900.94 FIRE STN 1 FEB 244742 55888184 1340.6256 UTILITIES - NATURAL GAS FIRE BLDG & GROUNDS MNTC 614.53 FIRE STN 2 FEB 244743 55851539 1340.6256 UTILITIES- NATURAL GAS FIRE BLDG & GROUNDS MNTC 617.27 FIRE STN 3 FEB 244744 55533657 1340.6256 UTILITIES - NATURAL GAS FIRE BLDG & GROUNDS MNTC 4,645.26 IA2 FEB 244745 55978928 5265.6256 UTILITIES- NATURAL GAS ARENA BLDG MAINTENANCE -HAYES 196.60 WELL 1 FEB 244746 55887046 5320.6256 UTILITIES- NATURAL GAS WATER WELL /BOOSTER STN MNT /RPR 112.61 WELL 2 FEB 244747 55675664 5320.6256 UTILITIES- NATURAL GAS WATER WELUBOOSTER STN MNT /RPR 238.50 WELL 4 FEB 244748 55851604 5320.6256 UTILITIES - NATURAL GAS WATER WELUBOOSTER STN MNT /RPR 639.48 WELL 5 FEB 244749 55851562 5320.6256 UTILITIES- NATURAL GAS WATER WELUBOOSTER STN MNT /RPR 1,026.04 UTIL WTP FEB 244750 55877872 5325.6256 UTILITIES - NATURAL GAS WATER TREATMENT FCLTY MNTC /RPR 17.13 460 REFLECTION RD FEB 244751 75761361 5380.6256 UTILITIES - NATURAL GAS SEWER LIFT STN REPAIR & MNTC 1,452.06 GOLF FEB 244752 96338967 5110.6256 UTILITIES- NATURAL GAS GOLF CLUBHOUSE BUILDING 2,934.22 CMF STRG BLDG 1 FEB 244753 56034416 1540.6256 UTILITIES- NATURAL GAS CMF BUILDINGS & GROUNDS MNTC 1,609.97 CMF STRG BLDG 2 FEB 244754 55793483 1540.6256 UTILITIES - NATURAL GAS CMF BUILDINGS & GROUNDS MNTC 1,145.40 CMF STRG BLDG 3 FEB 244755 56696487 1540.6256 UTILITIES- NATURAL GAS CMF BUILDINGS & GROUNDS MNTC 336.50 SWIM BLDG FEB 244756 56284078 1940.6256 UTILITIES- NATURAL GAS AQUATIC SWI' 'LATER R55CKR2 LU-6100 CITY OF API_, ALLEY 4/1L 9:24:11 Council Check Register by GL Page - 3 Council Check Register and Summary 4/5/2014 - 4/11/2014 Check # Date Amount Supplier! Explanation PO # Doc No Inv No Account No Subledge Account Description Business Unit 3429 4111/2014 100319 CENTERPOINT ENERGY Continued... 351.32 SWIM PARK FEB 244757 79512695 1940.6256 UTILITIES - NATURAL GAS AQUATIC SWIM CENTER 162.56 HAGEMEISTER PK FEB 244758 56100324 1730.6256 UTILITIES- NATURAL GAS PARK BUILDING MAINTENANCE 340.75 VAL MID PK FEB 244759 55611420 1730.6256 UTILITIES- NATURAL GAS PARK BUILDING MAINTENANCE 132.20 DELANEY PARK FEB 244760 55372148 1730.6256 UTILITIES - NATURAL GAS PARK BUILDING MAINTENANCE 123.00 HUNTINGTON PK FEB 244761 56346620 1730.6256 UTILITIES- NATURAL GAS PARK BUILDING MAINTENANCE 117.48 GALAXIE PK FEB 244762 55848238 1730.6256 UTILITIES- NATURAL GAS PARK BUILDING MAINTENANCE 106.45 AV EAST PK FEB 244763 55851521 1730.6256 UTILITIES- NATURAL GAS PARK BUILDING MAINTENANCE 253.66 TEEN CENTER FEB 244764 56281637 1730.6256 UTILITIES- NATURAL GAS PARK BUILDING MAINTENANCE 5,076.58 AVCC FEB 244765 55686299 1900.6256 UTILITIES - NATURAL GAS AV COMMUNITY CENTER 1,242.56 HCSC FEB 244766 79615332 1920.6256 UTILITIES- NATURAL GAS SENIOR CENTER 48.31 SWIM UNIT D FEB 244767 78955218 1940.6256 UTILITIES- NATURAL GAS AQUATIC SWIM CENTER 574.86 REDWOOD FEB 244768 55612972 1930.6256 UTILITIES- NATURAL GAS REDWOOD POOL 45.10 UTIL SAN LIFT 2 GEN FEB 244769 91747147 5380.6256 UTILITIES- NATURAL GAS SEWER LIFT STN REPAIR & MNTC 2,361.10 OLDCH FEB 244770 55710289 2092.6256 UTILITIES- NATURAL GAS 14200 CEDAR AVE -OLD CITY HALL 1,212.27 LIQ1 FEB 244823 56265598 5025.6256 UTILITIES - NATURAL GAS LIQUOR #1 OPERATIONS 359.58 LIQ2 FEB 244824 55533673 5065.6256 UTILITIES- NATURAL GAS LIQUOR #2 OPERATIONS 29,994.29 3430 4/1112014 100129 DAKOTA AWARDS & ENGRAVING 78.36 REDO PLAQUE FOR CAPT MARBEN00074216 244342 10718 1200.6281 UNIFORM /CLOTHING ALLOWANCE POLICE MANAGEMENT 78.36 3431 4/1112014 119126 EXTREME BEVERAGES LLC 110.50 TAX #1 00043761 244474 W921399 5015.6540 TAXABLE MISC FOR RESALE LIQUOR #1 STOCK PURCHASES 9.11- CMTAX #1 00043761 244475 280316 5015.6540 TAXABLE MISC FOR RESALE LIQUOR #1 STOCK PURCHASES 435.00 TAX #1 00043761 244476 W933096 5015.6540 TAXABLE MISC FOR RESALE LIQUOR #1 STOCK PURCHASES 66.00 TAX #2 00043761 244477 W925280 5055.6540 TAXABLE MISC FOR RESALE LIQUOR #2 STOCK PURCHASES 31.00 TAX #2 00043761 244478 W933097 5055.6540 TAXABLE MISC FOR RESALE LIQUOR #2 STOCK PURCHASES 38.73- CMTAX #3 00043761 244479 280313 5085.6540 TAXABLE MISC FOR RESALE LIQUOR #3 STOCK PURCHASES 5.58- CMTAX #3 00043761 244480 280314 5085.6540 TAXABLE MISC FOR RESALE LIQUOR #3 STOCK PURCHASES 97.00 TAX #3 00043761 244481 W933098 5085.6540 TAXABLE MISC FOR RESALE LIQUOR #3 STOCK PURCHASES 686.08 3432 4/1112014 120313 FASTENAL COMPANY 45.03 MISC PIPE FITTINGS /CONNECTORS00073446 244346 MNLAK100370 5345.6215 EQUIPMENT -PARTS WATER EQUIPNEHICLE /MISC MNTC 8.93 STR -PLOW BOLTS /NUTS 244347 MNLAK100285 1665.6215 EQUIPMENT -PARTS STREET SNOW & ICE MATERIALS 35.76 STR- GREASE, COUPLERS 244623 MNLAK100532 1630.6211 SMALL TOOLS & EQUIPMENT STREET EQUIPMENT MAINTENANCE 89.72 3433 4/11/2014 100168 FERRELLGAS R55CKR2 LOGIS100 CITY OF APPLE VALLEY 4/10/2014 9:24:11 Council Check Register by GL Page - 4 Council Check Register and Summary 415/2014 - 4/11/2014 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledge Account Description Business Unit 3433 4/1112014 100168 FERRELLGAS Continued... 131.02 STR- PROPANE FOR FORKLIFT 00035206 244606 1081831343 1630.6212 MOTOR FUELS /OILS STREET EQUIPMENT MAINTENANCE 131.02 3434 4/11/2014 102235 GOPHER SIGN CO 261.75 NO PARKING /HERE TO CORNER SIGN 244352 92752 1680.6229 GENERAL SUPPLIES TRAFFIC SIGNS /SIGNALS /MARKERS 261.75 3436 4/11/2014 101328 GOVCONNECTION INC 1,455.65 IT -27' LED MONITOR 00049058 244607 51216710 1030.6725 CAPITAL OUTLAY - OFFICE EQUIP INFORMATION TECHNOLOGY 278.70 PW -DUAL -HEAD GRAPHICS CARD 00049058 244607 51216710 1500.6211 SMALL TOOLS & EQUIPMENT PW MANAGEMENT 170.79 IT -USB CABLE, SATA 2.5' SSD, H 00049058 244607 51216710 1030.6211 SMALL TOOLS & EQUIPMENT INFORMATION TECHNOLOGY 1,905.14 3436 4/11/2014 140514 GRAFFITI SOLUTIONS INC 320.00 GRAFFITI REMOVER - ELEPHANT SN00A73264 244353 16949 1720.6229 GENERAL SUPPLIES PARK GROUNDS MAINTENANCE 320.00 3437 4/11/2014 100217 GRAINGER 41.80 UTIL- THREADED ROD /NUT 00072640 244354 9402082326 5325.6229 GENERAL SUPPLIES WATER TREATMENT FCLTY MNTC /RPR 114.89 IA1- SWIVEL PLATE CASTERS 00073585 244355 9398279019 5210.6229 GENERAL SUPPLIES ARENA 1 BUILDING MAINTENANCE .05- 00073585 244355 9398279019 5200.2330 DUE TO OTHER GOVERNMENT ARENA FUND BALANCE SHEET 206.76 UTIL -BOLTS (12) 00072638 244608 9393579843 5325.6229 GENERAL SUPPLIES WATER TREATMENT FCLTY MNTC /RPR 52.84 UTIL- THREADED STUD 4PK 00072638 244609 9390847367 5325.6229 GENERAL SUPPLIES WATER TREATMENT FCLTY MNTC /RPR 25.98 UTIL -SLOT SCREWDRIVERS (6) 00072638 244609 9390847367 5310.6211 SMALL TOOLS & EQUIPMENT WATER METER RPR /REPLACE /READNC 442.22 3438 4/11/2014 100491 GREATER TWIN CITIES UNITED WAY 109.00 UNITED WAY DEDUCTION 244639 408141145145 9000.2120 ACCRUED BENEFIT LIABILITY PAYROLL CLEARING BAL SHEET 109.00 3439 4/11/2014 120961 HAAS, MELISSA L 206.64 HR- MTGS /CONF MILEAGE -HAAS 244318 20140320 1020.6275 SCHOOLS /CONFERENCES /EXP LOCAL HUMAN RESOURCES 206.64 3440 4/1112014 103314 INNOVATIVE OFFICE SOLUTIONS 6.27 HR- PORTFOLIO, LETTER SIZE 00040444 244587 IN0489359 1020.6210 OFFICE SUPPLIES HUMAN RESOURCES 124.45 FIN -MISC OFFICE SUPPLIES 00040444 244587 IN0489359 1035.6210 OFFICE SUPPLIES FINANCE 3.79 INSP- RUBBER BANDS, SIZE 117 00040444 244587 IN0489359 1400.6210 OFFICE SUPPLIES INSPECTIONS MANAGEMENT 15.72 AVCC -NAME BADGES 00040444 244588 IN0490281 1900.6229 GENERAL SUPPLIES AV COMMUNITY CENTER .01- 00040444 244588 IN0490281 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUN" "&,LANCE SHEET R55CKR2 Lt> 6100 CITY OF API: %LLEY 4/11 9:24:11 Council Check Register by GL Page - 5 Council Check Register and Summary 4/5/2014 - 4/11/2014 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledge Account Description Business Unit 3440 411112014 103314 INNOVATIVE OFFICE SOLUTIONS Continued... 33.54 HR -FILE FOLDER, POCKET 00040444 244589 IN0491363 1020.6210 OFFICE SUPPLIES HUMAN RESOURCES 27.63 FIN -ADH TAPES, PADS, NOTES 00040444 244589 IN0491363 1035.6210 OFFICE SUPPLIES FINANCE 440.65 CH -MISC CLEANING SUPPLIES 00040444 244589 IN0491363 1060.6229 GENERAL SUPPLIES MUNICIPAL BLDG & GROUNDS MNTC 524.00 INSP - LOOVER CHAIR 266 00051580 244590 IN0492139 1400.6211 SMALL TOOLS & EQUIPMENT INSPECTIONS MANAGEMENT 89.60 POL -HAND SANITIZER REFILLS 00071638 244591 IN0494131 1200.6229 GENERAL SUPPLIES POLICE MANAGEMENT 227.22 PWLMISC OFFICE SUPPLIES 00040444 244592 IN0495107 1500.6210 OFFICE SUPPLIES PW MANAGEMENT 49.65 PK -PENS, CORRECTION TAPES 00040444 244592 IN0495107 1730.6210 OFFICE SUPPLIES PARK BUILDING MAINTENANCE 45.85 UTIL - BINDER VIEW 00040444 244592 IN0495107 5365.6210 OFFICE SUPPLIES SEWER MGMT /REPORTS /DATA ENTRY 20.52 POL -WRIST SUPPORT 00040473 244593 0496099 1200.6210 OFFICE SUPPLIES POLICE MANAGEMENT 1.12 LIQ2 -MAGIC TAPE 00040444 244594 IN0497064 5065.6210 OFFICE SUPPLIES LIQUOR #2 OPERATIONS 14.05 LIQ2 -FLOOR CLEANER 00040444 244594 IN0497064 5065.6229 GENERAL SUPPLIES LIQUOR 92 OPERATIONS 18.98 FIN -MISC OFFICE SUPPLIES 00040444 244595 IN0497065 1035.6210 OFFICE SUPPLIES FINANCE 9.67 LIQ3 -PENS 00040444 244596 IN0497066 5095.6210 OFFICE SUPPLIES LIQUOR #3 OPERATIONS 279.13 LIQ3- BATHROOM SUPPLIES 00040444 244596 IN0497066 5095.6229 GENERAL SUPPLIES LIQUOR #3 OPERATIONS 51.55 POL -MISC OFFICE SUPPLIES 00040473 244611 IN0497067 1200.6210 OFFICE SUPPLIES POLICE MANAGEMENT 25.01 POL- DUST -OFF CLEANER 00040473 244611 IN0497067 1200.6229 GENERAL SUPPLIES POLICE MANAGEMENT 35.03 AVCC- GLOBAL HEIGHTS ADJ T- ARMSD040444 244872 IN0489088 1900.6229 GENERAL SUPPLIES AV COMMUNITY CENTER .03- 00040444 244872 IN0489088 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 2,043.39 3441 4/11/2014 118099 JEFFERSON FIRE & SAFETY INC 48.90 FIRE -LEVER RPR KIT 244385 204891 1350.6215 EQUIPMENT -PARTS FIRE VEHICLE MAINTENANCE 673.73 FIRE - HELMETS, HELMET LIGHTS 244386 204797 1330.6281 UNIFORM /CLOTHING ALLOWANCE FIRE OPERATIONS 285.00- FIRE - CREDIT 244387 CM002621 1330.6281 UNIFORM /CLOTHING ALLOWANCE FIRE OPERATIONS 437.63 3442 4/1112014 113951 KINGSLEY,ROYM 184.18 MN FIRE INVEST KINGSLEY ST CLO 244828 20140327 1310.6276 SCHOOLS /CONFERENCES /EXP OTHERFIRE TRAINING 184.18 3443 411112014 101696 LAW ENFORCEMENT LABOR SERV 1,755.00 POL UNION DUES #71 244629 4081411451410 9000.2120 ACCRUED BENEFIT LIABILITY PAYROLL CLEARING BAL SHEET 1,755.00 3444 411112014 100279 LAW ENFORCEMENT LABOR SERVICES 405.00 SGT UNION DUES #243 244636 408141145142 9000.2120 ACCRUED BENEFIT LIABILITY PAYROLL CLEARING BAL SHEET 405.00 3445 4/11/2014 138249 MINNESOTA ENVIRONMENTAL FUND 65.50 MINNESOTA ENVIRONMENTAL FUND 244634 4081411451415 9000.2120 ACCRUED BENEFIT LIABILITY PAYROLL CLEARING BAL SHEET R55CKR2 LOGIS100 CITY OF APPLE VALLEY 4/10/2014 9:24:11 Council Check Register by GL Page- 6 Council Check Register and Summary 4/5/2014 - 4/11/2014 Check # Date Amount Supplier / Ex planation PO # Doc No Inv No Account No Subledger Account Description Business Unit 3445 4/11/2014 138249 MINNESOTA ENVIRONMENTAL FUND Continued... 65.50 3446 4111/2014 100326 MN RECREATION & PARK ASSOC 100.00 SWIM - MRPAAD SERVCE 00074252 244363 7971 1940.6239 PRINTING AQUATIC SWIM CENTER 100.00 3447 4/11/2014 100348 MTI DISTRIBUTING CO 181.42 PK- FINGER, NYLON FOR #272 00035349 244691 94523800 1765.6215 EQUIPMENT -PARTS PARK EQUIPMENT MAINTENANCE 118.71 PK- ROLLER, SHAFT ROLLER #211 00035349 244692 94551500 1765.6215 EQUIPMENT -PARTS PARK EQUIPMENT MAINTENANCE 129.31 PK- FINGER, NYLON FOR #272 00035349 244693 94523801 1765.6215 EQUIPMENT -PARTS PARK EQUIPMENT MAINTENANCE 512.03 PK -3/4 CLOSED TINE SPOON 00035349 244694 94694000 1765.6215 EQUIPMENT -PARTS PARK EQUIPMENT MAINTENANCE 30.54 PK -LIFT ARM 00035349 244695 94694001 1765.6215 EQUIPMENT -PARTS PARK EQUIPMENT MAINTENANCE 203.47 PK -WHEEL #254 00035349 244696 94732100 1765.6215 EQUIPMENT -PARTS PARK EQUIPMENT MAINTENANCE 811.04 PK- REMOTE HYDRAULICS LD KIT #2)0035349 244697 94577000 1765.6215 EQUIPMENT -PARTS PARK EQUIPMENT MAINTENANCE 343.01 PK -SLOW MOVING VEHICLE SIGN, 6)0035349 244698 94765100 1765.6215 EQUIPMENT -PARTS PARK EQUIPMENT MAINTENANCE 2,329.53 3448 4/11/2014 109947 NEW FRANCE WINE CO 2,844.00 WINE #3 00041046 244405 89027 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 55.50 FREIGHT #3 00041046 244405 89027 5085.6550 FREIGHT ON RESALE MDSE LIQUOR #3 STOCK PURCHASES 2,899.50 3449 4/11/2014 118834 OPEN YOUR HEART 162.50 OPEN YOUR HEART DEDUCTION 244630 4081411451411 9000.2120 ACCRUED BENEFIT LIABILITY PAYROLL CLEARING BAL SHEET 162.50 3450 4/11/2014 110957 O'REILLYAUTOMOTIVE INC 7.18 POL- HANGER 00048564 244829 3245494695 1210.6215 EQUIPMENT -PARTS POLICE FIELD OPERATIONS /PATROL 207.58 POL -MISC BULB, BLADES, BELTS 00048564 244830 3245496102 1210.6215 EQUIPMENT -PARTS POLICE FIELD OPERATIONS /PATROL 207.58 SHOP -MISC BULB, BLADES, BELTS 00048564 244830 3245496102 1530.6215 EQUIPMENT -PARTS CMF SHOP EQUIP MNTC & REPAIR 54.90- POL -MISC BULB CREDIT 00048564 244831 3245496179 1210.6215 EQUIPMENT -PARTS POLICE FIELD OPERATIONS /PATROL 54.90- SHOP -MISC BULB CREDIT 00048564 244831 3245496179 1530.6215 EQUIPMENT -PARTS CMF SHOP EQUIP MNTC & REPAIR 6.25- SHOP - DISCOUNT 00048564 244832 20140331 1530.6333 GENERAL -CASH DISCOUNTS CMF SHOP EQUIP MNTC & REPAIR 306.29 3451 4/11/2014 103014 PADGETT, MARCIE D 34.44 REC- MILEAGE MARCH PADGETT 244319 20140327 1700.6277 MILEAGE /AUTO ALLOWANCE PARK & RECREATION MANAGEMENT 34.44 3462 4/111' 100886 PARK SUPPLY OF AMERICA INC CITY OF API- ALLEY 4/1 t 9:24:11 R55CKR2 LGv6100 Council Check Register by GL Page- 7 Council Check Register and Summary 4/512014 - 4/11/2014 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledge Account Description Business Unit 3452 4/11/2014 100886 PARK SUPPLY OF AMERICA INC Continued... 162.88 PK- BRIGGS LAVATORY SINK 00073266 244854 9186400 1730.6229 GENERAL SUPPLIES PARK BUILDING MAINTENANCE 10.48- 00073266 244854 9186400 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 152.40 3453 4/11/2014 101500 PREMIUM WATERS INC 38.50 POL BOTTLED WATER 00038902 244714 3138050314 1250.6229 GENERAL SUPPLIES POLICE FACILITY 38.50 3454 4/11/2014 100600 RIGID HITCH INC 12.74 PK -PK -7 WAY PLUG/TRAILER HITCH00035199 244369 1927511330 1765.6215 EQUIPMENT -PARTS PARK EQUIPMENT MAINTENANCE 12.74 3455 4/1112014 102904 ST ANDREWS PRODUCTS CO 397.03 GOLF PENCILS 244727 723841 5115.6229 GENERAL SUPPLIES GOLF PRO SHOP 25.54- 244727 723841 5100.2330 DUE TO OTHER GOVERNMENT GOLF FUND BALANCE SHEET 122.90 GOLF CART KEY TAGS 244728 723583 5115.6229 GENERAL SUPPLIES GOLF PRO SHOP 7 244728 723583 5100.2330 DUE TO OTHER GOVERNMENT GOLF FUND BALANCE SHEET 46.00 GOLF DIVOT TOOLS 244729 723756 5115.6418 GOLF -PRO SHOP OTHER GOLF PRO SHOP 9.18 GOLF FREIGHT 244729 723756 5115.6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SHOP 385.71 GOLF MAINT T- SHIRTS 244730 724369 5105.6281 UNIFORM /CLOTHING ALLOWANCE GOLF MANAGEMENT 159.00 GOLF TEES 244731 424151 5115.6418 GOLF -PRO SHOP OTHER GOLF PRO SHOP 19.59 GOLF FREIGHT 244731 424151 5115.6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SHOP 1,105.96 3456 4/11/2014 120105 SWANSON, SCOTT F 280.05 LIQ- MILEAGE JAN -MARCH SWANSON 244322 20140331 5005.6277 MILEAGE /AUTO ALLOWANCE LIQUOR GENERAL OPERATIONS 280.05 3457 4/11/2014 114799 TEE JAY NORTH INC 1,749.0 CH -RPR DOOR AT PD 244376 21448 1060.6266 REPAIRS - BUILDING MUNICIPAL BLDG & GROUNDS MNTC 1,749.00 3458 4/11/2014 100566 TITLEIST 1,806.00 GOLF BALLS 00051380 244732 2452290 5115.6412 GOLF -BALLS GOLF PRO SHOP 117.96 GOLF FREIGHT 00051380 244732 2452290 5115.6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SHOP 696.00 GOLF CLUBS 00051380 244733 2488557 5115.6414 GOLF -CLUBS GOLF PRO SHOP 13.25 GOLF FREIGHT 00051380 244733 2488557 5115.6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SHOP 13.92- GOLF DISCOUNT 00051380 244733 2488557 5115.6423 GOLF -CASH DISCOUNT GOLF PRO SHOP 869.40 GOLF CLUBS 00051380 244734 2488437 5115.6414 GOLF -CLUBS GOLF PRO SHOP 17.52 GOLF FREIGHT 00051380 244734 2488437 5115.6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SHOP R55CKR2 LOGIS100 CITY OF APPLE VALLEY 4/10/2014 9:24:11 Council Check Register by GL Page - 8 Council Check Register and Summary 4/5/2014 - 4/11/2014 C heck _ Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledge Account Description Business Unit 3458 4/11/2014 100566 TITLEIST Continued... 768.00 GOLF CLUBS 00051380 244735 2508347 5115.6414 GOLF -CLUBS GOLF PRO SHOP 21.35 GOLF FREIGHT 00051380 244735 2508347 5115.6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SHOP 2,220.00 GOLF BALLS 00001380 244736 2505130 5115.6412 GOLF -BALLS GOLF PRO SHOP 57.28 GOLF FREIGHT 00001380 244736 2505130 5115.6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SHOP 6,572.84 3459 4111/2014 100478 TRANS ALARM INC 105.78 UTIL WELL ALARM -2ND QTR 00043354 244699 RMR921265 5320.6249 OTHER CONTRACTUAL SERVICES WATER WELL/BOOSTER STN MNT /RPR 105.78 UTIL WELL ALARM -2ND QTR 00043354 244700 RMR921114 5320.6249 OTHER CONTRACTUAL SERVICES WATER WELL /BOOSTER STN MNT /RPR 105.78 UTIL WELLALARM -2ND QTR 00043354 244701 RMR921215 5320.6249 OTHER CONTRACTUAL SERVICES WATER WELL /BOOSTER STN MNT /RPR 78.22 AVCC ALARM -2ND QTR 00043354 244702 RMR920929 1900.6249 OTHER CONTRACTUAL SERVICES AV COMMUNITY CENTER .07- 00043354 244702 RMR920929 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 119.62 HCSC ALARM -2ND QTR 00050155 244703 RMR922045 1920.6249 OTHER CONTRACTUAL SERVICES SENIOR CENTER .22- 00050155 244703 RMR922045 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 514.89 3460 4111/2014 100496 VAN PAPER CO 47.38 BAGS #3 00008795 244412 306541 5095.6229 GENERAL SUPPLIES LIQUOR #3 OPERATIONS .47- DISCT #3 00008795 244412 306541 5095.6333 GENERAL -CASH DISCOUNTS LIQUOR #3 OPERATIONS 46.91 3461 411112014 121767 VARNER TRANSPORTATION 371.70 FREIGHT #1 00045995 244544 28538 5015.6550 FREIGHT ON RESALE MDSE LIQUOR #1 STOCK PURCHASES 267.75 FREIGHT #1 00045995 244545 28357 5015.6550 FREIGHT ON RESALE MDSE LIQUOR #1 STOCK PURCHASES 454.65 FREIGHT #1 00045995 244546 27511 5015.6550 FREIGHT ON RESALE MDSE LIQUOR #1 STOCK PURCHASES 621.60 FREIGHT #1 00045995 244547 28376 5015.6550 FREIGHT ON RESALE MDSE LIQUOR #1 STOCK PURCHASES 116.55 FREIGHT #2 00045995 244548 28540 5055.6550 FREIGHT ON RESALE MDSE LIQUOR #2 STOCK PURCHASES 76.65 FREIGHT #2 00045995 244549 28359 5055.6550 FREIGHT ON RESALE MDSE LIQUOR #2 STOCK PURCHASES 170.10 FREIGHT #2 00045995 244550 27513 5055.6550 FREIGHT ON RESALE MDSE LIQUOR #2 STOCK PURCHASES 187.95 FREIGHT 92 00045995 244551 28374 5055.6550 FREIGHT ON RESALE MDSE LIQUOR #2 STOCK PURCHASES 120.75 FREIGHT #3 00045995 244552 28539 5085.6550 FREIGHT ON RESALE MDSE LIQUOR #3 STOCK PURCHASES 86.10 FREIGHT #3 00045995 244553 28358 5085.6550 FREIGHT ON RESALE MDSE LIQUOR #3 STOCK PURCHASES 285.60 FREIGHT #3 00045995 244554 27512 5085.6550 FREIGHT ON RESALE MDSE LIQUOR #3 STOCK PURCHASES 359.10 FREIGHT #3 00045995 244555 28373 5085.6550 FREIGHT ON RESALE MDSE LIQUOR #3 STOCK PURCHASES 3,118.50 3462 4/11/2014 100498 VIKING INDUSTRIAL CENTER 63.54 UTIL OXYGEN /GAS DETECTOR CHKW035251 244610 3011471 5320.6229 GENERAL SUPPLIES WATER WELL /BOOSTER STN MNT /RPR 63.54 UTIL OXYGEN /GAS DETECTOR CHCt M35251 244610 3011471 5380.6229 GENERAL SUPPLIES SEWER LIFT STN REPAIR & MNTC 127.08 R55CKR2 LOc,iS100 CITY OF APP, ALLEY 4/11. 9:24:11 Council Check Register by GL Page - 9 Council Check Register and Summary 4/5/2014 - 4/11/2014 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 3462 4/11/2014 100498 VIKING INDUSTRIAL CENTER Continued... 3463 4111/2014 122010 VINOCOPIA 720.00 LIQ #1 00046257 244413 95047 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 400.00 WINE #1 00046257 244413 95047 5015.6520 WINE LIQUOR #1 STOCK PURCHASES 19.50 FREIGHT #1 00046257 244413 95047 5015.6550 FREIGHT ON RESALE MDSE LIQUOR #1 STOCK PURCHASES 339.00 LIQ #1 00046257 244414 95488 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 2.50 FREIGHT #1 00046257 244414 95488 5015.6550 FREIGHT ON RESALE MDSE LIQUOR #1 STOCK PURCHASES 80.00 WINE #2 00046257 244415 95048 5055.6520 WINE LIQUOR #2 STOCK PURCHASES 1.50 FREIGHT #2 00046257 244415 95048 5055.6550 FREIGHT ON RESALE MDSE LIQUOR 92 STOCK PURCHASES 35.67 LIQ #3 00046257 244416 95049 5085.6510 LIQUOR LIQUOR #3 STOCK PURCHASES 992.00 WINE #3 00046257 244416 95049 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 15.00 FREIGHT #3 00046257 244416 95049 5085.6550 FREIGHT ON RESALE MDSE LIQUOR #3 STOCK PURCHASES 918.50 LIQ #3 00046257 244417 95490 5085.6510 LIQUOR LIQUOR #3 STOCK PURCHASES 15.00 FREIGHT #3 00046257 244417 95490 5085.6550 FREIGHT ON RESALE MDSE LIQUOR #3 STOCK PURCHASES 3,538.67 3464 4/11/2014 100520 WINE COMPANY, THE 943.00 WINE #1 00015926 244419 356338 5015.6520 WINE LIQUOR #1 STOCK PURCHASES 16.50 FREIGHT #1 00015926 244419 356338 5015.6550 FREIGHT ON RESALE MDSE LIQUOR #1 STOCK PURCHASES 932.00 WINE #3 00015926 244420 356339 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 16.50 FREIGHT #3 00015926 244420 356339 5085.6550 FREIGHT ON RESALE MDSE LIQUOR #3 STOCK PURCHASES 232.00 WINE #1 00015926 244421 357680 5015.6520 WINE LIQUOR #1 STOCK PURCHASES 4.20 FREIGHT #1 00015926 244421 357680 5015.6550 FREIGHT ON RESALE MDSE LIQUOR #1 STOCK PURCHASES 240.00 WINE 92 00015926 244422 357683 5055.6520 WINE LIQUOR #2 STOCK PURCHASES 6.30 FREIGHT #2 00015926 244422 357683 5055.6550 FREIGHT ON RESALE MDSE LIQUOR #2 STOCK PURCHASES 572.00 WINE #3 00015926 244423 357684 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 11.55 FREIGHT #3 00015926 244423 357684 5085.6550 FREIGHT ON RESALE MDSE LIQUOR #3 STOCK PURCHASES i 2,974.05 3465 4111/2014 100528 ZIEGLER INC 78.26 STR -HYD TUBE 00035447 244380 PCO01548317 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 163.40 STR- FABRICATE NEW HYD HOSE 00035447 244381 PCO01547995 1630.6265 REPAIRS- EQUIPMENT STREET EQUIPMENT MAINTENANCE 241.66 256653 4/9/2014 145337 HEILMAN, MICHAEL 75.80 REF OVPMT UTIL -8493 142ND ST W 244388 20140402 5301.4997 WATER /SEWERACCT REFUNDS WATER & SEWER FUND REVENUE 75.80 256654 4/912014 145336 TAYLOR, JONATHAN C 3.56 REF OVPMT UTIL -13364 FERRIS AV 244389 20140402 5301.4997 WATER /SEWER ACCT REFUNDS WATER & SEWER FUND REVENUE R55CKR2 LOGIS100 CITY OF APPLE VALLEY 4/10/2014 9:24:11 Council Check Register by GL Page - 10 Council Check Register and Summary 4/5/2014 - 4/11/2014 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledge Account Descriptio Business Unit 256654 4/9/2014 145336 TAYLOR, JONATHAN C Continued... 3.56 256655 4/912014 138336 BERNICK'S BEVERAGE 19.68 TAX #1 00050356 244392 122140 5015.6540 TAXABLE MISC FOR RESALE LIQUOR #1 STOCK PURCHASES 40.00 NOTAX #1 00050356 244392 122140 5015.6545 NON- TAXABLE MISC FOR RESALE LIQUOR #1 STOCK PURCHASES 26.20 BEER #1 00050356 244393 122141 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 3.34 CMNOTAX #2 00050356 244394 122142 5055.6545 NON - TAXABLE MISC FOR RESALE LIQUOR #2 STOCK PURCHASES 82.54 256656 4/9/2014 121092 BOURGET IMPORTS 1,275.00 WINE #1 00045600 244395 118696 5015.6520 WINE LIQUOR #1 STOCK PURCHASES 21.00 FREIGHT #1 00045600 244395 118696 5015.6550 FREIGHT ON RESALE MDSE LIQUOR #1 STOCK PURCHASES 636.00 WINE #3 00045600 244396 118695 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 9.00 FREIGHT #3 00045600 244396 118695 5085.6550 FREIGHT ON RESALE MDSE LIQUOR #3 STOCK PURCHASES 1,941.00 256657 4/9/2014 143314 CLEAR RIVER BEVERAGE CO 710.00 BEER #3 00051160 244397 5506 5085.6530 BEER LIQUOR #3 STOCK PURCHASES 239.00 BEER #3 00051160 244398 5555 5085.6530 BEER LIQUOR #3 STOCK PURCHASES 949.00 256668 4/9/2014 100314 COCA -COLA REFRESHMENTS USA, INC 788.00 TAX #1 00000122 244399 168440624 5015.6540 TAXABLE MISC FOR RESALE LIQUOR #1 STOCK PURCHASES 53.76 NOTAX #1 00000122 244399 168440624 5015.6545 NON - TAXABLE MISC FOR RESALE LIQUOR #1 STOCK PURCHASES 161.28 TAX #2 00000122 244400 128455324 5055.6540 TAXABLE MISC FOR RESALE LIQUOR #2 STOCK PURCHASES 321.60 TAX #3 00000122 244401 168440617 5085.6540 TAXABLE MISC FOR RESALE LIQUOR #3 STOCK PURCHASES 1,324.64 266659 419/2014 100827 GRAPE BEGINNINGS INC 214.00 WINE #1 00032379 244402 164541 5015.6520 WINE LIQUOR #1 STOCK PURCHASES 4.50 FREIGHT #1 00032379 244402 164541 5015.6550 FREIGHT ON RESALE MDSE LIQUOR #1 STOCK PURCHASES 100.00 WINE #1 00032379 244403 164994 5015.6520 WINE LIQUOR #1 STOCK PURCHASES 2.25 FREIGHT #1 00032379 244403 164994 5015.6550 FREIGHT ON RESALE MDSE LIQUOR #1 STOCK PURCHASES 320.75 256660 4/912014 100013 J J TAYLOR DISTRIBUTING CO OF MN 4,426.30 BEER #1 00000116 244563 2179764 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 13.00- CMBEER #1 00000116 244564 2189775 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 6,961.80 BEER #1 00000116 244565 2183610 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 83.40 NOTAX #1 00000116 244565 2183610 5015.6545 NON - TAXABLE MISC FOR RESALE LIQUOR #1 ST' 'PURCHASES CITY OF APF LLEY 4/1 9:24:11 R55CKR2 Ll,...6100 Council Check Register by GL Page - 11 Council Check Register and Summary 4/5/2014 - 4/11/2014 Check # Da Amount Sup / Explanation PO # Doc No Inv No Account No Subledge Account Descriptio Business Unit 256660 4/9/2014 100013 J J TAYLOR DISTRIBUTING CO OF MN Continued... 85.00 BEER #1 00000116 244566 2201000 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 1,538.72 BEER #2 00000114 244567 2189756 5055.6530 BEER LIQUOR #2 STOCK PURCHASES 23.00 TAX #2 00000114 244567 2189756 5055.6540 TAXABLE MISC FOR RESALE LIQUOR #2 STOCK PURCHASES 3.00 FREIGHT #2 00000114 244567 2189756 5055.6550 FREIGHT ON RESALE MDSE LIQUOR #2 STOCK PURCHASES 3.00- CMFREIGHT #2 00000114 244567 2189756 5055.6550 FREIGHT ON RESALE MDSE LIQUOR #2 STOCK PURCHASES 2,081.15 TAX #2 00000116 244568 2189793 5055.6540 TAXABLE MISC FOR RESALE LIQUOR #2 STOCK PURCHASES 3.00 FREIGHT #2 00000116 244568 2189793 5055.6550 FREIGHT ON RESALE MDSE LIQUOR #2 STOCK PURCHASES 3.00- CMFREIGHT #2 00000116 244568 2189793 5055.6550 FREIGHT ON RESALE MDSE LIQUOR #2 STOCK PURCHASES 31.60 BEER #2 00000116 244569 2201020 5055.6530 BEER LIQUOR #2 STOCK PURCHASES 3,626.41 BEER #3 00000116 244570 2189755 5085.6530 BEER LIQUOR #3 STOCK PURCHASES 3.00 FREIGHT #3 00000116 244570 2189755 5085.6550 FREIGHT ON RESALE MDSE LIQUOR #3 STOCK PURCHASES 3.00- CMFREIGHT #3 00000116 244570 2189755 5085.6550 FREIGHT ON RESALE MDSE LIQUOR #3 STOCK PURCHASES 2,016.80 BEER #3 00000116 244571 2189795 5085.6530 BEER LIQUOR #3 STOCK PURCHASES 82.90 BEER #3 00000116 244572 2189796 5085.6530 BEER LIQUOR #3 STOCK PURCHASES 31.60 BEER #3 00000116 244573 2201017 5085.6530 BEER LIQUOR #3 STOCK PURCHASES 20,975.68 256661 4/9/2014 100265 JOHNSON BROTHERS LIQUOR 83.96 BEER #1 00000109 244424 1806633 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 20.99 BEER #1 00000109 244425 1812106 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 20.99 BEER #2 00000109 244426 1806642 5055.6530 BEER LIQUOR #2 STOCK PURCHASES 41.35 TAX #1 00000109 244427 1806634 5015.6540 TAXABLE MISC FOR RESALE LIQUOR #1 STOCK PURCHASES 288.25 TAM 00000109 244428 1812112 5015.6540 TAXABLE MISC FOR RESALE LIQUOR #1 STOCK PURCHASES 185.50 TAX #2 00000109 244429 1812120 5055.6540 TAXABLE MISC FOR RESALE LIQUOR #2 STOCK PURCHASES 306.50 TAX #3 00000109 244430 1812128 5085.6540 TAXABLE MISC FOR RESALE LIQUOR #3 STOCK PURCHASES 173.17 LIQ #1 00000109 244431 1806639 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 1,686.61 LIQ #1 00000109 244432 1812102 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 17,542.46 LIQ #1 00000109 244433 1812103 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 212.20 LIQ #1 00000109 244434 1812104 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 5,317.61 LIQ #1 00000109 244435 1812110 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 1,506.75 LIQ #1 00000109 244436 1812113 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 260.00 LIQ #2 00000109 244437 1812115 5055.6510 LIQUOR LIQUOR #2 STOCK PURCHASES 3,857.09 LIQ #2 00000109 244438 1812117 5055.6510 LIQUOR LIQUOR #2 STOCK PURCHASES 1,991.42 LIQ #2 00000109 244439 1812118 5055.6510 LIQUOR LIQUOR #2 STOCK PURCHASES 500.00 LIQ #2 00000109 244440 1812121 5055.6510 LIQUOR LIQUOR #2 STOCK PURCHASES 106.50 LIQ #3 00000109 244441 1806644 5085.6510 LIQUOR LIQUOR #3 STOCK PURCHASES 159.85 LIQ #3 00000109 244442 1806646 5085.6510 LIQUOR LIQUOR #3 STOCK PURCHASES 6,145.94 LIQ #3 00000109 244443 1812123 5085.6510 LIQUOR LIQUOR #3 STOCK PURCHASES 702.65 LIQ #3 00000109 244444 1812124 5085.6510 LIQUOR LIQUOR #3 STOCK PURCHASES 2,145.19 LIQ #3 00000109 244445 1812126 5085.6510 LIQUOR LIQUOR #3 STOCK PURCHASES R55CKR2 LOGIS100 CITY OF APPLE VALLEY 4/10/2014 9:24:11 Council Check Register by GL Page - 12 Council Check Register and Summary 4/5/2014 - 4/11/2014 Check # Date Amount Supplier / Explana PO # Doc No Inv No Account No Subledge Account Description Business Unit 256661 419/2014 100255 JOHNSON BROTHERS LIQUOR Continued... 416.00 LIQ #3 00000109 244446 1812129 5085.6510 LIQUOR LIQUOR #3 STOCK PURCHASES 1,202.40 LIQ #3 00000109 244447 1814103 5085.6510 LIQUOR LIQUOR #3 STOCK PURCHASES 200.00 WINE #1 00000109 244448 1806629 5015.6520 WINE LIQUOR #1 STOCK PURCHASES 7,186.70 WINE #1 00000109 244449 1806631 5015.6520 WINE LIQUOR #1 STOCK PURCHASES 4,519.10 WINE #1 00000109 244450 1806632 5015.6520 WINE LIQUOR #1 STOCK PURCHASES 86.67 WINE #1 00000109 244451 1806638 5015.6520 WINE LIQUOR #1 STOCK PURCHASES 5,237.75 WINE #1 00000109 244452 1806640 5015.6520 VANE LIQUOR #1 STOCK PURCHASES 4,634.74 WINE #1 00000109 244453 1812105 5015.6520 WINE LIQUOR #1 STOCK PURCHASES 118.00 WINE #1 00000109 244454 1812107 5015.6520 WINE LIQUOR #1 STOCK PURCHASES 2,351.71 WINE #1 00000109 244455 1812111 5015.6520 WINE LIQUOR #1 STOCK PURCHASES 1,240.00 WINE #1 00000109 244456 1812114 5015.6520 VANE LIQUOR #1 STOCK PURCHASES 86.67 WINE #2 00000109 244457 1806635 5055.6520 WINE LIQUOR #2 STOCK PURCHASES 1,208.20 WINE #2 00000109 244458 1806636 5055.6520 WINE LIQUOR #2 STOCK PURCHASES 844.40 WINE #2 00000109 244459 1806641 5055.6520 WINE LIQUOR #2 STOCK PURCHASES 1,798.02 WINE #2 00000109 244460 1806643 5055.6520 WINE LIQUOR #2 STOCK PURCHASES 64.00 WINE #2 00000109 244461 1807561 5055.6520 WINE LIQUOR #2 STOCK PURCHASES 70.00 WINE #2 00000109 244462 1812108 5055.6520 WINE LIQUOR #2 STOCK PURCHASES 873.30 WINE #2 00000109 244463 1812116 5055.6520 VANE LIQUOR #2 STOCK PURCHASES 1,229.39 WINE #2 00000109 244464 1812119 5055.6520 VANE LIQUOR #2 STOCK PURCHASES 273.10 WINE #2 00000109 244465 1812122 5055.6520 VANE LIQUOR #2 STOCK PURCHASES 200.00 WINE #3 00000109 244466 1806630 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 1,506.65 WINE #3 00000109 244467 1806637 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 2,733.50 WINE #3 00000109 244468 1806645 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 1,732.65 WINE #3 00000109 244469 1806647 5085.6520 VANE LIQUOR #3 STOCK PURCHASES 560.00 WINE #3 00000109 244470 1812109 5085.6520 VANE LIQUOR #3 STOCK PURCHASES 5,583.39 WINE #3 00000109 244471 1812125 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 2,802.39 WINE #3 00000109 244472 1812127 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 867.05 WINE #3 00000109 244473 1812130 5085.6520 VANE LIQUOR #3 STOCK PURCHASES 92,880.76 256662 4/9/2014 100021 M AMUNDSON LLP 29.20 TAX #2 00044390 244404 171121 5055.6540 TAXABLE MISC FOR RESALE LIQUOR #2 STOCK PURCHASES 470.98 NOTAX #2 00044390 244404 171121 5055.6545 NON- TAXABLE MISC FOR RESALE LIQUOR #2 STOCK PURCHASES 500.18 266663 4/9/2014 143947 OENO DISTRIBUTION 250.00 WINE #3 00051337 244406 2181 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 4.50 FREIGHT #3 00051337 244406 2181 5085.6550 FREIGHT ON RESALE MDSE LIQUOR #3 STOCK PURCHASES 186.00 WINE #3 00051337 244407 2199 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 3.00 FREIGHT #3 00051337 244407 2199 5085.6550 FREIGHT ON RESALE MDSE LIQUOR #3 S ' URCHASES CITY OF API' ALLEY 411 9:24:11 R55CKR2 LUuIS100 Council Check Register by GL Page - 13 Council Check Register and Summary 4/5/2014 - 4/11/2014 Check # Date Amount Supp lier/ Expl anation PO # Doc No Inv No Account No Subledger Account Description Business Unit 256663 4/9/2014 143947 OENO DISTRIBUTION Continued... 443.50 256664 4/9/2014 100372 PAUSTIS & SONS 3,921.89 LIQ #1 00001291 244574 8441013 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 72.50 FREIGHT #1 00001291 244574 8441013 5015.6550 FREIGHT ON RESALE MDSE LIQUOR #1 STOCK PURCHASES 658.65 WINE #1 00001291 244575 8441905 5015.6520 WINE LIQUOR #1 STOCK PURCHASES 8.75 FREIGHT #1 00001291 244575 8441905 5015.6550 FREIGHT ON RESALE MDSE LIQUOR #1 STOCK PURCHASES 670.12 WINE #2 00001291 244576 8441012 5055.6520 WINE LIQUOR #2 STOCK PURCHASES 11.25 FREIGHT #2 00001291 244576 8441012 5055.6550 FREIGHT ON RESALE MDSE LIQUOR #2 STOCK PURCHASES 39.00 WINE #2 00001291 244577 8442035 5055.6520 WINE LIQUOR #2 STOCK PURCHASES 1.25 FREIGHT #2 00001291 244577 8442035 5055.6550 FREIGHT ON RESALE MDSE LIQUOR #2 STOCK PURCHASES 399.00 LIQ #3 00001291 244578 8439403 5085.6510 LIQUOR LIQUOR #3 STOCK PURCHASES 2.50 FREIGHT #3 00001291 244578 8439403 5085.6550 FREIGHT ON RESALE MDSE LIQUOR #3 STOCK PURCHASES 137.00 LIQ #3 00001291 244579 8441903 5085.6510 LIQUOR LIQUOR #3 STOCK PURCHASES 1.25 FREIGHT# 3 00001291 244579 8441903 5085.6550 FREIGHT ON RESALE MDSE LIQUOR #3 STOCK PURCHASES 826.30 WINE #3 00001291 244580 8439382 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 12.50 FREIGHT #3 00001291 244580 8439382 5085.6550 FREIGHT ON RESALE MDSE LIQUOR #3 STOCK PURCHASES 4,423.46 WINE #3 00001291 244581 8441014 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 92.50 FREIGHT #3 00001291 244581 8441014 5085.6550 FREIGHT ON RESALE MDSE LIQUOR #3 STOCK PURCHASES 600.00 WINE #3 00001291 244582 8441629 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 6.25 FREIGHT #3 00001291 244582 8441629 5085.6550 FREIGHT ON RESALE MDSE LIQUOR #3 STOCK PURCHASES 11, 884.17 256665 4/9/2014 100751 PHILLIPS WINE & SPIRITS INC 59.90 TAX #1 00000106 244482 2579478 5015.6540 TAXABLE MISC FOR RESALE LIQUOR #1 STOCK PURCHASES 20.00 NOTAX #1 00000106 244483 2579478 5015.6545 NON - TAXABLE MISC FOR RESALE LIQUOR #1 STOCK PURCHASES 2,689.17 LIQ #1 00000106 244484 2579476 5015.6510 LIQUOR LIQUOR #1 STOCK PURCHASES 70.75 LIQ #2 00000106 244485 2575748 5055.6510 LIQUOR LIQUOR #2 STOCK PURCHASES 149.00 LIQ #2 00000106 244486 2579479 5055.6510 LIQUOR LIQUOR #2 STOCK PURCHASES 90.80 LIQ #3 00000106 244487 2575752 5085.6510 LIQUOR LIQUOR #3 STOCK PURCHASES 208.00 LIQ #3 00000106 244488 2575753 5085.6510 LIQUOR LIQUOR #3 STOCK PURCHASES 1,371.79 LIQ #3 00000106 244489 2579475 5085.6510 LIQUOR LIQUOR #3 STOCK PURCHASES .68- CMLIQ #3 00000106 244490 3522896 5085.6510 LIQUOR LIQUOR #3 STOCK PURCHASES 56.00 TAX #1 00000106 244491 2575743 5015.6540 TAXABLE MISC FOR RESALE LIQUOR #1 STOCK PURCHASES 56.00 TAX #2 00000106 244492 2579481 5055.6540 TAXABLE MISC FOR RESALE LIQUOR #2 STOCK PURCHASES 1,640.52 WINE #1 00000106 244493 2575742 5015.6520 WINE LIQUOR #1 STOCK PURCHASES 656.30 WINE #1 00000106 244494 2575744 5015.6520 WINE LIQUOR #1 STOCK PURCHASES 42.00 WINE #1 00000106 244495 2576295 5015.6520 WINE LIQUOR #1 STOCK PURCHASES 348.00 WINE #1 00000106 244496 2579477 5015.6520 WINE LIQUOR #1 STOCK PURCHASES 109.69 WINE #2 00000106 244497 2575745 5055.6520 WINE LIQUOR #2 STOCK PURCHASES R55CKR2 LOGIS100 CITY OF APPLE VALLEY 4/10/2014 9:24:11 Council Check Register by GL Page - 14 Council Check Register and Summary 4/5/2014 - 4/11/2014 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledge Account Description Business Unit 256665 4/9/2014 100751 PHILLIPS WINE & SPIRITS INC Continued... 411.30 WINE #2 00000106 244498 2575746 5055.6520 WINE LIQUOR #2 STOCK PURCHASES 1,020.25 WINE #2 00000106 244499 2575747 5055.6520 WINE LIQUOR #2 STOCK PURCHASES 104.00 WINE #2 00000106 244500 2575749 5055.6520 WINE LIQUOR #2 STOCK PURCHASES 147.47 WINE #2 00000106 244501 2579480 5055.6520 WINE LIQUOR #2 STOCK PURCHASES 49.65 WINE #2 00000106 244502 2579482 5055.6520 WINE LIQUOR #2 STOCK PURCHASES 828.00 WINE #3 00000106 244503 2575750 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 3,976.23 WINE #3 00000106 244504 2575751 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 42.00 WINE #3 00000106 244505 2576296 5085.6520 WINE LIQUOR #3 STOCK PURCHASES 6.32- CMWINE #2 00000106 244506 3522897 5055.6520 WINE LIQUOR #2 STOCK PURCHASES 4.00- CMWINE #2 00000106 244507 3522961 5055.6520 WINE LIQUOR #2 STOCK PURCHASES 14,135.82 256666 4/9/2014 145118 STEEL TOE BREWING, LLC 756.00 BEER #1 00051551 244408 2745 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 756.00 256667 4/9/2014 100199 TOP SHELF SUPPLY INC 154.23 TAX #1 00024781 244409 30690 5015.6540 TAXABLE MISC FOR RESALE LIQUOR #1 STOCK PURCHASES 19.85 TAX #2 00024781 244410 30692 5055.6540 TAXABLE MISC FOR RESALE LIQUOR #2 STOCK PURCHASES 164.87 TAX #3 00024781 244411 30691 5085.6540 TAXABLE MISC FOR RESALE LIQUOR #3 STOCK PURCHASES 338.95 256668 4/9/2014 100296 WIRTZ BEVERAGE MIN - BEER INC 2,693.00 BEER #1 00000105 244508 1090190136 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 1,921.10 BEER #1 00000105 244509 1090191593 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 246.00 BEER #1 00000105 244510 109019594 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 1,710.05 BEER #1 00000105 244511 1090193542 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 187.00 BEER #1 00000105 244512 1090193543 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 5,856.65 BEER #1 00000105 244513 1090194997 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 540.00 BEER #1 00000105 244514 1090194998 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 1,088.71 BEER #1 00000105 244515 1090196981 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 246.00 BEER #1 00000105 244516 1090196982 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 2,268.30 BEER #1 00000105 244517 1090198371 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 3,953.20 BEER 91 00000105 244518 1090200297 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 1,571.25 BEER #1 00000105 244519 1090201743 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 1,862.10 BEER #1 00000105 244520 1090201744 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 246.00 BEER #1 00000105 244521 1090201745 5015.6530 BEER LIQUOR #1 STOCK PURCHASES 45.60 TAX #1 00000105 244522 1090194999 5015.6540 TAXABLE MISC FOR RESALE LIQUOR #1 STOCK PURCHASES 21.50 TAX #1 00000105 244523 1090196983 5015.6540 TAXABLE MISC FOR RESALE LIQUOR #1 STOCK PURCHASES 21.50 TAX #1 00000105 244524 1090200298 5015.6540 TAXABLE MISC FOR RESALE LIQUOR #1 ST PURCHASES R55CKR2 L(,6100 CITY OFAPF. ALLEY 4/1L 9:24:11 Council Check Register by GL Page - 15 Council Check Register and Summary 4/5/2014 - 4/11/2014 Check # Date Amount Supplier / E PO # Doc No Inv No Account No Subledge Account Description Business Unit 256668 419/2014 100296 WIRTZ BEVERAGE MIN - BEER INC Continued... 1,239.40 BEER #2 00000105 244525 1090189007 5055.6530 BEER LIQUOR #2 STOCK PURCHASES 221.40 BEER #2 00000105 244526 1090189008 5055.6530 BEER LIQUOR #2 STOCK PURCHASES 4,961.20 BEER #2 00000105 244527 1090192265 5055.6530 BEER LIQUOR #2 STOCK PURCHASES 115.50 BEER #2 00000105 244528 1090192266 5055.6530 BEER LIQUOR #2 STOCK PURCHASES 80.00 BEER #2 00000105 244529 1090192267 5055.6530 BEER LIQUOR #2 STOCK PURCHASES 1,053.45 BEER #2 00000105 244530 1090195862 5055.6530 BEER LIQUOR #2 STOCK PURCHASES 246.00 BEER #2 00000105 244531 1090195863 5055.6530 BEER LIQUOR #2 STOCK PURCHASES 996.80 BEER #2 00000105 244532 1090199057 5055.6530 BEER LIQUOR #2 STOCK PURCHASES 108.00 BEER #2 00000105 244533 1090199058 5055.6530 BEER LIQUOR #2 STOCK PURCHASES 80.00 BEER #2 00000105 244534 1090199059 5055.6530 BEER LIQUOR #2 STOCK PURCHASES 16.80 TAX #2 00000105 244535 1090195864 5055.6540 TAXABLE MISC FOR RESALE LIQUOR #2 STOCK PURCHASES 2,169.60 BEER #3 00000105 244536 1090189345 5085.6530 BEER LIQUOR #3 STOCK PURCHASES 410.40 BEER #3 00000105 244537 1090189346 5085.6530 BEER LIQUOR #3 STOCK PURCHASES 1,966.27 BEER #3 00000105 244538 1090192796 5085.6530 BEER LIQUOR #3 STOCK PURCHASES 246.00 BEER #3 00000105 244539 1090192797 5085.6530 BEER LIQUOR #3 STOCK PURCHASES 2,285.28 BEER #3 00000105 244540 1090196278 5085.6530 BEER LIQUOR #3 STOCK PURCHASES 5,448.70 BEER #3 00000105 244541 1090199538 5085.6530 BEER LIQUOR #3 STOCK PURCHASES 462.00 BEER #3 00000105 244542 1090199539 5085.6530 BEER LIQUOR #3 STOCK PURCHASES 55.00 TAX #3 00000105 244543 1090199540 5085.6540 TAXABLE MISC FOR RESALE LIQUOR #3 STOCK PURCHASES 46,639.76 256669 4/912014 101431 HEALTH FUND, THE i 107.50 HEALTH FUND DEDUCTION 244643 408141145149 9000.2120 ACCRUED BENEFIT LIABILITY PAYROLL CLEARING BAL SHEET 107.50 256670 4/9/2014 101199 NCPERS MINNESOTA 800.00 PERA LIFE INSURANCE -MARCH 244864 140401T 9000.2120 ACCRUED BENEFIT LIABILITY PAYROLL CLEARING BAL SHEET 800.00 256671 4/912014 143359 DEVINE, TERENCE F 140.56 CABLE- MILEAGE DEVINE 244844 20140319 2012.6277 MILEAGE /AUTO ALLOWANCE CABLE TV JOINT POWERS 140.56 256672 4/9/2014 101002 ENGEL, JOEL A 184.18 MN IAAI - J ENGEL- ST CLOUD 244612 20140327 1310.6276 SCHOOLS /CONFERENCES /EXP OTHERFIRE TRAINING 184.18 256673 4/9/2014 100188 GACKSTETTER, PAMELA 389.0 MCFOACONF GACKSTETTERALEXAND 244827 20140321 1015.6276 SCHOOLS /CONFERENCES /EXP OTHERCITY CLERK/ELECTIONS 389.04 R55CKR2 LOGIS100 CITY OF APPLE VALLEY 4/10/2014 9:24:11 Council Check Register by GL Page - 16 Council Check Register and Summary 4/5/2014 - 4/11/2014 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledge Account Description Business Unit 256673 419/2014 100188 GACKSTETTER, PAMELA Continued... 256674 4/9/2014 118948 SPILLERS, ALAN P 55.18 POL- GASOLINE 244321 20140227 1210.6212 MOTOR FUELS /OILS POLICE FIELD OPERATIONS /PATROL 496.71 MCTC BASIL NARC TRNG - SPILLERS 244324 20140207 1225.6276 SCHOOLS /CONFERENCES /EXP OTHERPOLICE TRAINING 551.89 256675 4/9/2014 117062 WEISS, TODD R 57.12 REC- MILEAGE MARCH WEISS 244323 033114 1700.6277 MILEAGE /AUTO ALLOWANCE PARK & RECREATION MANAGEMENT 57.12 256676 4/9/2014 122765 WILLMAN, DAVID G 120.00 UTIL -JEANS 244390 20140330 5305.6281 UNIFORM /CLOTHING ALLOWANCE WATER MGMT /REPORT /DATA ENTRY 120.00 266677 419/2014 100629 ZINCK, JAMES R 72.80 GOLF MILEAGE MARCH ZINCK 244391 20140331 5105.6277 MILEAGE /AUTO ALLOWANCE GOLF MANAGEMENT 49.28 GOLF MILEAGE MARCH ZINCK 244391 20140331 5105.6275 SCHOOLS /CONFERENCES /EXP LOCAL GOLF MANAGEMENT 122.08 256678 4/9/2014 101557 AAA CREDIT SCREENING SVCS LLC 25.00 CREDIT CHECK - POLICE CANDIDATB)0073084 244613 80992 1200.6249 OTHER CONTRACTUAL SERVICES POLICE MANAGEMENT 25.00 266679 4/9/2014 121110 ACE ELITE SALES 248.80 GOLF - CLEANING SUPPLIES 00073761 244325 442768 5110.6229 GENERAL SUPPLIES GOLF CLUBHOUSE BUILDING 248.80 256680 4/9/2014 126475 AED SUPERSTORE 395.00 POL- POWERHEARTAED G3 BATTEFUD074155 244614 382591 1210.6215 EQUIPMENT -PARTS POLICE FIELD OPERATIONS /PATROL 395.00 256681 4/9/2014 144865 AMAZING ATHLETES OF SOUTHWEST METRO 170.00 AMAZING ATHLETES/TOTS CLASSES0073683 244326 1330 1845.6249 OTHER CONTRACTUAL SERVICES REC SELF SUPPORT PROG GENERAL 170.00 256682 4/9/2014 100018 AMERICAN PLANNING ASSN 845.00 PLANNING ADVISORY SV 2014/2015 244599 650201422 1100.6280 DUES & SUBSCRIPTIONS DEV MANAGEMENT 315.00 APA MEMB DUES- NORDQUIST 244600 650201422 1100.6280 DUES & SUBSCRIPTIONS DEV MANAGEMENT 35.00 MN CHAPTER MEMB - NORDQUIST 244601 650201422 1100.6280 DUES & SUBSCRIPTIONS DEV MANAGEMENT 100.00 AICP MEMB DUES- NORDQUIST 244602 650201422 1100.6280 DUES & SUBSCRIPTIONS DEV MANAGE -NT R55CKR2 L, .,1100 CITY OF AP ALLEY 4/1. 9:24:11 Council Check Register by GL Page- 17 Council Check Register and Summary 4/5/2014 - 4/11/2014 Check # Date Amount Supplier/ Explanation PO # Doc No Inv No Account No Subledge Account Description Business Unit 256682 4/9/2014 100018 AMERICAN PLANNING ASSN Continued... 1,295.00 256683 4/912014 100958 ANCOM COMMUNICATIONS INC 872.00 STR- MOTOROLA PORTABLE RADIO 244615 43953 1630.6211 SMALL TOOLS & EQUIPMENT STREET EQUIPMENT MAINTENANCE 872.00 256684 4/9/2014 100023 ANDERSEN INC, EARL F 51.49 THIS PARKADOPTED SIGN 00038095 244327 104360IN 1720.6229 GENERAL SUPPLIES PARK GROUNDS MAINTENANCE 179.96 THIS PARK ADOPTED BY SIGNS 00038095 244328 104339IN 1720.6229 GENERAL SUPPLIES PARK GROUNDS MAINTENANCE 231.45 256685 4/9/2014 100025 ANDYS MARKET 264.0 POL -SQUAD CAR WASHES MARCH 244870 20140401 1210.6265 REPAIRS - EQUIPMENT POLICE FIELD OPERATIONS /PATROL 264.00 256686 419/2014 139989 ANDY'S /PAUL'S CEDAR AVE TIRE & AUTO 39.00 FIRE -CAR WASHES MARCH 2014 244654 20140402 1350.6265 REPAIRS- EQUIPMENT FIRE VEHICLE MAINTENANCE 39.00 256687 4/9/2014 100747 ARAMARK UNIFORM SERVICES INC 38.09 SHOP - UNIFORM RENT MAR 00046863 244603 6297960499 1530.6281 UNIFORM /CLOTHING ALLOWANCE CMF SHOP EQUIP MNTC & REPAIR 2.45 SHOP -SALES TAX ADJ 00046863 244603 6297960499 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 2.45- SHOP -SALES TAX ADJ 00046863 244603 6297960499 1530.6281 UNIFORM /CLOTHING ALLOWANCE CMF SHOP EQUIP MNTC & REPAIR 38.09 STR- UNIFORM RENT MAR 00046863 244603 6297960499 1600.6281 UNIFORM /CLOTHING ALLOWANCE STREET MANAGEMENT 2.45 STR -SALES TAX ADJ 00046863 244603 6297960499 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 2.45- STR -SALES TAX ADJ 00046863 244603 6297960499 1600.6281 UNIFORM /CLOTHING ALLOWANCE STREET MANAGEMENT 38.08 PK- UNIFORM RENT MAR 00046863 244603 6297960499 1710.6281 UNIFORM /CLOTHING ALLOWANCE PARK MAINTENANCE MANAGEMENT 2.45 PK -SALES TAX ADJ 00046863 244603 6297960499 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 2.45- PK -SALES TAX ADJ 00046863 244603 6297960499 1710.6281 UNIFORM /CLOTHING ALLOWANCE PARK MAINTENANCE MANAGEMENT 38.08 UTIL- UNIFORM RENT MAR 00046863 244603 6297960499 5305.6281 UNIFORM /CLOTHING ALLOWANCE WATER MGMT /REPORT /DATA ENTRY 2.45 UTIL -SALES TAX ADJ 00046863 244603 6297960499 5300.2330 DUE TO OTHER GOVERNMENT WATER & SEWER FUND BAL SHEET 2.45- UTIL -SALES TAX ADJ 00046863 244603 6297960499 5305.6281 UNIFORM /CLOTHING ALLOWANCE WATER MGMT /REPORT /DATA ENTRY 152.34 256688 41912014 118892 ASPEN MILLS 47.95 WHITE UNIFORM SHIRT- MATTINGLY00048355 244617 147702 1300.6281 UNIFORM /CLOTHING ALLOWANCE FIRE MANAGEMENT 236.9 FIRE -MISC UNIFORM /ACCESSORIE,%0048355 244618 147703 1300.6281 UNIFORM /CLOTHING ALLOWANCE FIRE MANAGEMENT 284.90 256689 41912014 100034 AUTOMATIC GARAGE DOOR R55CKR2 LOGIS100 CITY OF APPLE VALLEY 4/10/2014 9:24:11 Council Check Register by GL Page - 18 Council Check Register and Summary 4/5/2014 - 4/11/2014 Check # D ate Amount Su pplier / Explanation PO # Doc No Inv No Account No Subledge Account Description Business Unit 256689 4/9/2014 100034 AUTOMATIC GARAGE DOOR Continued... 361.90 WTP- CALIBRATE PLC COUNTS 00040658 244329 27175S 5325.6269 REPAIRS -OTHER WATER TREATMENT FCLTY MNTC /RPR 361.90 256690 41912014 145004 BARRIS, JODIE 120.00 HCSC -TAP DANCE CLASSES 00074076 244330 20140401 1920.6249 OTHER CONTRACTUAL SERVICES SENIOR CENTER 132. HCSC -ZUMBA CLASSES 00074076 244331 20140401 1920.6249 OTHER CONTRACTUAL SERVICES SENIOR CENTER 252.00 256691 4/9/2014 100054 BAUER BUILT INC 194.50 PK -TIRE RPR #232 00035172 244332 180130169 1765.6265 REPAIRS- EQUIPMENT PARK EQUIPMENT MAINTENANCE 19.00 PK -TIRE DISPOSAL FEE #232 00035172 244333 180130395 1765.6265 REPAIRS - EQUIPMENT PARK EQUIPMENT MAINTENANCE 469.18 INSP -AT TIRES #107 00035172 244334 180130398 1400.6216 VEHICLES- TIRES /BATTERIES INSPECTIONS MANAGEMENT 948.82 PK -TIRES 00035172 244604 180130154 1765.6216 VEHICLES - TIRES /BATTERIES PARK EQUIPMENT MAINTENANCE 2,791.50 STR -TIRES 00035172 244604 180130154 1630.6216 VEHICLES - TIRES /BATTERIES STREET EQUIPMENT MAINTENANCE 479.84 PK -TIRES 00035172 244604 180130154 1765.6216 VEHICLES - TIRES /BATTERIES PARK EQUIPMENT MAINTENANCE 4,902.84 256692 419/2014 143659 BAUER SERVICES INC 600.00 FROZEN WiR SVC RPR -127 SABRA C 244335 26 5330.6249 OTHER CONTRACTUAL SERVICES WTR MAIN /HYDRANT /CURB STOP MNT 600.00 256693 4/9/2014 131562 BTR OF MINNESOTA, LLC 80.31 STR - 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19 Council Check Register and Summary 4/5/2014 - 4/11/2014 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledge Account Description Business Unit 256695 4/9/2014 100089 CARQUEST Continued... 4.35 STR -OIL FILTER 00035174 244674 1594211960 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 4.35- STR -OIL FILTER, CREDIT 00035425 244675 1594212024 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 52.39- STR -OIL SEAL, BEARING, CREDIT 00035174 244676 1594212036 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 4.57 STR -PIG TAIL, SEALED LAMP 00035174 244677 1594212059 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 13.88 STR -PIG TAIL, SEALED LAMP 00035174 244678 1594212097 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 7.95 STR -OIL FILTER #324 00035174 244679 1594211977 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 22.06 STR -PUSH, PULL SWITCH 00035174 244680 1594212011 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 52.39 STR -OIL SEAL, BEARING 00035174 244681 1594212016 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 102.96 STR -OIL SEALS, BEARINGS 00035174 244682 1594212035 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 54.14- STR - BEARINGS, CREDIT 00035174 244683 1594212051 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 8.47 UTIL -MISC PART 00035174 244684 1594211191 5330.6215 EQUIPMENT -PARTS WTR MAIN /HYDRANT /CURB STOP MNT 536.29 256696 4/9/2014 100878 CHARTER COMMUNICATIONS 75.00 POOL -WIFI SVC APRIL 00074251 244719 835230604053512 1930.6237 TELEPHONE /PAGERS REDWOOD POOL 0 75.00 256697 4/9/2014 130960 COLD SPRING MEMORIAL GROUP 151.20 CEM- SCROLLS FOR BRESNAHAN 00051533 244622 1679553A 5605.6325 COLUMBARIUM CEMETERY 151.20 256698 4/9/2014 122019 CROWN RENTAL - BURNSVILLE 87.70 PK- FILTERS /CLAMSHELL /FUEL CAPS0047286 244338 1612441 1765.6215 EQUIPMENT -PARTS PARK EQUIPMENT MAINTENANCE 66.90 PK -PICCO 12714" BARS 00047286 244339 1614611 1765.6215 EQUIPMENT -PARTS PARK EQUIPMENT MAINTENANCE 10.93 PK -BRAKE BAND 00047286 244584 W63051 1765.6215 EQUIPMENT -PARTS PARK EQUIPMENT MAINTENANCE 29.44 PK -AIR FILTER /SPARK PLUG /PICKU 00047286 244585 1617121 1765.6215 EQUIPMENT -PARTS PARK EQUIPMENT MAINTENANCE 194.97 256699 4/9/2014 100116 CUSHMAN MOTOR CO INC 701.85 PK- SPRING TINES REPL/6' BROOMS70050726 244340 162692 1765.6215 EQUIPMENT -PARTS PARK EQUIPMENT MAINTENANCE 701.85 256700 4/9/2014 119052 CUSTOM HOSE TECH INC 316.08 STR -MISC QUICK COUPLERS 00049940 244341 73861 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 316.08 256701 4/9/2014 100125 DAKOTA COUNTY TECHNICAL COLLEGE 360.00 CH- ELECTRICAL SAFETY TRAINING 244605 116978 1060.6275 SCHOOLS /CONFERENCES /EXP LOCAL MUNICIPAL BLDG & GROUNDS MNTC 180.00 CMF- ELECTRICAL SAFETY TRAINING 244605 116978 1540.6275 SCHOOLS /CONFERENCES /EXP LOCAL CMF BUILDINGS & GROUNDS MNTC R55CKR2 LOGIS100 CITY OF APPLE VALLEY 4/10/2014 9:24:11 Council Check Register by GL Page - 20 Council Check Register and Summary 4/5/2014 - 4/11/2014 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledge Account Description Business Unit 256701 4/912014 100125 DAKOTA COUNTY TECHNICAL COLLEGE Continued... 540.00 PK- ELECTRICAL SAFETY TRAINING 244605 116978 1775.6275 SCHOOLS /CONFERENCES /EXP LOCAL PARK MAINTENANCE TRAINING 360.00 STR- ELECTRICAL SAFETY TRAINING 244605 116978 1600.6275 SCHOOLS /CONFERENCES /EXP LOCAL STREET MANAGEMENT 1,080.00 UTIL- ELECTRICAL SAFETY TRAININ 244605 116978 5315.6275 SCHOOLS /CONFERENCES /EXP LOCAL WATER TRAINING /SCHOOL /MEETINGS 1,080.00 UTIL- ELECTRICAL SAFETY TRAININ 244605 116978 5370.6275 SCHOOLS /CONFERENCES /EXP LOCAL SEWER TRAINING /SCHOOL/MEETINGS 3,600.00 256702 4/912014 123324 DAMA METAL PRODUCTS INC 620.94 FIRE -KEY BOX W/ TAMPER SWITCH 244344 13262 1320.6229 GENERAL SUPPLIES FIRE PREVENTION 39.94- FIRE -USE TAXADJUST 244344 13262 1320.6229 GENERAL SUPPLIES FIRE PREVENTION 39.94 FIRE -USE TAXADJUST 244344 13262 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 620.94 256703 4/9/2014 100137 DELEGARD TOOL CO 6.45 SHOP - #30 TORX 1/4" DRIVE 00035179 244343 882394 1530.6211 SMALL TOOLS & EQUIPMENT CMF SHOP EQUIP MNTC & REPAIR 6.45 256704 4/9/2014 145334 DOYLE GOLF LLC 1,747.05 GOLF -MISC SUPPLIES 00051608 244345 6751 5125.6229 GENERAL SUPPLIES GOLF DRIVING RANGE 112.38- 00051608 244345 6751 5100.2330 DUE TO OTHER GOVERNMENT GOLF FUND BALANCE SHEET 1,634.67 256705 4/9/2014 120698 DURAND MANUFACTURING 774.84 FABRICATE NEW SS BBQ GRILL 244845 23012 1765.6265 REPAIRS - EQUIPMENT PARK EQUIPMENT MAINTENANCE 49.84- 244845 23012 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 67.00 PK -MISC BOLTS /NUTS #229 TRAILE 00073267 244846 23020 1765.6215 EQUIPMENT -PARTS PARK EQUIPMENT MAINTENANCE 792.00 256706 4/9/2014 144557 EXECUTIVE OUTDOOR SERVICES LLC 1,080.00 OLD CH PLOW & SALT LOT -MARCH 244712 361 2092.6249 OTHER CONTRACTUAL SERVICES 14200 CEDAR AVE -OLD CITY HALL 1,080.00 256707 4/9/2014 119235 F J WESTCOTT COMPANY 231.00 GOLF UMBRELLAS 244709 656835 5115.6418 GOLF -PRO SHOP OTHER GOLF PRO SHOP 1 2.89 GOLF FREIGHT 244709 656835 5115.6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SHOP 243.89 256708 4/9/2014 100582 FCX PERFORMANCE 313.31 UTIL -3/4" 2 -WAY SOLENOID VALVE 244624 3585892 5325.6215 EQUIPMENT -PARTS WATER TREATMENT FCLTY MNTC /RPR 870.00 UTIL -1/4" 4 -WAY SOLENOID VALVE 244625 3582562 5325.6215 EQUIPMENT -PARTS WATER TREATMENT FCLTY MNTC /RPR 1,183.31 R55CKR2 Lu-,8100 CITY OF API­ ALLEY 4/1L 9:24:11 Council Check Register by GL Page - 21 Council Check Register and Summary 4/5/2014 - 4/1112014 Check # Date Amount Suppli / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 256708 4/9/2014 100582 FCX PERFORMANCE Continued... 256709 41912014 126229 FIRE & LIFE SAFETY CONSULTING LLC 150.00 FIRE ALARM PLAN REVIEW -SVLC 00074049 244626 20140401 1300.6242 FIRE ALARM PLAN REVIEWS FIRE MANAGEMENT 150.00 256710 4/9/2014 100420 FISCHER MINING, LLC 429.02 UTIL - GRAVEL, SAND CORP RPR FL(00035242 244685 10165 5330.6229 GENERAL SUPPLIES WTR MAIN /HYDRANT /CURB STOP MNT 385.29 UTIL- GRAVEL, SAND WTR MAIN RPM0035242 244686 10165 5330.6229 GENERAL SUPPLIES WTR MAIN /HYDRANT /CURB STOP MNT 814.31 256711 4/9/2014 100180 FOOTJOY 3,266.00 GOLF SHOES 00051380 244721 5472158 5115.6416 GOLF -SHOES GOLF PRO SHOP 184.90 GOLF FREIGHT 00051380 244721 5472158 5115.6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SHOP 179.63- GOLF DISCOUNT 00051380 244721 5472158 5115.6423 GOLF -CASH DISCOUNT GOLF PRO SHOP 2,904.00 GOLF GLOVES 00051380 244722 5472160 5115.6415 GOLF - GLOVES GOLF PRO SHOP 52.66 GOLF FREIGHT 00051380 244722 5472160 5115.6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SHOP 159.72- GOLF DISCOUNT 00051380 244722 5472160 5115.6423 GOLF -CASH DISCOUNT GOLF PRO SHOP 6,068.21 256712 41912014 101056 FORCE AMERICA DISTRIBUTING LLC 43.06 UTIL -GLASS FILTER SCREEN 00035441 244348 1423070 5390.6215 EQUIPMENT -PARTS SWR EQUIP/VEHICLE MISC MNTC /RP 2,283.75 STR -ELC KIT SALTER BOARD 00035441 244349 1423071 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 2,283.75- STR -ELC KIT SALTER BOARD CRED00035441 244350 1423688 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 43.06 256713 4/9/2014 129789 GENERAL SECURITY SERVICES CORP 13.85 PK RDWDD ALARM MONITORING AFU0074254 244718 304171 1730.6249 OTHER CONTRACTUAL SERVICES PARK BUILDING MAINTENANCE .89- 00074254 244718 304171 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 12.96 256714 4/9/2014 100995 GENUINE PARTS CO- MINNEAPOLIS 49.72 QP- IMPACT SOCKET SET 00035350 244833 530298 1945.6211 SMALL TOOLS & EQUIPMENT QUARRY POINTE .99- QP- DISCOUNT 00035350 244833 530298 1945.6333 GENERAL -CASH DISCOUNTS QUARRY POINTE 84.39 PK -OIL 00035350 244834 530432 1765.6212 MOTOR FUELS /OILS PARK EQUIPMENT MAINTENANCE 1.69- PK- DISCOUNT 00035350 244834 530432 1765.6333 GENERAL -CASH DISCOUNTS PARK EQUIPMENT MAINTENANCE 25.01 PK -SPARK PLUGS 00035350 244834 530432 1765.6215 EQUIPMENT -PARTS PARK EQUIPMENT MAINTENANCE .SO- PK- DISCOUNT 00035350 244834 530432 1765.6333 GENERAL -CASH DISCOUNTS PARK EQUIPMENT MAINTENANCE 7.04 PK -USE TAX ADJ 00035350 244834 530432 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 7.04- PK -USE TAX ADJ 00035350 244834 530432 1765.6215 EQUIPMENT -PARTS PARK EQUIPMENT MAINTENANCE .61- QP- RETURN, IMPACT SOCKET SET, 00035350 244835 530515 1945.6211 SMALL TOOLS & EQUIPMENT QUARRY POINTE R55CKR2 LOGIS100 CITY OF APPLE VALLEY 4/10/2014 9:24:11 Council Check Register by GL Page - 22 Council Check Register and Summary 4/5/2014 - 4/11/2014 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 256714 419/2014 100995 GENUINE PARTS CO- MINNEAPOLIS Continued... .01 QP- DISCOUNT 00035350 244835 530515 1945.6333 GENERAL -CASH DISCOUNTS QUARRY POINTE 40.39 FIRE - SOLENOID 00074040 244836 531486 1350.6215 EQUIPMENT -PARTS FIRE VEHICLE MAINTENANCE .81- FIRE - DISCOUNT 00074040 244836 531486 1350.6333 GENERAL -CASH DISCOUNTS FIRE VEHICLE MAINTENANCE 2.60 FIRE -USE TAX ADJ 00074040 244836 531486 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 2.60- FIRE -USE TAX ADJ 00074040 244836 531486 1350.6215 EQUIPMENT -PARTS FIRE VEHICLE MAINTENANCE 5.94 PK -SPARK PLUG 00035340 244837 533212 1765.6215 EQUIPMENT -PARTS PARK EQUIPMENT MAINTENANCE .12- PK- DISCOUNT 00035340 244837 533212 1765.6333 GENERAL -CASH DISCOUNTS PARK EQUIPMENT MAINTENANCE 59.88 PK -TRANS FLUID 00035340 244837 533212 1765.6212 MOTOR FUELS /OILS PARK EQUIPMENT MAINTENANCE 1.20- PK- DISCOUNT 00035340 244837 533212 1765.6333 GENERAL -CASH DISCOUNTS PARK EQUIPMENT MAINTENANCE 337.56 PK -OIL SEALS, PUPPET WAGON & S00035340 244838 533561 1765.6215 EQUIPMENT -PARTS PARK EQUIPMENT MAINTENANCE 6.75- PK- DISCOUNT 00035340 244838 533561 1765.6333 GENERAL -CASH DISCOUNTS PARK EQUIPMENT MAINTENANCE 13.88 FIRE -GAS CAP 00074033 244839 529596 1350.6215 EQUIPMENT -PARTS FIRE VEHICLE MAINTENANCE .89 FIRE -USE TAX ADJ 00074033 244839 529596 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET .89- FIRE -USE TAX ADJ 00074033 244839 529596 1350.6215 EQUIPMENT -PARTS FIRE VEHICLE MAINTENANCE .70 PK- IMPACT WRENCH, SOCKETS, HBm035340 244840 526787 1765.6211 SMALL TOOLS & EQUIPMENT PARK EQUIPMENT MAINTENANCE 10.11 PK- DISCOUNT DISALLOWED 00035340 244840 526787 1765.6333 GENERAL -CASH DISCOUNTS PARK EQUIPMENT MAINTENANCE .06 PK- DEGREASER, BRAKE CLEANER 00035350 244841 526817 1765.6214 CHEMICALS PARK EQUIPMENT MAINTENANCE .96 PK- DISCOUNT DISALLOWED 00035350 244841 526817 1765.6333 GENERAL -CASH DISCOUNTS PARK EQUIPMENT MAINTENANCE .03 PK -HOSE 00035350 244841 526817 1765.6211 SMALL TOOLS & EQUIPMENT PARK EQUIPMENT MAINTENANCE .38 PK- DISCOUNT DISALLOWED 00035350 244841 526817 1765.6333 GENERAL -CASH DISCOUNTS PARK EQUIPMENT MAINTENANCE .08 FIRE - DISCOUNT DISALLOWED 00074028 244842 528920 1300.6333 GENERAL -CASH DISCOUNTS FIRE MANAGEMENT .24 GOLF - GENERAL SUPPLIES 00035390 244843 529298 5155.6229 GENERAL SUPPLIES GOLF EQUIPMENT MAINTENANCE 3.62 GOLF - DISCOUNT DISALLOWED 00035390 244843 529298 5155.6333 GENERAL -CASH DISCOUNTS GOLF EQUIPMENT MAINTENANCE 620.29 256715 419/2014 146341 GHOLAR- MURRAY, MIDRED 300.00 REFUND RDWD DAMAGE DEP 4/6/14 244723 1006446002 1001.5110 RENTS- REDWOOD GENERAL FUND REVENUE 100.00 REFUND RDWD DAMAGE DEP 4/6/14 244724 1006196 1001.5110 RENTS - REDWOOD GENERAL FUND REVENUE 400.00 256716 4/9/2014 100793 GLEWWE DOORS INC 782.00 INSTALL METAL DOOR -RDWD CONORS51573 244351 169402 1930.6266 REPAIRS - BUILDING REDWOOD POOL 782.00 266717 419/2014 100209 GOPHER STATE ONE -CALL 176.90 UTIL LOCATES MARCH 00022391 244707 100062 5305.6237 TELEPHONE /PAGERS WATER MGMT /REPORT /DATA ENTRY 17.40 SL- LOCATES MARCH 00022391 244707 100062 5805.6237 TELEPHONE /PAGERS STREET LIGHT UTILITY FUND 194.30 266718 419/' 102806 GRAND VIEW LODGE R55CKR2 L< _,5100 CITY OF API ALLEY 4/1 9:24:11 Council Check Register by GL Page- 23 Council Check Register and Summary 4/5/2014 — 4/11/2014 Check # Date Amount Supplier / Expl PO # Doc No Inv No Account No Subledger Account Description Business Unit 256718 4/9/2014 102806 GRAND VIEW LODGE Continued... 243.66 CAN -AM CONF SPILLERS 244557 20140409 1225.6276 SCHOOLS /CONFERENCES /EXP OTHERPOLICE TRAINING 243.66 256719 4/9/2014 100891 HANCO CORPORATION 482.39 GOLF -6 PLY TURF TIRES 00073447 244356 712590 5155.6216 VEHICLES - TIRES /BATTERIES GOLF EQUIPMENT MAINTENANCE 31.03- 00073447 244356 712590 5100.2330 DUE TO OTHER GOVERNMENT GOLF FUND BALANCE SHEET 451.36 256720 4/9/2014 100510 HD SUPPLY WATERWORKS LTD 2,225.53 WTP -4" T2 METER NEW WASHBAY 00035249 244357 C100960 5325.6735 2012108W CAPITAL OUTLAY -OTHER IMPROVEME WATER TREATMENT FCLTY MNTC /RPR 2,225.53 256721 4/9/2014 137419 HEDBERG, RON 2,100.00 GOLF DRAWERS /CHANGE FUNDS 244382 20140328 5100.1050 PETTY CASH - VALLEYWOOD GOLF FUND BALANCE SHEET 2,100.00 256722 41912014 132444 HENRICKSEN PSG 626.18 PV1 -FILE CABINET 244627 538470 1500.6229 GENERAL SUPPLIES PW MANAGEMENT 626.18 256723 4/9/2014 101796 INTERSTATE BATTERY SYSTEM OF MINNEAPOLIS 189.95 POL -DEEP CYCLE BATTERY 00042258 244644 220025531 1210.6216 VEHICLES - TIRES /BATTERIES POLICE FIELD OPERATIONS /PATROL 189.95 256724 41912014 144639 IRRIGATION DOCTOR 260.99 STR -CEDAR IRRIG SYSTEM RPR 244645 16897 1610.6249 OTHER CONTRACTUAL SERVICES STREET /BOULEVARD REPAIR & MNTC 16,79- 244645 16897 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 244.20 256725 4/9/2014 100118 KEEPRS INC 149.00 GLOCK PISTOL 00071385 244583 239071 1200.6211 SMALL TOOLS & EQUIPMENT POLICE MANAGEMENT 900.00 POL- TACTICAL THIGH RIG 244848 236328 2057.6229 GENERAL SUPPLIES POLICE SPECIAL PROJECTS 1,049.00 256726 4/9/2014 143535 KIDCREATE STUDIO 250.00 LEGO STAR WARS CAMP 00073684 244358 3883 1845.6249 OTHER CONTRACTUAL SERVICES REC SELF SUPPORT PROG GENERAL 150.00 MY DOLL'S BIG ADVENTURE CAMP 00073684 244358 3883 1845.6249 OTHER CONTRACTUAL SERVICES REC SELF SUPPORT PROG GENERAL 400.00 256727 4/9/2014 137346 KIRVIDA FIRE INC R55CKR2 LOGIS100 CITY OF APPLE VALLEY 4/10/2014 9:24:11 Council Check Register by GL Page - 24 Council Check Register and Summary 4/5/2014 - 4/11/2014 Check # Date Amount Supplier Exp lanation PO # Doc No Inv No Account No Subledge Account Description Business Unit 256727 4/912014 137345 KIRVIDA FIRE INC Continued... 390.2 FIRE PUMPER TRUCK RPR #4989 00074353 244646 3899 1350.6265 REPAIRS - EQUIPMENT FIRE VEHICLE MAINTENANCE 390.25 256728 4/9/2014 132646 KWIK KOPY BUSINESS CENTER 43.00 BUSINESS CARDS WAYNE CRIGER 00073083 244359 15291 1200.6239 PRINTING POLICE MANAGEMENT 154.27 POL- VEHICLE IMPOUND REPORT 00071471 244647 15287 1200.6239 PRINTING POLICE MANAGEMENT 59.87 AUTHORIZATION TO INVESTIG FORDD071470 244648 15301 1200.6239 PRINTING POLICE MANAGEMENT 98.91 INSP -DO NOT OCCUPY CARDS 244649 15286 1400.6239 PRINTING INSPECTIONS MANAGEMENT 517.00 FIRE -DOOR HANGERS, RECRUITMENT 244849 15238 1300.6239 PRINTING FIRE MANAGEMENT 98.57 FIRE -2 -PART VACATION FORMS 244850 15230 1300.6239 PRINTING FIRE MANAGEMENT 971.62 256729 4/9/2014 145335 LARSON, MARK AND JAYNE 969.85 THAWING WTR SVC -845 ORIOLE DR 244360 122006 5330.6269 REPAIRS -OTHER WTR MAIN /HYDRANT /CURB STOP MNT 969.85 256730 419/2014 100659 LAVERNES PUMPING SERVICE 210.00 PUMP SEPTIC TANK 3/31- HUNTING100050732 244650 13245 1730.6249 OTHER CONTRACTUAL SERVICES PARK BUILDING MAINTENANCE 210.00 PUMP SEPTIC TANK 3/28- HUNTING100050732 244651 13241 1730.6249 OTHER CONTRACTUAL SERVICES PARK BUILDING MAINTENANCE 420.00 266731 4/9/2014 100293 MACQUEEN EQUIPMENT 53.09 STR -PARTS TO REPAIR SWEEPERS 00051612 244687 2142198 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 111.73 STR -PARTS TO REPAIR SWEEPERS 00051612 244688 2141982 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 284.40 STR -PARTS TO REPAIR SWEEPERS00051612 244689 2141980 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 757.07 STR -PARTS TO REPAIR SWEEPERS00051612 244690 2141978 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 1,206.29 256732 4/9/2014 100299 MASTER ELECTRIC CO 735.98 GOLF - TROUBLESHOOT /RPR PRV 244851 SD7083 5110.6266 REPAIRS - BUILDING GOLF CLUBHOUSE BUILDING 735.98 256733 4/912014 100304 MCNEILUS STEEL INC 4,485.00 PK -CUT 230 PCS GALV ANGLE 00051646 244852 1593745 1725.6735 CAPITAL OUTLAY -OTHER IMPROVEME PARK ICE RINK MAINTENANCE 4,485.00 256734 419/2014 119049 MED COMPASS 286.50 STR- ANNUAL HEARING TESTS 244725 22987 1600.6235 CONSULTANT SERVICES STREET MANAGEMENT 229.50 PK- ANNUAL HEARING TESTS 244725 22987 1710.6235 CONSULTANT SERVICES PARK MAINTENANCE MANAGEMENT 39.50 NR- ANNUAL HEARING TESTS 244725 22987 1520.6235 CONSULTANT SERVICES NATURAL REF '(,ES R55CKR2 LOuiS100 CITY OF APP, ALLEY 4/10. 9:24:11 Council Check Register by GL Page - 25 Council Check Register and Summary 4/5/2014 - 4/11/2014 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 256734 4/9/2014 119049 MED COMPASS Continued... 58.50 ENG- ANNUAL HEARING TESTS 244725 22987 1510.6235 CONSULTANT SERVICES PW ENGINEERING & TECHNICAL 39.50 CH- ANNUAL HEARING TESTS 244725 22987 1060.6235 CONSULTANT SERVICES MUNICIPAL BLDG & GROUNDS MNTC 77.50 SHOP- ANNUAL HEARING TESTS 244725 22987 1530.6235 CONSULTANT SERVICES CMF SHOP EQUIP MNTC & REPAIR 20.50 HCSC- ANNUAL HEARING TESTS 244725 22987 1920.6235 CONSULTANT SERVICES SENIOR CENTER 20.50 AVCC- ANNUAL HEARING TESTS 244725 22987 1900.6235 CONSULTANT SERVICES AV COMMUNITY CENTER 39.50 GOLF - ANNUAL HEARING TESTS 244725 22987 5105.6235 CONSULTANT SERVICES GOLF MANAGEMENT 20.50 IA1- ANNUAL HEARING TESTS 244725 22987 5205.6235 CONSULTANT SERVICES ARENA 1 MANAGEMENT 97.50 UTIL- ANNUAL HEARING TESTS 244725 22987 5305.6235 CONSULTANT SERVICES WATER MGMT /REPORT /DATA ENTRY 97.50 UTIL- ANNUAL HEARING TESTS 244725 22987 5365.6235 CONSULTANT SERVICES SEWER MGMT /REPORTS /DATA ENTRY 1,027.00 256735 41912014 100311 METRO COUNCIL ENVIRONMENTAL SVCS 29,820.00 SAC COLLECTION MARCH 244556 20140331 5301.4922 SAC COLLECTIONS WATER & SEWER FUND REVENUE 298.20- RETAINED % MARCH 244556 20140331 5301.4999 MISC UTILITY REVENUE WATER & SEWER FUND REVENUE 29, 521.80 256736 4/9/2014 101446 MID AMERICA METER INC 1,231.00 WELL 4, 9, & 15 METER RPR 244361 140202 5320.6265 2013164W REPAIRS - EQUIPMENT WATER WELL /BOOSTER STN MNT /RPR 1,231.00 256737 4/9/2014 128973 MIKE'S SHOE REPAIR INC 91.00 RPR TO BUNKER COATS /PANTS 00074351 244871 4022014 1330.6265 REPAIRS- EQUIPMENT FIRE OPERATIONS 91.00 256738 4/9/2014 110510 MLEEA 298.00 EXPLORER CONF -WOLF ROCHESTER 244653 20140409 1225.6276 SCHOOLS /CONFERENCES /EXP OTHERPOLICE TRAINING 298.00 EXPLORER CONF- TSCHIDA ROCHESTE 244653 20140409 1225.6276 SCHOOLS /CONFERENCES /EXP OTHERPOLICE TRAINING 596.00 256739 4/912014 100590 MMBA 514.00 MMBA CONF SWANSON ALEXANDRIA 244558 20140409 5005.6276 SCHOOLS /CONFERENCES /EXP OTHERLIQUOR GENERAL OPERATIONS 514.00 256740 4/9/2014 100573 MN CHIEFS OF POLICE ASSN 10 9.90 POL- HANDGUN PERMIT 00071468 244362 20140328 1200.6239 PRINTING POLICE MANAGEMENT 109.90 256741 4/912014 100336 MN DEPT OF PUBLIC SAFETY 3,000.00 POL CJDN SVC -1ST QTR 00035289 244704 153466 1200.6310 RENTAL EXPENSE POLICE MANAGEMENT 3,000.00 R55CKR2 LOGIS100 CITY OF APPLE VALLEY 4/10/2014 9:24:11 Council Check Register by GL Page - 26 Council Check Register and Summary 4/5/2014 - 4/11/2014 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledge Account Description Business Unit 256741 419/2014 100336 MN DEPT OF PUBLIC SAFETY Continued... 256742 419/2014 100693 MN FIRE SERVICE CERTIFICATION BOARD 100.00 FIRE OFFCR 1 CERT EXAM- BASBALH0074352 244853 2507 1310.6275 SCHOOLS /CONFERENCES /EXP LOCAL FIRE TRAINING 100.00 256743 419/2014 100553 MN SCIA 60.00 BASIC SEX ASSAULT TRAIN BOOTH 244559 20140409 1225.6275 SCHOOLS /CONFERENCES /EXP LOCAL POLICE TRAINING 60.00 256744 4/912014 143983 MOSS & BARNETT 304.50 FRANCHISE /PEG FEE AUDIT RVW 244364 601916 2012.6235 CONSULTANT SERVICES CABLE TV JOINT POWERS 304.50 256745 4/912014 119068 MSANI 150.00 CAN -AM CONF SPILLERS 244560 20140409 1225.6276 SCHOOLS /CONFERENCES /EXP OTHERPOLICE TRAINING 150.00 256746 419/2014 100663 MUNICIPALS 60.00 MUNICI -PALS SPRING CONF - GACKST 244826 20140409 1015.6275 SCHOOLS /CONFERENCES /EXP LOCAL CITY CLERK/ELECTIONS 60.00 MUNICI -PALS SPRING CONF - MARSCH 244826 20140409 1015.6275 SCHOOLS /CONFERENCES /EXP LOCAL CITY CLERK/ELECTIONS 60.00 MUNICI -PALS SPRING CONF -PAGEL 244826 20140409 1010.6275 SCHOOLS /CONFERENCES /EXP LOCAL ADMINISTRATION 60.00 MUNICI -PALS SPRING CONF- CARLSO 244826 20140409 1035.6275 SCHOOLS /CONFERENCES /EXP LOCAL FINANCE 60.00 MUNICI -PALS SPRING CONF - RIPLEY 244826 20140409 1035.6275 SCHOOLS /CONFERENCES /EXP LOCAL FINANCE 60.00 MUNICI -PALS SPRING CONF- REITEN 244826 20140409 1035.6275 SCHOOLS /CONFERENCES /EXP LOCAL FINANCE 60.00 MUNICI -PALS SPRING CONF - BROUGH 244826 20140409 1035.6275 SCHOOLS /CONFERENCES /EXP LOCAL FINANCE 60.00 MUNICI -PALS SPRING CONF - AITKIN 244826 20140409 1035.6275 SCHOOLS /CONFERENCES /EXP LOCAL FINANCE 60.00 MUNICI -PALS SPRING CONF - PERKIN 244826 20140409 1700.6275 SCHOOLS /CONFERENCES /EXP LOCAL PARK & RECREATION MANAGEMENT 540.00 256747 4/9/2014 100359 NIKE USA INC 2,249.76 GOLF SHOES 00051386 244710 958721791 5115.6416 GOLF -SHOES GOLF PRO SHOP 61.63 GOLF FREIGHT 00051386 244710 958721791 5115.6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SHOP 2,311.39 256748 4/912014 122005 NORTHLAND CHEMICAL CO 181.93 AVCC -SCENT SPRAYER CANISTERS 244365 5053634 1900.6229 GENERAL SUPPLIES AV COMMUNITY CENTER .17- 244365 5053634 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 181.76 266749 4/9/20 " 144866 OPTIMUM DESIGN TECHNOLOGY LLC R55CKR2 Li_s100 CITY OF APP LLEY 4/1L 9:24:11 Council Check Register by GL Page - 27 Council Check Register and Summary 4/5/2014 — 4/11/2014 Check # Date Amount Supplier/ Explanation PO # D oc No Inv No Account No Subledger Account Description Business Unit 256749 4/9/2014 144866 OPTIMUM DESIGN TECHNOLOGY LLC Continued... 60.00 POSTER DESIGN OPEN MIC PROG 00073687 244366 1388 1840.6239 PRINTING REC TEEN PROGRAMS 60.00 256750 4/9/2014 131227 PALOMINO PET HOSPITAL 432.00 POL- IMPOUND FEES MAR 244705 44737 1295.6249 OTHER CONTRACTUAL SERVICES COMMUN SERVICE OFFICERS (CSO) 432.00 256751 4/9/2014 100374 PEPSI -COLA COMPANY 579.64 CH POP 00046895 244384 196555256 1060.6545 NON - TAXABLE MISC FOR RESALE MUNICIPAL BLDG & GROUNDS MNTC 579.64 256762 41912014 100262 PING 891.00 GOLF BAG -EVHS GIRLS 00051385 244713 12164322 5115.6411 GOLF -BAGS & UMBRELLAS GOLF PRO SHOP 106.83 GOLF FREIGHT 00051385 244713 12164322 5115.6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SHOP 17.82- GOLF DISCOUNT 00051385 244713 12164322 5115.6423 GOLF -CASH DISCOUNT GOLF PRO SHOP 980.01 256753 4/9/2014 130959 POWER DYNAMICS INC 49.98 UTIL- GASKETS 244383 161276 5380.6215 EQUIPMENT -PARTS SEWER LIFT STN REPAIR & MNTC 49.98 WQ- GASKETS 244383 161276 5505.6215 EQUIPMENT -PARTS STORM DRAIN UTILITY 99.96 256754 4/9/2014 141548 POWER PROCESS EQUIPMENT INC 1,704.00 LIFT3 -INST NEW REBUILT PUMP 1 244367 404763 5380.6265 REPAIRS - EQUIPMENT SEWER LIFT STN REPAIR & MNTC 1,704.00 256755 41912014 100673 RED WING SHOE STORE 150.00 BOOTS -R DINGMAN 00045232 244855 7240000005067 5305.6281 UNIFORM /CLOTHING ALLOWANCE WATER MGMT /REPORT /DATA ENTRY 150.00 256756 4/9/2014 138386 RESCUEPAX 900.00 ICE RESCUE TRAINING 6 HOURS 244368 177 1310.6275 SCHOOLS /CONFERENCES /EXP LOCAL FIRE TRAINING 900.00 256757 41912014 100165 RIVER COUNTRY COOPERATIVE 1,378.16 GOLF - PROPANE FOR SHOP 00035382 244370 388811 5145.6257 UTILITIES- PROPANE/WATER /SEWER GOLF SHOP BUILDING MAINTENANCE 88.65- 00035382 244370 388811 5100.2330 DUE TO OTHER GOVERNMENT GOLF FUND BALANCE SHEET 1,289.51 256768 4/9/2014 145271 RIVER'S END TRADING COMPANY R55CKR2 LOGIS100 CITY OF APPLE VALLEY 4/10/2014 9:24:11 Council Check Register by GL Page- 28 Council Check Register and Summary 4/5/2014 — 4/11/2014 Check # Date Amount Sup plier / Explanation PO # Doc No Inv No Account No Subledge Account Descriptio Business Unit 256758 4/912014 145271 RIVER'S END TRADING COMPANY Continued... 375.00 GOLF CLOTHING 244711 11473166 5115.6413 GOLF - CAPS /HATS /CLOTHING GOLF PRO SHOP 28.84 GOLF FREIGHT 244711 11473166 5115.6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SHOP 403.84 256759 4/9/2014 100406 ROAD MACHINERY & SUPPLIES CO 196.65 PK- REBUILD HYD LIFT RAM 244655 W02727 1765.6265 REPAIRS - EQUIPMENT PARK EQUIPMENT MAINTENANCE 989.62 REBUILD HYD RAMSIWELD NEW ENDS 244656 W02729 1630.6265 REPAIRS - EQUIPMENT STREET EQUIPMENT MAINTENANCE 1,186.27 256760 4/9/2014 145293 RTL CONSTRUCTION, INC 3,685.10 RPR SALT STORAGE BLDG ROOF TRU 244371 141351 7205.6399 OTHER CHARGES RISK MANAGEMENTS /INSURANCE 3,685.10 256761 419/2014 137403 SCHELEN GRAY AUTO AND ELECTRIC 1,859.19 REBUILD PUMPS FOR RDWD POOL00051615 244372 194470 1930.6265 REPAIRS - EQUIPMENT REDWOOD POOL 58.04- 00051615 244372 194470 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 1,801.15 256762 4/9/2014 111161 SHRED IT USA MINNEAPOLIS 72.80 POL- SHREDDING SERVICES ON 3/200043065 244657 9403416952 1250.6240 CLEANING SERVICE /GARBAGE REMOVPOLICE FACILITY 72.80 256763 4/9/2014 145340 SIGNATURE TUMBLERS 741.50 GOLF TUMBLERS 244706 28172 5115.6418 GOLF -PRO SHOP OTHER GOLF PRO SHOP 22.19 GOLF FREIGHT 244706 28172 5115.6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SHOP 763.69 256764 419/2014 100796 SMITH MICRO TECHNOLOGIES INC 66.00 POL TYPEWRITER MAINT 4/14 -3/15 00070322 244720 817571 1200.6265 REPAIRS - EQUIPMENT POLICE MANAGEMENT 66.00 256765 4/9/2014 100447 SOUTH RIVER HEATING & COOLING INC 278.74 FIRE - SCHEDULED MAINTAFS #2 00035271 244658 1416492 1340.6266 REPAIRS- BUILDING FIRE BLDG & GROUNDS MNTC 277.55 FIRE- SCHEDULED MAINTAFS #3 00035271 244659 1416491 1340.6266 REPAIRS - BUILDING FIRE BLDG & GROUNDS MNTC 1,099.38 FIRE - SCHEDULED MAINTAFS #1 00035271 244660 1416496 1340.6266 REPAIRS - BUILDING FIRE BLDG & GROUNDS MNTC 1,655.67 256766 4/9/2014 145130 SPARTZ, JENNIFER 1,229.06 OLD CH- CLEANING SVCS MARCH 244373 20140330 2092.6240 CLEANING SERVICE /GARBAGE 14200 CEDAR AVE -OLD CITY HALL 79.06- 244373 20140330 2090.2330 DUE TO OTHER GOVERNMENT 14200 CEDAR ' OLD CITY HALL R55CKR2 LU -6100 CITY OF API ALLEY 4111 9:24:11 Council Check Register by GL Page - 29 Council Check Register and Summary 4/5/2014 - 4/11/2014 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 256766 4/9/2014 145130 SPARTZ, JENNIFER Continued... 360.00 CLEANING @ AFS1 (ALLINA 2X/WK) 00074050 244661 3 1340.6249 OTHER CONTRACTUAL SERVICES FIRE BLDG & GROUNDS MNTC 1,510.00 256767 419/2014 142496 SPLASH ENTERPRISES 250.00 CLEANER /DEGREASER FOR RING ROU 244662 2512 1625.6229 GENERAL SUPPLIES STREET RING ROUTE MAINT 250.00 256768 4/9/2014 119726 ST CLOUD STATE UNIVERSITY 395.00 LEEDS SEMINAR MATOS ST CLOUD 244561 20140407 1225.6276 SCHOOLS /CONFERENCES /EXP OTHERPOLICE TRAINING 395.00 256769 4/9/2014 144799 STAFFORD HOME SERVICE 48.84 AVO44442 -7954 LWR HAMLET CT RF 244562 AVO44442 1001.4924 ELECTRICAL PERMIT GENERAL FUND REVENUE 5.00 AVO44442 -7954 LWR HAMLET CT RF 244562 AVO44442 1001.4072 STATE SURTAX COLLECTED GENERAL FUND REVENUE 53.84 256770 4/9/2014 138492 STEPSTONE GROUP 439.0 FIRE - PRO WOOL FLEXFIT CAPS 244856 17315 1330.6281 UNIFORM /CLOTHING ALLOWANCE FIRE OPERATIONS 439.00 256771 4/9/2014 145339 SUNDOG DISTRIBUTING (USA) INC 637.50 GOLF EYEWEAR 244708 1301318IN 5115.6418 GOLF -PRO SHOP OTHER GOLF PRO SHOP 55.00 GOLF FREIGHT 244708 1301318IN 5115.6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SHOP 692.50 256772 4/9/2014 121687 SWANSTON EQUIPMENT CORP 461.44 STR- BLOWER FILTERS 00073445 244374 P03817 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 29.69- STR -USE TAX ADJUSTMENT 00073445 244374 P03817 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 29.69 STR -USE TAX ADJUSTMENT 00073445 244374 P03817 1000.2330 DUE TO OTHER GOVERNMENT GENERAL FUND BALANCE SHEET 461.44 256773 4/9/2014 102518 TARGET CENTER 434.00 TICKETS, HARLEM GLOBETROTTERM042196 244375 1000320781 1001.5340 REFUNDS & REIMBURSEMENTS GENERAL FUND REVENUE 434.00 256774 4/9/2014 121735 THE EMBLEM AUTHORITY 500.00 AV POLICE SHOULDER PATCH 244847 15958 1200.6281 UNIFORM /CLOTHING ALLOWANCE POLICE MANAGEMENT 500.00 256776 419/2014 100470 TIME SQUARE SHOPPING CENTER II, LLP R55CKR2 LOGIS100 CITY OF APPLE VALLEY 4/10/2014 9:24:11 Council Check Register by GL Page - 30 Council Check Register and Summary 4/5/2014 - 4/11/2014 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledger Account Description Business Unit 256775 4/9/2014 100470 TIME SQUARE SHOPPING CENTER II, LLP Continued... 1,517.14 LIQ1 -2013 ADDL CAM CHARGES 244663 20140131 5025.6310 RENTAL EXPENSE LIQUOR #1 OPERATIONS 1,517.14 256776 4/912014 121804 TOTAL REGISTER SYSTEMS 529.03 GOLF - ANNUAL SVC AGREEMENT 244857 51317 5105.6249 OTHER CONTRACTUAL SERVICES GOLF MANAGEMENT 529.03 256777 4/9/2014 100481 TRI -STATE BOBCAT INC 750.46 STR- CONTROLLER AND INST LABOR 244858 W69514 1630.6265 REPAIRS - EQUIPMENT STREET EQUIPMENT MAINTENANCE 750.46 256778 4/912014 100489 UNIFORMS UNLIMITED 10.99 POL- EMBROIDER VEST COVER 00070215 244664 197461 1210.6281 UNIFORM /CLOTHING ALLOWANCE POLICE FIELD OPERATIONS /PATROL 1,440.26 EQUIP PURCH OFCR ANTHONY LYNCH 244859 195636 1210.6281 UNIFORM /CLOTHING ALLOWANCE POLICE FIELD OPERATIONS /PATROL 54.90- POL -EQUIP PURCH, OFCR DEROSIER 244860 196903 1210.6281 UNIFORM /CLOTHING ALLOWANCE POLICE FIELD OPERATIONS /PATROL 1,475.99 EQUIP PURCH OFCR POGATCHNIK 244861 196891 1210.6281 UNIFORM /CLOTHING ALLOWANCE POLICE FIELD OPERATIONS /PATROL 838.98 POL -BODY ARMOR OFCR JEFF WEBER 244862 197451 1210.6281 UNIFORM /CLOTHING ALLOWANCE POLICE FIELD OPERATIONS /PATROL 1,306.23 POL -EQUIP PURCH, OFCR DEROSIER 244865 195638 1210.6281 UNIFORM /CLOTHING ALLOWANCE POLICE FIELD OPERATIONS /PATROL 5,017.55 256779 4/912014 123387 VESSCO INC 53.68 UTIL- CHLORINE YOKE SCREWS 244377 59660 5325.6229 GENERAL SUPPLIES WATER TREATMENT FCLTY MNTC /RPR 53.68 256780 41912014 126509 WATER CONSERVATION SERVICE 414.20 LEAK RPR -13199 FLORAL CT 00035246 244378 4878 5330.6249 OTHER CONTRACTUAL SERVICES WTR MAIN /HYDRANT /CURB STOP MNT 272.40 LEAK RPR -158 JUNIPER LANE 00035246 244378 4878 5330.6249 OTHER CONTRACTUAL SERVICES WTR MAIN /HYDRANT /CURB STOP MNT 686.60 256781 4/912014 101012 WD LARSON COMPANIES LTD INC 59.04 STR - FILTERS 00035819 244740 B240900306 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 16.86 PK- FILTERS 00035819 244741 8240840339 1765.6215 EQUIPMENT -PARTS PARK EQUIPMENT MAINTENANCE 65.28 STR- FILTERS 00035819 244741 8240840339 1630.6215 EQUIPMENT -PARTS STREET EQUIPMENT MAINTENANCE 141.18 256782 4/912014 142204 WERNER IMPLEMENT CO., INC 307.15 PK -MISC EQ PARTS #251 00074105 244379 44770 1765.6215 EQUIPMENT -PARTS PARK EQUIPMENT MAINTENANCE 307.15 256783 4/9/9' 100518 WILSON SPORTING GOODS CO R55CKR2 1_0viS100 CITY OF API' +LLEY 4/1L 9:24:11 Council Check Register by GL Page - 31 Council Check Register and Summary 4/5/2014 — 4/11/2014 Check # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledge Account Description Business Unit 256783 4/912014 100518 WILSON SPORTING GOODS CO Continued... 57.00 GOLF JUNIOR GLOVES 244737 4515407138 5115.6415 GOLF- GLOVES GOLF PRO SHOP 9.89 GOLF FREIGHT 244737 4515407138 5115.6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SHOP 5.70- GOLF DISCOUNT 244737 4515407138 5115.6423 GOLF -CASH DISCOUNT GOLF PRO SHOP 370.00 GOLF BOX SET 244738 4515407137 5115.6414 GOLF -CLUBS GOLF PRO SHOP 30.00 GOLF FREIGHT 244738 4515407137 5115.6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SHOP 37.00- GOLF DISCOUNT 244738 4515407137 5115.6423 GOLF -CASH DISCOUNT GOLF PRO SHOP 196.00 GOLF CLUBS 244739 4515438426 5115.6414 GOLF -CLUBS GOLF PRO SHOP 694.08 GOLF GLOVES 244739 4515438426 5115.6415 GOLF- GLOVES GOLF PRO SHOP 29.28 GOLF FREIGHT 244739 4515438426 5115.6424 GOLF FREIGHT ON RESALE MDSE GOLF PRO SHOP 89.00- GOLF DISCOUNT 244739 4515438426 5115.6423 GOLF -CASH DISCOUNT GOLF PRO SHOP 1,254.55 256784 419/2014 137602 WORKS COMPUTING INC 6,999.22 IT HP SUPPORT 4/14 -3/15 00051088 244717 21546 1030.6249 OTHER CONTRACTUAL SERVICES INFORMATION TECHNOLOGY 6,999.22 20140404 41712014 100873 HEALTHPARTNERS 3,674.49 DENTAL CLAIMS 3/27/14 - 4/2/14 244825 20140402 7105.6146 DENTAL INSURANCE INSURANCE TRUST DENTAL 3,674.49 20140405 419/2014 100331 MN DEPT OF LABOR & INDUSTRY 2,749.77 PERMIT SURCHARGE MARCH 244726 20140331 1001.4072 STATE SURTAX COLLECTED GENERAL FUND REVENUE 55.0 LESS 2% RETENTTION MARCH 244726 20140331 1001.4099 PERMIT -OTHER GENERAL FUND REVENUE 2,694.77 20140406 4/11/2014 130957 GENESIS EMPLOYEE BENEFITS INC 363.34 FLEX SPENDING MEDICAL- 2014 244863 140402N 9000.2119 ACCRUED FLEX SPENDING PAYROLL CLEARING BAL SHEET 363.34 20140407 4/11/2014 100240 VANTAGEPOINT TRANSFER AGENTS - 457 FT 28,818.11 PLAN #301171 FULL -TIME ICMA 244628 408141145141 9000.2120 ACCRUED BENEFIT LIABILITY PAYROLL CLEARING BAL SHEET 28,818.11 20140408 4/11/2014 126459 VANTAGEPOINT TRANSFER AGENTS -ROTH 755.00 PLAN #705481 ROTH IRA 244631 4081411451412 9000.2120 ACCRUED BENEFIT LIABILITY PAYROLL CLEARING BAL SHEET 755.00 20140409 411112014 129553 US BANK 3,170.28 HSA FUNDING - EMPLOYEE 244632 4081411451413 9000.2125 ACCRUED HSA/HRA BENEFIT PAYROLL CLEARING BAL SHEET 3,170.28 R55CKR2 LOGIS100 CITY OF APPLE VALLEY 4/10/2014 9:24:11 Council Check Register by GL Page - 32 Council Check Register and Summary 4/5/2014 — 4/11/2014 C heck # Date Amount Supplier / Explanation PO # Doc No Inv No Account No Subledge Account Description Business Unit 20140409 4/11/2014 129553 US BANK Continued... 20140410 4111/2014 129576 US BANK 227.45 SERGEANT PEHRA FUNDING -GROSS W 244633 4081411451414 9000.2120 ACCRUED BENEFIT LIABILITY PAYROLL CLEARING BAL SHEET 163.22 SERGEANT PEHRA FUNDING - ANNUAL 244633 4081411451414 9000.2120 ACCRUED BENEFIT LIABILITY PAYROLL CLEARING BAL SHEET 1,094.68 POLICE PEHRA FUNDING -GROSS WAG 244633 4081411451414 9000.2120 ACCRUED BENEFIT LIABILITY PAYROLL CLEARING BAL SHEET 1,335.98 POLICE PEHRA FUNDING - ANNUAL LE 244633 4081411451414 9000.2120 ACCRUED BENEFIT LIABILITY PAYROLL CLEARING BAL SHEET 3,323.76 POLICE PEHRA FUNDING -COMP 244633 4081411451414 9000.2120 ACCRUED BENEFIT LIABILITY PAYROLL CLEARING BAL SHEET 6,145.09 20140411 411112014 144790 ING - MN DCP 450.00 PLAN #650251 MN DCP 244635 4081411451416 9000.2120 ACCRUED BENEFIT LIABILITY PAYROLL CLEARING BAL SHEET 450.00 20140412 4/11/2014 101238 MINNESOTA CHILD SUPPORT PAYMENT CENTER 171.97 CHILD SUPPORT 244640 408141145146 9000.2120 ACCRUED BENEFIT LIABILITY PAYROLL CLEARING BAL SHEET 415.32 CHILD SUPPORT 244641 408141145147 9000.2120 ACCRUED BENEFIT LIABILITY PAYROLL CLEARING BAL SHEET 316.56 CHILD SUPPORT 244642 408141145148 9000.2120 ACCRUED BENEFIT LIABILITY PAYROLL CLEARING BAL SHEET 903.85 20140413 4/11/2014 100392 PUBLIC EMPLOYEES RETIREMENT ASSOCIATION 40,629.76 EMPLOYEE SHARE PERA 244637 408141145143 9000.2114 ACCRUED PERA PAYROLL CLEARING BAL SHEET 53,250.55 CITY SHARE PERA 244637 408141145143 9000.2114 ACCRUED PERA PAYROLL CLEARING BAL SHEET 93,880.31 20140414 4/11/2014 100455 AFFINITY PLUS FEDERAL CREDIT UNION 2,257.10 CREDIT UNION DEDUCT 244638 408141145144 9000.2120 ACCRUED BENEFIT LIABILITY PAYROLL CLEARING BAL SHEET 2,257.10 530,532.29 Grand Total Payment Instrument Totals Checks 321,010.74 EFT Payments 143,112.34 r A/PACH Payment 66,409.21 II 110 f Total Payments 530,532.29 '7 R55CKS2 1_0uIS100 CITY OFAPF._ %LLEY 4/11 9:24:22 Council Check Summary Page- 4/5/2014 - 4/11/2014 Compan Amount 01000 GENERAL FUND 86,417.74 02010 CABLE TV RESERVE FUND 445.06 02055 POLICE SPECIAL PROJECTS FUND 900.00 02090 14200 CEDAR AVE -OLD CITY HALL 4,591.10 05000 LIQUOR FUND 210,623.47 05100 GOLF FUND 29,009.12 05200 ARENA FUND 4,975.31 05300 WATER & SEWER FUND 45,754.41 05500 STORM DRAINAGE UTILITY FUND 140.31 05600 CEMETERY FUND LEVEL PROGRAM 151.20 05800 STREET LIGHT UTIL FUND 17.40 07100 INSURANCE TRUST DENTAL FUND 3,674.49 07200 RISK MANAGEMENT /INSURANCE FUND 3,685.10 09000 PAYROLL CLEARING FUND 140,147.58 Report Totals 530,532.29